This chapter discusses about: - The leadership issues in team change - How individuals affect team dynamics

1. The leadership issues in team change
How individuals affect team dynamics
Nguyen Duy Linh
Nguyen Ngoc MinhTri
Huynh Hanh Nguyen
Management of change- Team Change 1

2. Management of change- Team Change 2

3. Management of change- Team Change 3

4. Moving through dependency
• In any team formation the first thing people look for is someone to
tell them what to do
• The leader is expected to look after, protect and sustain the
members of the group, to make them feel good, and not to face
them with the demands of the group’s real purpose.
Management of change- Team Change 4

5. Moving through conflict
• The realThe real threat is from within, and the potential for conflict is between
the leader and the rest of the team, and between team members themselves
• The leadership task here is to surface any of these dynamics and work them
through, either by the building of trust and the frank, open and honest exchange
of views, or by seeking clarity and gaining agreement on roles and
responsibilities.
• is from within, and the potential for conflict is between the leader and the rest of
the team, and between team members themselves
• The leadership task here is to surface any of these dynamics and work them
through, either by the building of trust and the frank, open and honest exchange
of views, or by seeking clarity and gaining agreement on roles and
responsibilities.
Management of change- Team Change 5

6. Moving towards creativity
• Once again there is a preoccupation.This time it is about creating
something new, but in a fantasized or unreal way, as a defence
against doing anything practical or actually performing.
• Collaborative working requires greater openness of communication
and data flow.
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7. Moving through cohesion and cosiness
• This is where the team seems to believe it has come together almost
for a higher purpose, or with a higher force, so the members can lose
themselves in a sense of complete unity.
• The goal is interdependent working co-existing with collaborative
problem solving.This requires the leader to set the scene and the
pace, and team members to act with maturity.
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8. Management of change- Team Change 8

9. MBTI
• The Myers
BriggsType
Indicator
(MBTI)
Management of change- Team Change 9

10. • Grouping to 4 categories:
MBTI type by
Quadrant
IS Thoughtful
Realist
IN Thoughtful
Innovator
ES Action
Oriented Realist
EN Action
Oriented
Innovator
What they are
most concerned
with
Practicalities Thoughts,
ideas, concepts
Actions New ways of
doing things
How they learn Pragmatically
and by reading
and observing
Conceptually by
reading,
listening and
making
connections
Actively and by
experimentation
Creatively and
with others
Where they
focus their
change efforts
Deciding what
should be kept
and what
needs changing
Generating new
ideas
and theories
Making things
better
Putting new
ideas into
practice
Motto “If it isn’t broke
don’t fix it”
“Let’s think
ahead”
“Let’s just do it” “Let’s change
it”

11. MBTI and teams
• Change happens: people with different preferences react differently
to change
• Similarly when they are in a team
• Typical reaction:
“If it isn’t
broke don’t fix
it”
“Let’s think
ahead”
“Let’s just do
it”
“Let’s change
it”

12. MBTI and teams
• Use of MBTI in team when facing change:
• Identify individuals and the team’s strengths to be capitalized on and
weaknesses that need to be supported
• help aid understanding
• Allocate tasks efficiently: different team tasks suitable for different types

13. MBTI and teams
• Similar vs Differences
Similarity Differences
Sooner common understanding Longer to understand
the quicker the decision making
process
the longer the decision making
process
the greater possibility of error and
the larger exclusion of possibilities
the more views and opinions will be
taken into account.

14. MBTI and teams
• teams valuing different types can experience less conflict
• Case of management team
• Fewer people of the feeling types and perceiving types

15. Complementary and conflict in team
Management of change- Team Change 15
Extraversion
Needed to raise energy, show
enthusiasm , make contacts and
take action.
But they can appear
superficial, intrusive and
overwhelming.
Where individuals draw their
energy from
Introversion
Needed for thinking things
through and depth of
understanding.
But can appear withdrawn, cold
and aloof.
Sensing
Needed to base ideas firmly in
reality and be practical and
pragmatic.
Can appear rather mundane and
pessimistic.
What an individual pays attention
to or how he/she receives data
and information
Intuition
Needed to prepare for the future
and generate innovative solutions.
Can appear to have head in the
clouds, impractical and
implausible.

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Thinking
Needed to balance benefits against
the costs and tough decisions.
Can appear rather critical and
insensitive.
How an individual makes decisions Feeling
Needed to be in touch with
emotional intelligence, to
negotiate and to reconcile .
Can appear irrational and too
emotional.
Judging
Needed for his/her organization
and ability to complete things and
see them through.
Can appear overly rigid
andimmovable .
What sort of lifestyle an individual
enjoys
Perceiving
Needed for his/her flexibility,
adaptability and information
gathering.
Can appear rather unorganized and
somewhat irresponsible.

17. Management of change- Team Change 17

18. Belbin team-role
Team Role Contribution Allowable weakness
Plant Creative, imaginative, unorthodox.
Solves difficult problem
Ignore incidentals. Too preoccupied to
communicate effectively.
Resource Investigator Extrovert, enthusiastic,
communicative. Explores opportunity.
Develops contacts
Over optimistic. Loses interest once
initial enthusiasm has passed.
Co-ordinator Mature, confident, a good chair
person. Clarifies goals, promotes
decision- making, delegates well.
Can be seen as manipulative.
Offloads personal works
Shaper Challenging, dynamics, thrives on
pressure. The drive and courage to
overcome obstacles.
Prove to provocation.
Offends people’s feelings.
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19. Management of change- Team Change 19
Team role Contribution Allowable weakness
Monitor evaluator Sober, strategic, and discerning. Sees all
options. Judges accurately.
Lacks drive and abilities to inspire
others
Teamworker Cooperative, mild, perceptive and
diplomatic. Listens, builds, and adverts
friction.
Indecisive in crunch situation.
Implementer Disciplined, reliable, conservative, and
efficient. Turns ideas into practical
actions.
Somewhat inflexible. Slow to respond
to new possibilities.
Completer
Finisher
Painstaking, conscientious, anxious.
Searches out errors and omissions.
Delivers on time.
Inclined to worried more than normal.
Reluctant to delegate.
Specialist Single- minded, self- staring, dedicated.
Provide knowledge an skill in rare
supply
Contributes to only a narrow front.
Dwell on technicalities.

20. Thank you for
your listening!
Management of change- Team Change 20