In this course, you will explore change management by understanding the dynamics of planned and unplanned change and learning ways to facilitate change. In addition, you will develop an understanding of the knowledge and skills required to lead, facilitate, and support change management.
Team Development Session One
Identify, contact, and engage a real-life group or team that you can work with in two sessions to conduct a team development exercise. Then, write a team development plan and post-session summary based on your first completed team session.
Assessments 1 and 3 in this course will allow you to:
Demonstrate your ability to facilitate a team in building capacity towards becoming a learning organization.
Analyze the use of specific change management learning disciplines in a team setting.
These two assessments will be based on a pair of team development sessions that you will facilitate with a real-world group of about five individuals.
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
Competency 1: Apply change management interventions.
Describe a team development exercise used with a team, based on a relevant learning discipline.
Describe a team development experience based on a relevant learning discipline.
Explain lessons learned for chosen discipline and group dynamics.
Competency 2: Analyze applications of change management principles.
Define change management and change management principles.
Explain the learning disciplines of personal mastery, mental models, and shared vision.
Explain the process used to select a learning discipline and the rationale for its selection.
Explain successful and unsuccessful aspects of team development.
Explain lessons learned for planned and unplanned team facilitation journeys.
Questions to Consider
To deepen your understanding, you are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of the business community.
1. What are the pros and cons of Senge's five disciplines of a learning organization (personal mastery, mental models, shared vision, team learning, and systems thinking) as an approach to change management?
2. Have you experienced the learning organization elements found in Senge's deep learning cycle (skills and capabilities, awareness and sensibilities, attitudes and beliefs) and the organizational architecture (guiding ideas, innovations in infrastructure, theory, methods, and tools)? Would any of your professional experiences exemplify the use of deep learning cycle and organizational architecture? Consider examples from your experience when these elements were not used, but might have benefited the organization.
3. Consider Senge's wheel of learning (reflecting, connecting, deciding, doing) as applied to an incident in your life. What do you notice about the dynamic of planned and unplanned change?
4. Define your personal vision; what do you really want? What would having that vision bring you? As a leader of a team, why might it be important for the people you are leading to understand your personal vision, and vice versa?
5. What are your top five values, and how do they support or detract from your personal vision? Why might it be important as a leader to share your personal values, or to create a conversation about values to highlight a change from where we are now to where we want to be? How does where we want to be relate to what we value? How can articulating a vision and values help build trust in a team and what obstacles exist to that articulation?
6. When considering an issue or problem, the more stakeholders' perspectives you consider, the more possibilities can be discovered to act upon. When considering each perspective, reflect on the four factors of time, expectation, examination, and understanding, to better understand each stakeholder's position on an issue.
7. After you have completed your first team development session, reflect on how it felt to be the change agent. What did you do that helped or hindered change?
8. Consider an experience from your past in which you were involved in setting a vision with a group. At what level were you asked to engage, and how did that affect the success of achieving the vision? What is your preferred level of engagement as a leader? What are the risks and opportunities in increased participation in vision setting?