Team Building and Organization Change | Ahmed Fawzy | Skillshare

Playback Speed


  • 0.5x
  • 1x (Normal)
  • 1.25x
  • 1.5x
  • 2x

Team Building and Organization Change

teacher avatar Ahmed Fawzy, IT Transformation Advisor

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

11 Lessons (29m)
    • 1. Learning outcomes (Build the Team)

      0:34
    • 2. Team Building

      3:19
    • 3. Stages Of Team Development

      3:16
    • 4. Conflict Management

      1:42
    • 5. How To Handle Conflict ?

      1:26
    • 6. Ways To Handle Conflict?

      3:29
    • 7. Team Building Practice

      5:29
    • 8. Learning outcomes (Change the organization)

      0:24
    • 9. Organization Change

      1:45
    • 10. Organization Development

      2:32
    • 11. Resistance To Change

      4:42
  • --
  • Beginner level
  • Intermediate level
  • Advanced level
  • All levels
  • Beg/Int level
  • Int/Adv level

Community Generated

The level is determined by a majority opinion of students who have reviewed this class. The teacher's recommendation is shown until at least 5 student responses are collected.

44

Students

--

Projects

About This Class

In this short course, you will learn about 

  • How to build a team.
  • Team types and roles. 
  • Team building stages.
  • Conflict management.
  • Organization change and development. 
  • Overcoming resistance to change.

This course though independent, is the 3rd Section on how to improve business using DevOps and Cloud technology. 

Meet Your Teacher

Teacher Profile Image

Ahmed Fawzy

IT Transformation Advisor

Teacher

Ahmed Fawzy, is an Advisor, Author, and Online Trainer. He has 18 years of experience in the fields of IT transformation. Utilizing a unique approach to achieve a better alignment to the business through solutions and processes. Also, how to transform IT organizations successfully from "Traditional to Digital."

Ahmed holds ITIL Expert certification and ITIL4 MP. He is also a certified Project Management Professional (PMP), TOGAF 9 Certified, and has a Master in Business Administration (MBA).  He has implemented improvement programs for a wide variety of organizations. His approach is unique because it doesn't require new additional software or hardware,  "It's simple few adjustments that yield a high return." Ahmed's goal is to help leaders transform their IT internal o... See full profile

Class Ratings

Expectations Met?
  • Exceeded!
    0%
  • Yes
    0%
  • Somewhat
    0%
  • Not really
    0%
Reviews Archive

In October 2018, we updated our review system to improve the way we collect feedback. Below are the reviews written before that update.

Why Join Skillshare?

Take award-winning Skillshare Original Classes

Each class has short lessons, hands-on projects

Your membership supports Skillshare teachers

Learn From Anywhere

Take classes on the go with the Skillshare app. Stream or download to watch on the plane, the subway, or wherever you learn best.

Transcripts

1. Learning outcomes (Build the Team): This is the third station in our journey how to build and former team. You don't need to be a team leader to benefit from this section, but wherever you are in the organization structure, it will give you a new perspective, starting from understanding what is a team and the health organization form a team. This is my understanding team development passes and, lastly, understanding conflict management so that you reached the best possible harmony while maintaining the productivity levels. 2. Team Building: any kind of project is impossible to be done by a single person. I'm assuming you will be a team member. Let's start by identifying what is a team. A team is a unit off tour more people that communicate and coordinate their work. To reach a specific goal in the initial team building, you will have to decide on three factors team type, team size and team rules. Think of them as three dimensions that govern each team. So let's start by the type of the team. You will have three types formal created by the organization to will fill a specific need. Vertical manager and subordinates horizontal across departments. Sometimes they call it Project Team. Any of the previous can be also local. Team A team in the same location. Virtual team. In a virtual team, you must use the technology to facilitate communication like Skype or WebEx Global team team from different parts of the world. The challenge. Bridging time, distance, culture and language so you will end up with the metrics that look like this. The common practice is to have one of each type, and the more types you add to the team, the more complex it will be. Let me give you an example. Your team could be formal, local team or virtual global. This is the usual practice, but I had seen formal Rozental virtual global teams as well. Managing these teams is much harder in reality. The second thing you need to decide is team size. The team need to be large enough to incorporate multiple skill sets that can benefit the project, but at the same time, it need to be small enough to make the members feel connected to the team. Try to diversify the team. It re genius. Teams perform a better than homogeneous, though they will have more conflict. Smaller teams reform Foster. However, the exact number to get the maximum success is different. Based on many factors, from 3 to 6 members is a golden number. If more members needed go with multiple teams, each assigned its own objectives. The next step is deciding on the member roll mix. There are two main categories for member roles. The right mix is required to reach a balance. The task of specialist if the role that helped the team reaches gold, the social emotional is the role that bind the team together and prevent the team from falling apart. But of the entire team is on Lee from one role. If the team entirely from Tosca specialist, more tasks will be done. But the conflict will increase to the point that the team will not be functions if the team is socio emotional. Expected slow brokers was almost no conflict. If you noticed this has nothing to do with the team member qualification, he or she can be very qualified person and one of the to mention types. The idea here is to highlight the non obvious aspect off team member selection because selecting qualifying team members is very straightforward. 3. Stages Of Team Development: any new team go through stages to reach harmony. This is why the old teams usually much more productive than the new teams The stage is off team development. Are stage one forming at this stage the team form and that he members getting to know each other, the authorities taking without the challenge from others. Goals are set. This stage is critical to team commitment with him. Goal. Sometimes this is refer toa by team cohesiveness with the correct approach, team will agree on purpose and direction. Stage two Storming Now the personalities emerge. Everyone speak their mind. Members start to be assertive in clarifying roles. This is my responsibility and this is not my responsibility and the expectations from them . This stage will have lots of conflicts and disagreements. In this stage, social emotional role is very critical. Most teams don't get past the stage. If conflict in the stage is not solved, it correctly, team cohesiveness will be impacted. Morale and productivity will be impacted. Is their positive in case of successful conflict resolution or negative in case of handling the conflict incorrectly? As the team leader focused on conflict management and resolution, Stage three nor Ming conflict resolved the member, accept and understand one another. Team norms are what expect and what is accepted informal standard shared by the team. You know, this phase has happened when they start using their own references that no one else understand stage for reforming focus on team tasks on how to achieve the team goal This agreement handled in mature way and for the benefit of the team. Stage five A. During the team achieve its goal and gearing down. Some teams don't get to this faith and stay at him because they are used so many times in smaller projects. So no point going through the same stages in every project. But if you have to. One thing I discovered is that reusing all successful teams move through the same levels, but a much faster pace. Now you have the team how to perform effective team leadership. Toby Effective team leader. There's three main pillars. Find the purpose and rally people around it. Always make sure the people know the project purpose. Better yet, believe in it. Do not micromanage trust the team. They will get the job done, even if there is some variation to the expectation There is always more than one way to reach gold. Don't be afraid to ask for help. The project owner is not expected to be expert in all areas. It is okay to ask for help from an expert for assistance. Learn how to handle conflict. In this lecture, you learned about stages for team development and the critical factors in team leadership. Thank you for watching and see you in the next lecture. 4. Conflict Management: conflict is when a member of the team tries to block the goals or ideas off another person to get more resources. One of the most challenging roles of a team leader is to solve the conflict effectively. Not all conflicts are wrong amount. Conflict between team members might be beneficial and will prevent a group Thinking conflict is not something negative or positive. It's something critical in any team. How the conflict is handled is what's makes it bullet or negative. Any conflict need to be discussed and not avoided. Let's start by defining the conflict. Conflict is opposing salts and feeling working against each other. The common reason for conflict are resource is work style perception. Gold pressure, like short term objectives, rolls. It's someone else a job or it's my job. Personal values, what's right and what's wrong. One of the most common sources of conflict is poor communication, sometimes explaining what the other parties communicating will solve the conflict. So you need to make sure the team is communicating correctly. So what if we ignore the conflict? What will be the consequences? The first consequence is miscommunication. People will not even bother to get their point of view to the listeners quality reduction. The team will perform the minimum required missing deadlines. The team will lack the motivation to keep the line reduction in cooperation because off the increased level of stress. 5. How To Handle Conflict ?: So how to handle conflict? The following general steps for any conflict resolution Recognize there is a problem except the reason issue. Express the issue. Clarify and simplify two points. Choose how to move forward and finally, resolution. Every situation is unique, but the mentioned 60 steps are common across all conflicts. The next step is to understand people, personalities and behavior types. This will give you an indication where this person will move next in the conflict. So what are the general behaviour types? Understanding Behavior types is a critical requirement for conflict handling behavior. Fall into four categories assertive. Know what they want but willing to listen and acknowledge others in this case, target win win solutions Direct Aggressive will seek to win at any cost. In this case, you have two options. Win, lose or when when and direct aggressive will try Toe win in an indirect way will block others from winning. Win, lose or lose lose best sieve will not try to win will avoid conflict at all cost. Now we know the parties in the conflict and expected behaviour times 6. Ways To Handle Conflict?: So what are the ways? Toe handle. Conflict. There are two directions for handling conflict. Negotiation is searching for an agreement that satisfies both parties. Mediation. Attempt to help parties in disagreement to hear one another before starting negotiation. Understand first, what is the goal of each party and the expectation after that blend style and steps. At this point, you know the types and direction. The only thing remaining is to understand what is option. You have to act. This will lead us to conflict. Handling styles. The first of style is forcing style over forcing others to accept. Their point of view should be used on Lee if a quick, decisive action is required used when the issue is urgent, like disaster recovery or unpopular decision need to be made like layoffs, the avoiding withdrawing style when the issue is trivial or no chance of winning the conflict. The relationship is important. Gold will not be met either way. The compromising when the goal of each side is equally important. But both sides have equal bar find the middle ground by sacrificing part of each goal, Onda ask, are the other person to sacrifice part of their own the accommodating, smoothing style conflict avoided for the sake of harmony. Value of the relationship is higher than goals also used. If losing the conflict or outmatched, this is style will guide you on how to solve conflict. Let me give you an example. If you have a conflict between two team members, both are and direct aggressive. In this case, you have a limited options because you will have to negotiate and reach a compromise. But if the conflict is between two assertive types you can mediate and accommodate, this will lead us to the end of the conflict. The conflict will end with one of the following outcomes. Win lose. This is to get the max possible outcome regardless of the other party. Lose loose, loose. Both sides lose something or everything compromise. Both parties will win, but not all needs are sets fight when win. This is the best case. Both are happy. Answers fight. So how to reach a win win solution? One. Separate the people from the issue. Don't let it to be personal, or let people attack each other to focus on interest, not demands what they want and why they need it. Maybe their actual requirement are much less from what they're requesting. Three. Propose many ways to reach a solution that will satisfy both parties for further standard objective for each party and stick with it. Don't let it to be personal judgment that this solution is best or not. This will block dynamic objectives. These are the objective that keep changing based on the situation. Sitting all of this from the beginning will help you to move forward and solving the conflict. Thank you and see you in the next section. 7. Team Building Practice: and this practice we first. To start with possible team members, possible team members is anyone with a skill that actually can contribute to our team. So first you book the most likely persons that can actually help you in the team. Then next we start creating another. The other aspect off the team, like which one is a Tosca specialist. Which one is social, emotional and their behavior types? Because to make things work smoothly, you cannot boat too assertive types with each other. You cannot put as social emotional to social emotional or to talk a specialist at the same time. You have to find the mix that actually work for you. You will have a lot of restriction you will not get is the mix as 100% every time. But you need to start working and focusing on that because if you did not and you will have a team off five assertive people, it would be a very difficult team to banish because everyone will not listen to each other , and it will embody the team cohesiveness in a very negative way. So first, the first step is to build the team, find the possible team members and start building your mix. The next step after is your project. What is your project and deciding on which roll off the team you will be getting? You know who's inventor who. The champion, who is the sponsor holds the credit and which one of them is social, emotional or task a specialist Because some roles it's very difficult on it is no refer to be a social, emotional or Alaska specialist. For examples of Oscar specialist, you prefer to be a critic because he will focus on the task he will not try Toe sugar coat the feedback coming on your project and this is what you need for the champion actually can use both. No problem for the inventor is the same for the sponsor. It is not either, because the sponsor is a sponsoring. You don't need it. Toe had to be either one of them. So next we have the responsibility metrics. You need to start building the responsibility metrics for each one of those. This is where the technical capability off the team and the task start to show up, so let's review it very quickly. First you have the responsible It's actually the one executing the action. Next you have the accountable This is the final approval. This is the owner of the process. This is that owner of the activity or the mosque, The one final approval. Next you have the consult. This is a subject matter expert. The one you need a new value. Their opinion. Next you have the informed informed someone Just keep him the loop. Maybe he the manager team leader etcetera. And you keep going on support is the one will provide some sort of an input to your Maybe it will provide you with some aspect of the design. Maybe he will provide you with some technology feedback or whatever. Very fire is the one Will Valley did the outcomes on the provide the quality assurance for your project And finally you have out of the loop. This is the one you don't need to include in this activity. In your metrics, they don't need to include every single one in your communication. You don't need that. Now you are building the responsibility metrics. You build it in this way, you will list first. The costs and the name of the person is and the team you selected and you start assigning the roles and responsibilities. So what if you have someone that actually will only contribute to a single activity and the team dough? I need to include him in my team as this is possible, or he would be considered outside of the team. Well, it depends if his role is very small. It's activity is very tiny. One or two hours in this case, consider him a contractor, not part of the team. He will be part of your workshops. He will be part of your activities, but he will not go through the team building activity that you keep going and analyzing. For example, you will not build him or add him to the metrics off. Possible team members are Tosca special, social emotional and decide his behavior time. That's because his impact on the team is very little. But if you have someone with configurable amount or considerable contribution in this case , I would highly recommend to include him and the possible team members. Once you're build your responsibility metrics, you move on to your project metrics. What kind of project and team you will be having you have a local team, virtual team or a global team. Try Toe mentions the project name in one cell. Don't try to make a single project in multiple cells because this is would be very complicated. For example, our email project, our sample project is a formal local team. It's a local team, and it's a formal based on organization structure. This is high level on how to build the team on how to start the project with city members. 8. Learning outcomes (Change the organization): This is the midway of our course. In this section, you will learn that the organization is a living thing, have a mind of its own. It has its own direction and way of thinking. In this section, you will learn how to are just that, how to perform organization development and help overcome change resistance that you will face during its execution off this project. 9. Organization Change: change implementation require much modification. The information provided in this section off the course will be enough to change a small pieces. Unless you are trying to change something major's, then it will take some additional effort to research more into this topic. Let's start by defining organizational change, organizational changes, the adoption or with new idea by the organization. Successful organizational change requires that the organization can create and implement a new ideas in the pre change faith. During the initial phase of the project, the change team or the Project Team mission is to reduce fear and reduced negative rumors, usually in any organization changed aim. There is several roles. First, we have the inventor, the technical member of the team understand the technical aspect of the solution but rarely know how to get support for the idea. Next, we have the champion support the idea, overcome obstacles and obtain financial and political support. After that, we have the sponsors, ah, high level manager that protect the idea. Onda help remove organization barriers. Lastly, we have the critic one of the most important role of the team. He or she looked for the shortcomings and ensure that the idea must meet expectations. Once the team is ready for all four roles, you start the change by changing the mindset of the people around you using training. The idea is to include everyone who has a stake in the change, usually called project stakeholders, and start educating them. This will help improve the quality off the final project and reduce much of the resistance . 10. Organization Development: organization. Culture is the personality off the organization. Each organization has a unique culture that emerged from the beliefs and behaviours off its employees. It is a difficult to change, since it is not something tangible and everyone in the organization is contributing to a part of it. However, with the correct motivation, it can be adjusted bit by bit to move in a different direction. This is gold organizational development. There are three stages off changing the mindsets and organization culture. Stage one unfreezing all people throughout the organization made aware there is a problem and the need for fixing this can be also in the form of presenting the current estate ends . The desire to state to achieve the optimal results always highlight the performance gap between the current and the desire. The performance example for that use dashboard with the target and the current status of something this is required to create the unfreezing state. This dashboard should not be technical. It should be of interest to the business. The current instant visitor expected instance. Toby solved his only interest with support team, not the entire user, but the productivity loss and financial loss due to the delay in the instant may spark interest. Stage two. Changing after people are made aware of the problem. Intervene with a new process or technology and conduct training for people. Make sure the most users are aware of the issue to avoid resistance. The visits off the dashboard will indicate interest. You can know this from the server admin and the server rock and regular email notification . There it count on the meals. Stage three. Refreezing refreezing happened when the user start accepting the new system as a new normal and their attitude change these three stages you go through over and over. The objective is to make sure that the changes completely adapted and it's now the new normal. In this lecture, you learned about the critical three steps to change the organization unfreezing by providing the problem and the issues you are facing changing by introducing new change and let go for the change to fully observed by the organization in there Freezing phase. Thank you for watching and you on the next lecture 11. Resistance To Change: now you had your team and started the change to the organization. How to address existence to change. But first, a critical warning. Some people were this change. Regardless of what the project is trying to reach, the idea is try to win over as much as possible of this group. At the end, there will be some left. They will never support the project. These are the people who refused to use a touch phone until they could not get a phone with a key bet anymore. My recommendation in South situation is to ignore them and proceed with whatever change planned. Once they see the positive impact on Lee, then they might change positions. So why people resist change? Well, people resist change. For many reasons, the most common reasons are conflict with self interest, like los off power, prestige benefits. You counter this by finding what interest each one and emphasize on it. This project will give you this a specific benefit, lack of understanding and trust. The employees often the thrust the reason behind any change. Think what the intended reason for the change. Counter this by training on more troops, include them in the decision making maintains the status quo uncertainty. Some people are risk averse and would like to maintain everything as is. This can be countered by demonstrating the performance gap and conducting workshops. The last one is different goals. Manager of each department have their own goals. Directing resorted away from that goal may impact their support for the project. This one is a problem because it shows a discrepancy in gold creation in any organization. So how to minimize the resistance? There are some tactics to minimize the resistance to change or even over comment, training and communication. Don't try to hide anything and always communicate. Reduce fear. Participation. Involvement in setting the goal will reduce resistance. People like to feel important in the decision making negotiations. We talked about this in conflict resolution coercion. The top down approach managers forcing employees to change to the new system. Though this method will be the slowest toe adapt in the organization. And lastly, top management support tohave the top management. Support your objective and support your project. This will give you some degree off acceptance in the majority off employees. Now you have change has happened how people would react to such change this gold. This is gold emotional cycle off change. This happened. If the change is significant enough changing the way things been done for a long time. Let's take an example if the improvement project is deploying a service disc tool for a ticketing system instead of dropping by or calling the I T. Now the users have to follow the new system or the new set of tools. Phase one avoidance customer or users will avoid the new system and keep calling on dropping by to fix issues. In this case, either ignore any request not coming through the portal. But this will increase the use of dissatisfaction. Or you can fix the issue and ask you the gently to create a ticket after sometime. Use the first method to cut off calling and dropping in face to performance. Users or customers will blame the new system not being able to fix issues and time for them to perform their jobs. They will blame the service team. They will try to Bush back to the old system. The only solution is to ignore it. This phase will take months to finish. Phase three acceptance users or customers will accept the new system as the new default and will start asking more questions on how to use it properly and this phase. Try to do user workshops. In this section, you learned about how people in the organization react to any change. Usually this happened in changing phases. Also, you learned about the strategy for each one of the resistant types lost. You learned about the emotional life cycle that the users on customers would go through at the end of the change phases and the refreezing face. Thank you.