Barriers to Integrating Change
Implementation strategies are an essential part of the team approach. These are part of the initiatives for change that the team process is chartered to accomplish. For teams to successfully introduce change into the organization, they must integrate the principles, actions, methods and practices associated with the desired outcome of the project. The team’s inability to integrate these elements into the organization is a barrier to its success.
Teams create their own integration barriers when their behavior is inconsistent with the principles, actions, methods and practices they are introducing into the organization. It is not enough to organize, plan, pilot and introduce organizational transformations; these introductions must cause change and be reflected in the team’s behavior.
Related: Five Pitfalls Teams Need to Avoid
Teams that block themselves at the implementation stage repeatedly get mired in a web of bureaucratic minutiae, focusing on small details at the expense of a successful project. They confuse plans and strategies for the final project and the repetition of processes and procedures for change. Consequently, they never fully integrate the desired behaviors into their own team. Teams get caught up in the form rather than substance of the project.
At some point in the team process leaders must refocus their team’s efforts on successful completion and implementation.
When a team gets trapped in an integration barrier, it gets immersed in a cycle of repetitive actions and activities that drain enthusiasm and drive. For the sake of perfection, teams ultimately lose their passion. Without this internal drive, there is little incentive to see the project through to successful completion.
If teams wish to break out of this trap, they must either seek acknowledgement of their accomplishments from outside of the team or develop the ability to generate an internal appreciation. When a team can step back and review all that it has accomplished, it has the ability to rekindle its enthusiasm to complete the project.
As teams review their progress and enthusiasm, they become aware of the influence of specific members who are demanding unattainable levels of perfection. At this point, leadership is required to solidify the responsibilities for the last stages of implementation and push the project to completion. Leaders must assume a give-and-take attitude to see the project through.
Leaders must also ensure that teams do not get bogged down in attempting to meet a myriad of expectations. Management, customers and suppliers may create these expectations, but a team must review its standards for performance to reestablish project priorities and direction. This process alone often renews the team’s enthusiasm and passion by marking a clear path to follow.
Successful implementation of team projects involves cultivating relationships with the individuals whose responsibilities are going to be impacted by the project. Many teams mistake their charts and reports for the work that must be implemented, and fail to understand the need to interact with the people involved.
Teams must ensure that a preoccupation with detail does not waste valuable time. Implementation of any project is time intensive. Teams desiring to deliver a perfect system can be admired, but wasting time on minor and often insignificant details causes delays and forces the team to eventually deliver a less than ideal project.
Successful project implementation requires individual team members—often without the requisite authority—to assume responsibility to achieve specific objectives. This often puts pressure on team members and their ability to influence, foster trust, build on the ideas of others, acknowledge their contributions and understand their points of view. The final implementation stage is stressful and tests the ability of the team to work together to meet its goals and objectives. This stage is where team bonds and cohesiveness matter and help the team overcome this final barrier to success.
If you are seeking proven expertise and best practices on generating successful results and outcomes with your teams to train or educate your employees to solve problems and improve their performance in this area, refer to Developing & Planning for Team Results: Pinpoint Leadership Skill Development Training Series. Click here to learn more.
Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreward Reviews‘ Book of the Year)
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