Change & Integration in a Team

Startsituation

Due to a new vision and reorientation of a medium-sized family business, a reorganization and move to a modern office was planned. Instead of individual offices, open-plan offices, meeting rooms and meeting zones were designed. Two departments were merged into one team. To make this integration and change process as smooth as possible and to start more project-based work, I was asked to plan and conduct two workshops.

Strategies for Evolvement

Factual-Logic

At the start of the workshops, the new vision of the board and the need for change were discussed and reflected upon. In a SWOT analysis, each team member was asked to present their strengths, weaknesses and preferences for the reassignment of goals and tasks. As one of the chances the team identified a faster responsiveness in the market, one of the major risks was the additional workload in the changeover phase. New roles, processes and responsibilities were defined for future project work. On this basis, everyone was able to agree on a seating order in accordance with the relocation plan.

Psycho-Logic

The teambuilding included getting to know each other personally to make similarities and differences visible and to build mutual appreciation and trust. The greatest challenge was the exchange of individual fears and expectations, as well as building a new sense of security and belonging in the team. For the “team spirit” and a successful integration, rules for cooperation, information and communication were developed. A tandem system, i.e. pair formation, supported the professional and emotional change of the team members.

RESULT

Relocation and integration into a new team are major challenges for each employee. Old habits need to let go, and new developments must be allowed. It is not enough to just rewrite the organizational chart. People need the opportunity to deal with this transition consciously and actively. By this the change and the cultural transformation are most certain to succeed.