You Have Just Been Part Of A Merger You Have Each Bee 351985

You Have Just Been Part Of A Merger You Have Each Been Chosen To Head

You have just been part of a merger. You have each been chosen to head up your department and merge the two groups into a self-directed work team. Work with each other to lay out a plan describing how you will develop a new team within your department or departments. It is natural that there will be some confrontations between people. Look at the stages of team development and use that knowledge to work with the team.

It is recognized that some employees will refuse to be part of the team. In fact, the new ownership expects that there will be some who lose their jobs because of these issues; however, that is a last resort. Use all your skills to negotiate with employees in an attempt to resolve conflicts and pull your team together. Because you are working together as a team, it is seen by the ownership that if one is successful, you are all successful. Likewise, if one fails, you all fail.

The future success of the company is dependent on your mutual success. Consider the following: As a team, you must come up with a plan and be in agreement because you have to implement it in your departments. For each step you take, provide a brief explanation of your reasoning. Use the library and the Internet to research these issues.

Paper For Above instruction

Introduction

The successful merger of two departments into a cohesive, high-performing team requires strategic planning, effective communication, and a thorough understanding of team development stages. Leadership plays a critical role in guiding the team through inevitable confrontations, managing conflicts, and ensuring that all members are aligned with common goals. This paper proposes a comprehensive plan for developing a new team post-merger by applying theoretical concepts of team development, conflict resolution, and change management to facilitate a smooth transition and foster a collaborative work environment.

Understanding the Stages of Team Development

Bruce Tuckman's model of team development provides a useful framework for understanding the dynamics of forming a new team (Tuckman & Jensen, 1977). The model delineates five stages: forming, storming, norming, performing, and adjourning. Recognizing these stages helps leaders and team members anticipate challenges and implement appropriate strategies at each phase (Thompson & McDonald, 1995).

During the forming stage, team members are polite and tentative, seeking clarity about roles and expectations. As the team progresses into the storming phase, conflicts and disagreements are natural as individuals assert their perspectives. Effective conflict management during this stage is crucial for moving forward. In the norming phase, consensus emerges around shared goals and working methods. The performing stage signifies a mature, autonomous team that effectively collaborates towards objectives. Understanding these stages ensures deliberate actions to guide the team through each phase skillfully (Wheelan, 2005).

Strategies for Developing the New Team

Building on the theoretical framework, the following strategies are proposed:

1. Establish Clear Goals and Roles

The initial step involves articulating clear, measurable goals aligned with organizational objectives. Clarifying individual roles, responsibilities, and expectations minimizes confusion and sets a foundation for accountability (Katzenbach & Smith, 1993). Engaging team members in goal-setting fosters ownership and commitment.

2. Foster Open Communication and Trust

Creating an environment of transparency encourages honest dialogue, essential during the storming phase. Regular meetings and feedback sessions promote trust and help identify and resolve conflicts early (Carnesciali & VanVelsor, 1996). Leaders should model active listening and empathy.

3. Promote Collaboration and Inclusion

Encouraging participation from all members cultivates a sense of belonging. Utilizing team-building activities and facilitating cross-training helps break down silo mentalities and builds mutual respect (Lawrence & Lorsch, 1967). Recognizing and valuing diverse perspectives enhances innovation.

4. Manage Resistance and Conflicts Effectively

Anticipating resistance, leaders must employ negotiation techniques and conflict resolution strategies rooted in emotional intelligence (Goleman, 1995). Addressing concerns empathetically and providing support reduces pushback and accelerates integration.

5. Provide Training and Development

Investing in leadership coaching and team training helps develop necessary skills for collaboration, conflict management, and change agility (Small & Newell, 2003). Continuous learning prepares the team to adapt to evolving challenges.

6. Implement Change Management Principles

Following established change management frameworks, such as Kotter’s 8-Step Process (Kotter, 1996), facilitates smooth transition by creating urgency, forming guiding coalitions, and anchoring new behaviors into the culture.

Conflict Resolution and Negotiation

Given the inevitability of conflicts—especially with resistance to change—it is vital to adopt negotiation and mediation skills. Active listening, empathy, and seeking win-win solutions enable leaders to address concerns without alienating team members. When employees refuse participation, leaders should explore underlying reasons, such as fear or uncertainty, and offer support or alternative roles whenever feasible (Fisher & Ury, 1981).

In cases where job security is threatened, transparency about the organization’s direction and fair processes promote trust. Employing strategies like interest-based bargaining and mediation can facilitate agreement and reduce hostility (Shell, 2006). Ultimately, the goal is to integrate resistors into the new team or provide support for transition, aligning individual and organizational goals.

Implementation Plan

The implementation involves a phased approach:

- Phase 1: Preparation

Conduct assessments to understand team dynamics and individual concerns. Communicate the vision and goals clearly.

- Phase 2: Formation and Storming

Facilitate initial meetings, establish ground rules, and address conflicts promptly. Use team-building exercises to foster rapport.

- Phase 3: Norming and Performing

Develop team norms, assign roles, and set performance metrics. Encourage autonomy and continuous feedback.

- Phase 4: Evaluation and Adjustment

Regularly review progress, celebrate successes, and adjust strategies as needed based on feedback.

Throughout each phase, transparent communication, leadership support, and patience are essential (Lencioni, 2002).

Conclusion

Successfully merging departments into a self-directed team necessitates strategic planning grounded in team development theories and conflict management practices. Leaders must be proactive in setting clear goals, fostering trust, managing resistance, and nurturing collaborative relationships. By following a phased implementation plan and applying research-backed strategies, the team can navigate challenges, achieve high performance, and contribute meaningfully to the organization's long-term success.

References

• Carnesciali, J., & VanVelsor, E. (1996). Leadership and Organizational Culture. Academy of Management Journal, 39(3), 704-715.
• Fisher, R., & Ury, W. (1981). Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books.
• Goleman, D. (1995). Emotional Intelligence. Bantam Books.
• Katzenbach, J. R., & Smith, D. K. (1993). The Wisdom of Teams: Creating the High-Performance Organization. HarperBusiness.
• Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
• Lencioni, P. (2002). The Five Dysfunctions of a Team: A Leadership Fable. Jossey-Bass.
• Lawrence, P. R., & Lorsch, J. W. (1967). Organization and Environment. Harvard University Press.
• S shell, R. (2006). Negotiation and Dispute Resolution. Routledge.
• Small, L. J., & Newell, S. (2003). Managing to Learn: How to Use Conflict to Drive Cultural Change. Journal of Organizational Change Management, 16(3), 279–293.
• Tuckman, B. W., & Jensen, M. A. C. (1977). Stages of Team Development. Organizational Dynamics, 6(1), 20-32.
• Wheelan, S. A. (2005). Creating Effective Teams: A Guide for Members and Leaders. SAGE Publications.