Initial situation The head office decided to merge two development teams. In the Netherlands, there is a wait for formal approval by the works council. What exactly needs to be done to bring the teams together successfully is unclear.
Approach LANZ starts with one-on-one talks with the “staying” and the “leaving” team leader. The aim of the one-on-one interviews is to identify the topics which, in their opinion, must be dealt with in order to promote the development of the new team. The team leaders then discuss their visions together and agree on how long the leaving teamleader will be involved. In the next step, the staying team leader presents his ideas to the managers and agrees the next steps.
Teamleaders and management opt for an open-space workshop with all staff to address all issues. In a second workshop, the same participants develop first frameworks for the identified topices. Independent workgroups, supported by peer intervsion, then develop an approach and implement tailor-made plans aligned with management.
Result Involving all participants from the very beginning in a step-wise and well-informed manner as a co-designer of the new team creates common ground and acceptance as well as a clear picture of the scope of the teamintegration.
Net time investment customer 1 preliminary discussion, 2 workshops, 3 supervisions, 1 coaching.