Professional Documents
Culture Documents
TOPdesk software supports both IT and facilities processes. Recently, many clients have been approaching us to cooperate with them on merging these two processes. While some clients appoint the term shared service centre to this merge; others prefer to use the term service point. Prior to such collaboration, a grand project plan which should save time and money and enhance efficiency - is usually formulated. The fundamental psychological impact of this merge for the employees is, however, often left out of the big picture.
TEXT: AMANDA DIRKSE
16 TOPDESK
People who spend years working together often seem to develop their own identity, which includes values and rituals. Merging with another team that has its own identity might create friction and conflict. What should a team leader or manager take into account to ensure a smooth collaboration?
rituals and agreements spark a range of new questions: Should we work from nine to five or have flexitime? Do we eat lunch together or separately? Should we joke about technology or even our own colleagues? Are football or politics proper topics of conversation? Many people tend to think well work that out when we get to it, right? In reality, rituals (and often implicit and unwritten rules) can form an obstacle for pleasant teamwork and even more so for developing a new collective identity. This is why formulating clear rules from the get-go and upholding new agreements in a disciplined manner are important. A manager can play a crucial part in this transition. A new collaboration may be viewed as a threat because it can be difficult for some people to bid farewell to their old habits. These emotions are legitimate and it is up to the manager to recognize and acknowledge them.
quickly. Furthermore, new shared rituals can develop formal ones, such as meetings and discussions of progress, but also informal ones, such as coffee breaks and birthdays. The latter is important for developing a new collective identity. Organizing a teambuilding day at the start of the collaboration supports the manager in speeding up the adjustment process. This day is then entirely focussed on getting to know each other better.
TOPDESK 17