When thinking about Agile delivery, we tend to focus on building teams that are stable and stay together for the long term. But in the real-world, the composition of teams often shifts. Dynamic Reteaming, a concept developed by Heidi Helfand, acknowledges that team change is not only inevitable but can also be leveraged for positive outcomes. Rather than striving to keep teams static, dynamic reteaming offers a framework for understanding how to navigate and benefit from the natural evolution of team structures.
For PMO teams used to controlling team resource planning with skills matricies and spreadsheets, this organic and human-centric model can seem like a breath of fresh air.
Understanding the Ecocycle of a Team
The ecocycle of a team is a framework that illustrates the natural phases of a team’s life, mirroring ecological systems in nature. It helps organizations understand where a team is in its lifecycle and what actions might be appropriate at each stage. The Ecocycle model is much more insightful than the often cited Tuckman model of Forming, Storming, Norming and Performing.
Phases of the Team Ecocycle
- BirthThis phase marks the formation of a new team. Members come together with excitement and anticipation for new possibilities. There’s high energy as the team establishes roles, norms, and sets initial goals. The focus is on team building, aligning on purpose, and starting to work collaboratively.
- AdolescenceDuring adolescence, the team starts to develop its identity and ways of working. Members become more familiar with one another, and initial challenges may arise as they navigate different working styles and perspectives. This phase involves refining processes, building trust, and overcoming early obstacles. The team experiments with different approaches to find what works best.
- MaturityIn the maturity phase, the team has settled into effective routines and is working efficiently towards its objectives. Roles are clear, communication flows smoothly, and the team is productive. There’s a strong sense of cohesion and mutual understanding among team members. The team consistently meets its goals and may even exceed expectations due to high performance.
- Creative DestructionCreative destruction involves significant change within the team, which may include disbanding, redefining its purpose, or undergoing major restructuring. This phase is about letting go of outdated practices and embracing transformation to make way for new growth. It can lead to innovation and rejuvenation but requires careful management to retain valuable knowledge and minimize disruption. This phase can be a catalyst for starting the ecocycle anew, leading to the birth of new teams or initiatives.
The Poverty Trap and Rigidity Trap
In the context of the team ecocycle, there are two traps that teams can fall into if transitions between phases are not managed effectively: the Poverty Trap and the Rigidity Trap.
Poverty Trap
The poverty trap occurs when a team is unable to move from the birth phase to adolescence or maturity. This can happen due to a lack of resources, support, or clear direction. The team struggles to establish itself, leading to low performance and potential disbandment.
Example: A newly formed team lacks sufficient training and resources to tackle their project. Without guidance, they become overwhelmed, and progress stalls. Team members may become disengaged, and the team might dissolve before achieving its goals.
Avoidance: To prevent the poverty trap, organizations should provide new teams with necessary support, including adequate resources, clear objectives, and mentorship. Encouraging open communication and offering training can help teams transition successfully into adolescence and maturity.
Rigidity Trap
The rigidity trap happens when a mature team resists change and clings to established routines, even when they are no longer effective. The team becomes inflexible, hindering innovation and adaptation. This resistance can prevent the team from undergoing creative destruction when needed, leading to stagnation or decline.
Example: A long-standing team continues to use outdated processes despite market changes that require new approaches. Their unwillingness to adapt results in decreased competitiveness and missed opportunities.
Avoidance: To escape the rigidity trap, teams should remain open to change, continuously seek improvement, and be willing to adapt to new circumstances. Encouraging a culture of learning and innovation helps teams stay dynamic and responsive.
Understanding these traps helps organizations recognize the importance of supporting teams through transitions and encouraging flexibility and growth throughout the team’s lifecycle.
Understanding where a team is within this ecocycle allows leaders to make informed decisions about interventions. For instance, during the Birth phase, emphasis should be on team building and clarifying objectives. In the Maturity phase, encouraging innovation prevents complacency. Avoiding the Rigidity Trap requires support for initiatives that revitalize the team’s mission. When facing Creative Destruction, managing transitions thoughtfully helps retain valuable knowledge and encourages renewal.
Patterns of Dynamic Reteaming
Heidi Helfand identifies five patterns through which teams change. Recognizing these patterns helps organizations manage team evolution effectively.
1. One by One
This pattern involves individual team members joining or leaving due to hiring, departures, or internal transfers. It introduces new skills and perspectives, providing growth opportunities. However, it may disrupt team dynamics and requires effective onboarding to maintain productivity.
2. Grow and Split
A team grows larger and then splits into smaller teams to maintain effectiveness. This allows teams to remain focused with manageable sizes and to give attention to specific goals. Challenges include the risk of knowledge silos and the need for clear communication during the split to ensure responsibilities are properly divided.
3. Isolation
A new team forms separately from existing ones, often to focus on a specific project or innovation. This enables dedicated effort without legacy constraints and can accelerate innovation. However, it may lead to disconnection from the broader organization, necessitating reintegration strategies later on.
4. Merge
Two or more teams combine into a single team, consolidating expertise and resources. This unifies efforts towards common goals. The challenge lies in aligning different cultures and processes, and there may be potential role redundancies that need addressing.
5. Switching
Team members move between teams, bringing their experience to different areas. This facilitates knowledge sharing and introduces fresh perspectives. It requires adaptability from team members and can possibly disrupt team cohesion if not managed carefully.
Antipatterns in Dynamic Reteaming
While dynamic reteaming offers many benefits, certain practices—antipatterns—can hinder team effectiveness. Identifying and avoiding these antipatterns is crucial.
1. Churn for Churn’s Sake
Changing team compositions frequently without a clear purpose can create instability and confusion. It prevents teams from reaching high-performance stages as members are constantly adjusting to new dynamics. To avoid this, ensure that any team changes have a strategic intent and communicate the reasons behind them.
2. Neglecting Team Dynamics
Overlooking interpersonal relationships during team changes can increase conflict and reduce trust and collaboration. It’s important to consider team chemistry and provide support during transitions to maintain a healthy working environment.
3. Top-Down Mandates Without Involvement
Implementing changes without consulting team members decreases morale and engagement, leading to resistance. Involving teams in the decision-making process and fostering open communication can mitigate this issue.
4. Overloading Teams
Adding members or tasks without adjusting workloads can cause burnout and reduce the quality of work. Before making changes, assess the team’s capacity and balance workloads appropriately to ensure sustainability.
5. Insufficient Support During Transitions
Failing to provide adequate resources during changes can slow down adaptation and increase stress among team members. Offering training, resources, and facilitating team-building activities can help teams adjust more smoothly.
Open Reteaming Models and Deciding When to Shift
Open reteaming models empower team members to participate in the reteaming process, enhancing engagement and ownership. Rather than a PMO team getting together with managers in a room to design a team structure for delivery (see the note on ‘top down mandates’ above), this approach empowers teams to work out the optimum alignment for effective delivery.
Open Reteaming Models
Self-Selection allows team members to choose which teams or projects they want to join. This increases motivation and satisfaction by aligning individual interests with organizational needs. To implement this, clearly communicate project goals and needs, and provide guidance to balance team compositions.
Collaborative Decision-Making involves teams collectively deciding on changes in composition. This enhances trust and leverages collective insights. Facilitating open discussions and ensuring all voices are heard are key to making this approach effective.
Deciding When to Shift or Reteam
Making informed decisions about when to change team compositions involves considering several factors:
- Strategic Alignment: Changes in organizational goals or priorities may necessitate reconfiguring teams to align with new strategies.
- Team Performance: Persistent issues with productivity or collaboration could indicate a need to adjust team compositions to address challenges.
- Skill Requirements: The need for specific expertise on a project might require adding or shifting team members with the necessary skills.
- Innovation Needs: To stimulate creativity and new ideas, introducing new members or rotating team assignments can be beneficial.
- Personal Development: If team members are seeking growth opportunities, allowing movement between teams can foster their development.
Best practices for reteaming decisions include involving team members in the process, communicating clearly about the reasons for changes and expected outcomes, planning transitions carefully to ensure knowledge transfer and effective onboarding, and monitoring the impact of changes to adjust as needed.
Conclusion
Dynamic reteaming provides a lens through which organizations can view team change as an opportunity rather than a setback. By intentionally navigating team evolution, organizations can enhance adaptability, foster innovation, and support employee growth. While it requires thoughtful implementation and consideration of potential challenges, dynamic reteaming serves as a valuable management model for organizations seeking to thrive in a changing environment. Find out more about Dynamic Reteaming on Heidi’s site: https://www.heidihelfand.com/dynamic-reteaming/