Business > CASE STUDY > Team_Development__Session_Two__Planning_.docx BUS4802 Team Development: Session Two Bus (All)

Team_Development__Session_Two__Planning_.docx BUS4802 Team Development: Session Two Bus

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Team_Development__Session_Two__Planning_.docx BUS4802 Team Development: Session Two Business, Capella University BUS4802 Purpose The intended purpose of the session two project with our teams is to teach the groups about the other two types of learning disciplines. These disciplines are Team Learning and Systems Thinking. With this session, I intend on performing this more smoothly as well as being able to provide reading material for my staff, so they can follow along with what I have to teach. I am excited to be able to create a new activity and see my staff flourish and grow even more than they have during the first session. Change Management â€œChange management is the process, tools and techniques to manage theÂ people sideÂ of change to achieve the required business outcome. Change management incorporates the organizational tools that can be utilized to help individuals make successful personal transitions resulting in the adoption and realization of change.â€ (Prosci). Change management is an important way of life. Knowing how to implement change effectively and properly in any type of situation can help a person succeed in every aspect of life. This section will be more of reintroducing change management to and its definition to the team. We will be going over this once more, as well as providing examples from our actual company on things we have changed recently in session one. Team Learning In this discipline, it focuses on dialogue and discussion the most. â€œSenge defines three dimensions of team. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .

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