This time we'll start a new section about how team members might respond to transitions in the team roles, composition, or tasks.
The first scenario occurs when a project ends that a team has been working on. For those individuals with low scores on Wanted or Expressed Affection, they might feel pressure to express emotions and feelings, particularly if other group members have high scores on these scales. One method to avoid this discomfort is to speak with other team members individually, as opposed to doing the same in a group forum. For those who have high scores on Expressed Control, there may be a tendency to want to press forward with the same speed and intensity as before. Instead, the group might need to slow down to help process the emotional issues caused by the end of the project.
A much different scenario can develop when a new team leader enters the group. Those people with low scores on Expressed or Wanted Inclusion might resist accepting a new leader. It could help if these people spent extra time and effort to meet and get to know the new leader. People with low scores on Wanted Control can likewise have trouble adapting to the new leader's style of doing business. In such cases, it could be beneficial to have a private meeting with the new leader to discuss expectations and accountability. Finally, those with high scores on Wanted Control might defer to the new leader too quickly. Instead these people might challenge the new leader where appropriate, especially regarding changing the current system. However, they need to be careful about pressuring the new leader to be like the old one.