Part IV. Conclusion

Companies, teams, and people evolve and change. Sometimes changes just happen and we need to adapt to them or leave. Other times we catalyze the change with the hope that we are going to have a better outcome in our workplace.

In this book I have gone over what dynamic reteaming is, why it happens, and how it shows up as regular patterns: one by one, grow and split, isolation, merging, and switching. I’ve also gone over anti-patterns and have shared some rather sad, and what I think are upsetting, stories about reteaming.

I’ve shared several tactics from the trenches that you can employ before and after dynamic reteaming to help you become more successful with it, such as planning your reteaming initiatives, transitioning over to your new teams, calibrating the new teams, and having retrospectives to propel your learning around this concept.

What really amplifies reteaming and makes it feel more dynamic is when it happens on multiple levels, simultaneously. We might be part of a growing startup that is doubling or tripling in size. Changes in that situation happen at all levels of panarchy: the individual level, the team level, the tribe level, the company level—and even at the global level. The more it happens on the different levels, the more dynamic it might feel. As humans, sometimes we might feel excited and motivated by all of this change. Other times, change feels like a punch in the gut, and it takes time and empathy from our leaders and teammates to ...

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