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[quote=Anonymous]I have led a small, relatively high-performing team that specializes in two functions for some time.  Due to some resource allocation issues and changes in our organization we are going to be over-allocated in employees/time for one part of the team and strapped for resources on the other.  The only way that I can get more resources for the other part of the team is by changing the make up of positions  (i.e. cutting at least one position and adding a new, different position).  I hate doing this, but think it's strategically necessary.  It may be possible to hold off for like 6 months, but that would be postponing the inevitable. Fairly certain no one on the team is planning to leave or looking anyway.  My choice is basically do this in two weeks or hold off for 6 months  (during which time the team would be struggling to be productive) or do it in two weeks.

What would you do?  Managers, how have you dealt with this in the past?  I am trying to focus on the positions and resources and needs and not the people, but it's so, so hard. [/quote]

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