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Change Management - Overview
Change Management - Overview
IMAGES OF MANAGING
CHANGE
Assumptions and Theoretical
Underpinnings
2-11
Images of Change Managers
•Six images of change managers
–Director, Navigator, Caretaker, Coach, Interpreter, Nurturer
Images of Managing
Controlling . . . Shaping . . .
(activities) (capabilities)
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Images of Managing Change
• Management as Controlling
– Top-down management
– Organization being perceived as a machine
– It is based on controlling the activities in the
organization.
– It can be illustrated by Fayol’s
characteristics of management – planning,
organizing, commanding, coordinating and
controlling.
2-14
Images of Managing Change
• Management as Shaping…
– A more participative style of management.
– Organizations being treated as living,
breathing organism
– Molds change outcomes through
encouraging a variety of players within the
organization to be involved in the various
stages of change.
– Focuses on improving the capabilities of the
organization.
2-15
Images of Change Outcomes
• Intended Change Outcomes:
– Regards change is a result of planned action
instigated and influenced by a change manager.
– Can be achieved through three broad strategies
(Chin & Benne):
• Empirical-rational strategies (rational, address
self interest)
• Normative-re-educative strategies (attitude &
values)
• Power coercive strategies (legitimacy of
authority)
Images of Change Outcomes
• Partially Intended Change Outcomes:
– Only some change intentions are achievable
– there is often a discrepancy between the change that
is planned and that which occurred
– Affected by
• Power
• Processes
• Interest
• the different skill levels of managers
– The intended outcomes of change may need to be re-
modified during the implementation process, so the
result is partially intended change outcomes. 2-17
Images of Change Outcomes
• Unintended Change Outcomes:
– Managers often have great difficulty in
achieving intentional change outcomes
– Forces beyond the control of the change
manager that greatly influence the outcomes
of change
– these can impede any attempts to achieve
intended change within an organization.
– There are a plethora of internal or external
factors that prevail over the impact of the
change manager.
Images of Change Managers
Director
Image of management as control; change
outcomes as being achievable
Assumption:
Change is a strategic choice that manager
make and the survival and general well-being
of the organization depends on them
Supported by the n-step models and contingency
theory.
2-19
Images of Change Managers
Coach
Assumption:
Change managers are able to intentionally
shape the organization’s capabilities in
particular way
Relies upon building in the right set of values,
skills and “drills” that are deemed to be the best
ones to be drawn upon in order to achieve
desired organizational outcomes.
Related to OD approaches.
Images of Change Managers
Navigator
Control is the heart of management action, although a
variety of external factors mean that managers may
achieve some intended change outcomes and others will
occur over which they have little control.
Assumption:
Change unfolds differently over time and according to the context in
which the organization finds itself
Supported by the contextualist and processual theories of
change.
2-21
Images of Change Managers
Interpreter
The manager creates meaning for other
organizational members, helping them to make
sense of various organizational events and
actions.
Manager need to be able to provide legitimate
arguments & reasons
Supported by the sense-making theory of
organizational change
Images of Change Managers
Caretaker
The manager’s control is severely constrained
by a variety of internal and external forces
beyond their scope.
The caretakers have a limited role on whether
change will occur or not.
Have little influence over the direction of change.
Supported by life-cycle, population-ecology and
institutional theories.
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Images of Change Managers
Nurturer
Assumption:
even small changes may have a large impact on
organizations: and
managers are not able to control the outcome of these
changes but may nurture their organizations.
Managers may nurture, facilitates organizational qualities
that enable positive self-organizing to occur.
Have little ability to influence the direction of change
Related to chaos and Confucian/ Taoist theories.
Three Core Uses of the Images
• These six images of change managers
have three core uses:
– They highlight a variety of assumptions that
change managers make about change and
increase the awareness of different
interpretations of change.
– They draw attention to the dominant images of
change within an organization.
– They highlight a range of perspectives
available to change managers.
2-25