cameron and green making-sense-of-change-management

The underpinning theorycan only be made sense of after the event. This can lead to a sense ofpowerlessness that is disconcerting, but probably realistic!See Chapter 9 on complex change for further reading on this metaphor.Table 3.1Four different approaches to the change processMetaphor How change is tackled Who is Guiding principlesresponsibleMachine Senior managers define targets Senior Change must beand timescale. Consultants management driven. Resistanceadvise on techniques. Changecan be managed.programme is rolled out fromTargets set at thethe top down. Training is givenstart of the processto bridge behaviour gap.define the direction.Political system A powerful group Those with There will beof individuals builds a new power winners and losers.coalition with new guidingChange requiresprinciples. There are debates,new coalitions andmanoeuvrings andnew negotiations.negotiations which eventuallyleads to the new coalitioneither winning or losing.Change then ensues as newpeople are in power with newviews and new ways ofallocating scarce resources.Those around them positionthemselves to be winnersrather than losers.Organisms There is first a research phase Business There must bewhere data is gathered on the improvement/ participation andrelevant issue (customer HR/OD involvement, andfeedback, employee survey etc). managers an awareness ofNext the data is presented tothe need forthose responsible for makingchange.changes. There is discussionThe change isabout what the data means, andcollaborativelythen what needs to be done.designed as aA solution is collaborativelyresponse todesigned and moved towards,changes in thewith maximum participation.environment.Training and support arePeople need to begiven to those who need tosupported throughmake significant changes.change.106