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

Organizational changeTable 3.1continuedMetaphor How change is tackled Who is Guiding principlesresponsibleFlux and The initial spark of change is Someone with Change cannot betransformation an emerging topic. This is a authority to act managed; ittopic that is starting to appearemerges.on everyone’s agenda, or isConflict and tensionbeing talked about over coffee.give rise to change.Someone with authority takesManagers are partthe initiative to create aof the process.discussion forum. TheTheir job is todiscussion is initially fairlyhighlight gaps andunstructured, but wellcontradictions.facilitated. Questions askedmight be ‘Why have youcome?’, ‘What is the real issue?’,‘How would we like thingsto be?’ The discussion involvesanyone who has the energyto be interested.A plan for how to handle theissue emerges from a series ofdiscussions. More people arebrought into the net.Gareth Morgan’s metaphors used with permission of Sage Publications Inc.STOP AND THINK!Q 3.1Q 3.2Q 3.3Which view of organizational life is most prevalent in yourorganization?What are the implications of this for the organization’s ability tochange?Which view are you most drawn to personally?What are the implications for you as a leader of change?Which views are being espoused here? (See A, B, C, D.)AAll staff memo from management teamThe whole organization is encountering a range of difficult environmentalissues, such as increased demand from our customers for faster delivery and107