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

Organizational change• managing transitions effectively;• dealing with organizational cultures;• managing organizational politics.A manager who is skilled in managing transitions is able to help people tolearn as they change, and create an atmosphere of openness and risk-taking.A manager who deals with organizational cultures examines the currentorganizational culture and starts to develop what Carnall calls ‘a moreadaptable culture’. This means for example developing better informationflow, more openness, and greater local autonomy.A manager who is able to manage organizational politics can understandand recognize different factions and different agendas. He or shedevelops skills in utilizing and recognizing various political tactics such asbuilding coalitions, using outside experts and controlling the agenda.Carnall (see Figure 3.7) makes the point that ‘only by synthesizing themanagement of transition, dealing with organizational cultures andhandling organizational politics constructively, can we create the environmentin which creativity, risk-taking and the rebuilding of self-esteemand performance can be achieved’.ManagingtransitionseffectivelyCreativityrisk-takingInternal & Dealing with and learning Achievingexternal organizational organizationalpressures cultures Rebuilding change andfor change self-esteem learningManagingandorganizationalperformancepoliticsFigure 3.7 Carnall: managing transitionsSource: Carnall (1990). Printed with permission of Pearson Education Ltd.Our viewCarnall’s model obviously focuses on the role of the manager during achange process, rather than illuminating the process of change. It providesa useful checklist for management attention, and has strong parallels withWilliam Bridges’ ideas of endings, transitions and beginnings.127