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

Organizational change• ‘We keep reinventing the wheel!’ The challenge of spreading knowledgeof new ideas and processes around the organization is a toughone. People who are distant from the changes may not receive goodquality information about what is going on.• ‘Where are we going and what are we here for?’ Senge says,‘engaging people around deep questions of purpose and strategy isfraught with challenges because it opens the door to a traditionallyclosed inner sanctum of top management’.Our viewWe like the ideas of Senge et al very much. They are thought-provokingand highly perceptive. If we can persuade clients to read the book, wewill. However, in the current climate of time pressure and the need forfast results, these ideas are often a bitter pill for managers struggling tomake change happen despite massive odds.Whenever possible we encourage clients to be realistic in their quest forchange, and to notice and protect areas where examples of the right sortof behaviours already exist. The messages we carry with us resulting fromSenge et al’s thoughts are:• consider running a pilot for any large-scale organizational change;• keep your change process goals realistic, especially when it comes totimescales and securing resources;• understand your role in staying close to change efforts beyond thekick-off;• recognize and reward activities that are already going the right way;• be as open as you can about the purpose and mission of your enterprise.There are no standard ‘one size fits all’ answers in the book, but plentyof thought-provoking ideas and suggestions, and a thoroughly inspirationalreframing of traditional ways of looking at change. However,those interested in rapid large-scale organizational change are unlikelyto find any reassurance or support in Senge et al’s book. The advice is,start small.131