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

The underpinning theoryTable 3.3continuedModelNadler and Tushman,congruence modelWilliam Bridges,managing the transitionCarnall, changemanagement modelSenge, systemic modelStacey and Shaw,complex responsiveprocessesConclusionsThe congruence model provides a memorablechecklist for the change process, although we thinkthe seven ‘S’ model gives a more rounded approachto the same problem of examining interdependentorganizational sub-systems.Both are also useful for doing a post-change analysisof what went wrong!Both encourage a problem focus rather thanenabling a vision-setting process.Bridge’s model of endings, neutral zone andbeginnings is good for tackling inevitable changessuch as redundancy, merger or acquisition. It is lessgood for understanding change grown from within,where endings and beginnings are less distinct.Carnall’s model combines a number of key elementsof organizational change together in a neat process.Useful checklist.Senge challenges the notion of top-down, large-scaleorganizational change. He provides a hefty dose ofrealism for those facing organizational change: startsmall, grow steadily, don’t plan the whole thing.However, this advice is hard to follow in today’sclimate of fast pace, quick results and maximumeffectiveness.The complex responsive process school of thought isnew, exciting and challenging; however it is not forthe faint-hearted.There are no easy solutions (if any at all), theleader’s role is hard to distinguish and the literatureon the subject tends to be almost completely nonprescriptive.136