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

The underpinning theoryPolitical Changes must be Politician – Visionary. Change leaders aresystem supported by a powerful Building a seen aspowerful person. speaker and powerful MachiavellianChange needs a behind the coalition. manipulators.powerful coalition scenes Connecting Leaders cannot bebehind it. negotiator. agendas. trusted, so peopleWinners and losersare important.comply rather thancommit. People dothe minimum.Leaders begin tofollow their ownagenda (cover theirbacks), rather thansome higherpurpose.Organism Change is adaptive. Coach, Coaching The metaphorIndividuals and counsellor and becomes angroups need to be and supporting. ideology. Thepsychologically consultant, change processaware of the holding up becomes‘felt need’ for change. the mirror. self-serving andEnd state can beachieves very little.defined and workedtowards.There is a focus onreacting rather thaninitiating. Changehappens, but toolittle too late.Flux and Change cannot be Facilitator Getting the Leaders and otherstrans- managed, it emerges. of emergent governing involved becomeformation Managers are part of change. principles confused andthe system, not right. frustrated. There isoutside the system. Enabling chaos. The changeConflict is useful. connectivity. effort becomesManagers enable Amplifying vague andgood connections issues. directionless.between people.There is no sense ofprogress to motivatefuture effort.Contradictionsbecome stickingpoints.The machine metaphor draws attention to clear goals and the need forstructure, but overuse of this metaphor results in micromanagement ofoutcomes and too little risk taking. The political system metaphor adds140