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

The underpinning theorya new crisis inevitably occurs. This vicious circle does not result in newthinking or organizational learning or renewal, or even growth, and in turnfeeds our desire to find new hero-leaders. See Figure 4.1.New CEO typicallycuts costs and improvesproductivity and profitSearch forhero-CEOStaff compete toplease the boss ratherthan creating newproducts and processesNew crisisensuesFigure 4.1 The search for a hero-CEOSource: Senge et al (1999)Senge offers some stark truths about organization change, which counteractthe reliance on top-level vision set out by Bennis and Kotter:• Little significant change can occur if it is driven from the top.• CEO programmes rolled out from the top are a great way to fostercynicism and distract everyone from real efforts to change.• Top management buy-in is a poor substitute for genuine commitmentand learning capabilities at all levels in an organization.You can see Senge’s point. How could one or two brave people at the topof an organization really be responsible for envisaging and tackling theenormous range of challenges that present themselves when fundamentalchange is attempted? He claims that we need to think aboutdeveloping communities of interdependent leaders across organizations.154