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

Leading change• Help people to discover the part they will play in the new system.• Build some occasions for quick success.• Celebrate the new beginning and the conclusion of the time of transition.STOP AND THINK!Q 4.7Q 4.8Reflect on an organizational change in which you were involved.Did the ‘sticky moments’ suggested by Rosabeth Moss Kanterarise, and how were they dealt with? What could have been donedifferently by those leading the change?Imagine that the organization you work for as a line manager isabout to be taken over by one of your key competitors. You havebeen told that everyone in your area will still have a job, but youwill have to learn about the other organization’s way of doingbusiness and drop many of the products and services you delivernow. Use the William Bridges’ tips to list some of the things youwould need to start doing to enable the transition.THE IMPORTANCE OF SELF-KNOWLEDGE ANDINNER RESOURCESMuch is expected of a leader throughout a change process. It takescourage, a sense of purpose, the ability to manage your emotions, highintegrity and a wide range of skills to lead change well. A great deal hasbeen written about skills development, but what about self-knowledgeand inner resources? How great a part does the inner life of the leaderplay in his or her ability to lead change, and how can this capacity bedeveloped or improved?We believe that this is the key to successful leadership; so does DanielGoleman. See above to read about his research into leadership success,which indicates that self- awareness forms the bedrock of the emotionallyintelligent leader.Bennis: the role of self-knowledgeWarren Bennis (1994) emphasizes the need to know yourself in order tobecome a good leader. He says that leaders must have self-knowledge if173