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

The applicationstackle cultural change. Finally Chapter 8 is focused on IT-enabledprocess change, as so many of us have undergone change as a directresult of developments in technology or the re-engineering of processes.Other important aspects of the change processThere are six other essential characteristics of successful strategicchange initiatives:• Alignment is an important feature of a successful change initiative.This is about ensuring that all the components of the change plan arean integrated whole. This means that they have an internal integritybut are also linked into the whole organizational system and beyond,if necessary.• Attunement is important too. This is about mirroring the preferredorganizational culture, and ensuring that all aspects of the change arecarried out in line with organizational values and with sufficientattention to the human side of change.• Critical mass is vital. The aim of a change management plan is todevelop momentum and build sustainability. This occurs when asufficiently critical mass of people are aligned and in tune with seniormanagement.• Building organizational capacity, capability and readiness.Change management capacity and capability within organizationsvary dramatically. Even organizations that seem to go throughconstant change do not necessarily have this as a key competencywithin their people. Our contention is that the more the seniormanagement recognizes the need to develop this capability withinitself and a significant proportion of its managers, the soonerchange can become a way of life and not something to be feared,shunned and avoided.• Encouraging individual, team and organizational learning. Changemanagers should be well supported with training and coaching ifthey are to be successful. Some succeed without this, but they are theexception. Usually the demands of implementing change, togetherwith a need to keep the day-to-day requirements of the job going,185