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

The applicationsLevel onegetting theprocess rightLevel twodealing withemotionsLevel threefocusing on thefutureLevel fourembedding thechangesFigure 5.3Noer's four-level redundancy intervention modelSource: Noer (1993)emotions and negative thoughts about the situation feels like they areopening a hornet’s nest. Managers need some support and a considerableamount of self-awareness if they are to handle this well.There are many ways that managers can facilitate this process, witheither one-to-one meetings or team meetings.This level is about ‘allowing time for expressions of feelings about situationplus implications for future and next steps for moving on’.Level three: focusing on the futureThe change curve indicates that a period of inner focus is followed by aperiod of outward focus. Noer’s research suggests that once levels oneand two have been dealt with, the organization now needs to focus onthose surviving the redundancy. This is aimed at ‘recapturing’ their senseof self-control, empowerment and self-esteem. In the same way that thosewho have been made redundant need to go through a process of212