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

The applicationsClearer, bolder and consistent leadership needed to include:• a consistent and congruent set of priorities;• processes for managing conflicts of priority and pressure whichinevitably occur within complex organizations;• a demonstrable commitment and accountability for driving thepriorities through;• a set of values embodied throughout the leadership, and used as areference point for decision making;• minimization, at the very least, of cross-party destructive tensions.Corporate leadership was most needed for tackling conflicts betweenfront-line services and the centre. It was also needed for harmonizingcorporate policy and the service/functional agenda, and for improvingthe way change was managed across the organization.Good management of change was lacking. This was seen as particularlynecessary with regards to the major modernizing agenda facing thecouncil. Management needed to start to communicate these changes sothat staff felt engaged in the co-creation of their futures, and so that thefeeling of initiative overload, where change is endured rather thanembraced, was reduced.It was also noticeable that the roles of different management teams andgroups were not always clear. The senior management team and theservice heads needed to begin to take a more strategic role, at least part ofthe time.Moving to a more consistent performance and enabling cultureThere was wide recognition that the council was improving its abilityto manage performance, but many wished to see greater consistencyand general improvement. This meant a need to establish realistictargets for everyone across all their work, and to review progress regularlyagainst these, ensuring that any changes to plan were discussedand incorporated.The organization was already moving towards a performance managementand competency based framework. Some areas were beginning to266