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

The right way to manage change?100 per cent of participants highlighted it as essential for any organization tobuild and support an organizational culture and structure that facilitatecontinuous management of change and a high level of readiness, or ability,to implement change as and when required.Todnem (2007)Interestingly, Todnem also looked at whether people subscribed to theplanned or the emergent approach to change. A majority of respondentssuggested a mixed approach which led to the view that perhaps aconscious approach to building change readiness as part of the organizationalculture would lead to a greater probability of success, whether it beplanned or emergent.Roberto and Levesque (2005) suggest you need to plan for change longbefore the change is going to take place:... the seed of effective change must be planted by embedding proceduraland behavioural changes in an organization long before the initiative islaunched… [T]o achieve effective institutionalization, core process andenabling conditions must be embedded into the organization well before thechange initiative is rolled out… [T]o embed change in an organization,managers have to create the conditions that enable employees to takeownership of the new procedures and systems and integrate and apply thekey principles of the initiative to the way day-to-day work is done.They suggest the four ‘antecedent processes’ of chartering, learning,mobilizing and realigning, which contribute towards this enabling environmentin which change can then occur (see Table 10.2).Pfeifer and Schmitt (2005) suggested that change success is oftenthwarted by a lack of readiness:...the management barrier reflects the problem that the focus of managementactivities is dealing with daily business, not discussing new strategies.The vision barrier arises when visions and strategies are not communicatedto employees in a comprehensible way... strategic objectives are not brokendown by means of target definitions on the employee level, with the resultthat participation of those affected is not achieved. The resource barriermeans that resources are not purposefully deployed for the implementationof the strategy. In strategic change, the endeavour to secure acceptance ofchanges by all employees as a whole usually fails (the people barrier).339