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

Emerging inquiriesTable 10.2The art of making change initiatives stickCharteringLearningMobilizingRealigningThe process by which the organization defines the initiative’spurpose, its scope, and the way people will work with oneanother on the programme.• boundary setting – definition of the scope of the initiative• team design – definition of roles, responsibilities, norms andground rules for teamwork.How managers develop, test, and refine ideas throughexperimentation before full-scale roll-out.• discovery – data and information gathering to define goals ofthe initiative and means of achieving objectives;• experimentation – testing and refinement of the initiativeprior to full-scale roll-out.The use of symbolism, metaphors and compelling stories toengage hearts as well as minds in order to build commitment tothe project.• storytelling – use of stories and metaphors to createcompelling accounts about the need for the initiative and toexplain specific changes;• symbolic action – use of symbols to reinforce credibility andlegitimacy of the core team and its message.A series of activities aimed at re-shaping the organizationalcontext, including a redefinition of roles and reportingrelationships as well as new approaches to monitoring,measurement and compensation.• job redesign – alteration of underlying structures andprocesses that support jobs;• performance management – invention of new metrics tomeasure the effectiveness of the initiative and incorporation ofthe metrics into the employee performance appraisal process.Source: Roberto and Levesque (2005)They also saw that change agents needed to manage the balancebetween overly planned change and uncontrolled and uncontainedemergent change:Although the implementation process has to be planned and controlled, it isimportant to understand that the planning of the implementation, and theimplementation itself, cannot be separated strictly. A change process isdynamic and this dynamic always requires adaptations in planning.340