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

Emerging inquiriesTable 10.3Identifying the ‘levers’ of changeTimeScopePreservationDiversityCapabilityCapacityReadinessfor changePowerHow quickly is change needed? Is the organization in crisis or isit concerned with longer-term strategic development?What degree of change is needed? Realignment or transformation?Does the change affect the whole organization or only part of it?What organizational assets, characteristics and practices need tobe maintained and protected during change?Are the different staff/professional groups and divisions withinthe organization relatively homogeneous or more diverse interms of values, norms and attitudes?What is the level of organizational, managerial and personalcapability to implement change?How much resource can the organization invest in the proposedchange in terms of cash, people and time?How ready for change are employees within the organization?Are they aware of the need for change and motivated to deliverthe changes?Where is power vested within the organization? How muchlatitude of discretion does the unit needing to change and thechange leader possess?Source: Balogun and Hope Hailey (2004)Table 10.4Design choiceChange pathChange startpointChange styleChange targetChange leversChange roleThe type of change to be undertaken in terms of the nature ofthe change and the desired end result.Where the change is initiated and developed, which could besummarized simplistically as top-down or bottom-up, butthere are other choices.The management style of the implementation, such as highlycollaborative or more directive.The target of the change interventions, in terms of people’sattitudes and values, behaviours or outputs.The range of levers and interventions to be deployed across foursub-systems – technical, political, cultural and interpersonal.Who is to take responsibility for leading and implementing thechanges.Source: Balogun and Hope Hailey (2004)342