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

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LEADING CHANGEThe right way to manage change?Chapter 4, Leading Change, looks at how you can successfully lead andmanage change from a number of perspectives and highlights a numberof leading researchers, authors and practitioners in the field. Since thefirst edition we have become very interested in further exploration ofthe ideas set out in Chapter 4, and have begun an inquiry into the possibilitythat different leadership roles are required in different organizationalcontexts. This goes beyond a simple ‘situational leadership’approach of looking at one-to-one relationships, examining what rolesor combinations of roles are required of leaders of change to serve theorganizational need.We searched the literature, and combined this with our knowledge ofmany different sets of leadership competences from organizations wework with. From this process we derived a set of five leadership roleswhich cover the full set of possibilities using a clustered approach.We invited research participants, all experienced managers orOrganization Development professionals, to use their organizationalwisdom to select the leadership roles they thought would be most effectivein a range of contexts. We wanted to find out if different leadershiproles, or combinations of roles, matched up to any particular contexts. Weasked participants to select the one or two leadership roles that theythought would work best in each of a range of organizational contexts.The summary of results appears in Figure 10.1 below. It is clear fromthis information that a wide range of roles are useful, and that combinationsof roles work well. There are some interesting patterns to noticeabout particular contexts, but the overall message is that all the roles areuseful at times.In our book Making Sense of Leadership, we describe our research, setout the results and conclude that there are five roles to select fromwhich leaders need to use flexibly if they are to be versatile performers.Again, we concluded that there is no one right way, but there are someguidelines.The five roles (see Figure 10.2 for a summary) are:• The Edgy Catalyser: focuses on creating discomfort to catalyse change;• The Visionary Motivator: focuses on engagement and buy-in to energizepeople;343
Emerging inquiries100%80%60%40%20%0%RestructuringCrisisTechnology led changeProcess re-engineeringMerger, acquisition or takeoverWorking with partners and stakeholdersImproving supply chain managementGrowing a new enterpriseUnhappy workforceNew product or service to be designed and launchedNew legislation to be implemented+Tighter compliance+Critical project+Complex whole organizational change*Cultural change*Working towards 5 year strategy*ThoughtfulArchitectTenaciousImplementerMeasuredConnectorVisionaryMotivatorEdgyCatalyserKey:+ Well-definedchange* Long range,complex changeFigure 10.1 The five leadership rolesSource: Cameron and Green (2008)Figure 10.2 Summary of the five leadership rolesSource: Cameron and Green (2008)344
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MAKINGSENSE OFCHANGEMANAGEMENTiii
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Publisher’s noteEvery possible ef
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Contents2 Team change 62Introductio
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AcknowledgementsWe want to start by
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xiiTHIS PAGE IS INTENTIONALLY LEFT
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Making sense of change managementne
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Introductiondiscarding those you do
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Making sense of change managementma
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The underpinning theoryWe divided t
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1Individual changeINTRODUCTIONThis
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The underpinning theoryBehaviouralC
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The underpinning theoryConscious an
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The underpinning theorybehaviour’
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The underpinning theoryway they beh
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The underpinning theoryReinforcemen
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The underpinning theoryclose superv
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The underpinning theoryMuch groundb
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The underpinning theoryHowever, res
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The underpinning theoryand what wou
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The underpinning theoryTHE PSYCHODY
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The underpinning theorykicks in. Ho
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The underpinning theoryVirginia Sat
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Individual changeOld status quoFore
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Individual changeTable 1.4The psych
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Individual changeare going on insid
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Individual change• Given this fac
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Individual changeAlthough your awar
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The most effective tool for identif
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Individual changeTable 1.5Myers-Bri
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Individual change• The consequenc
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Individual change• Fear of punish
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Individual changeTable 1.6Behaviour
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Individual change• There are four
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Team changedevelop strategies for m
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The team members work together on c
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Team changeTable 2.2Types of teamTe
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Team changeis responsible for deliv
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Team changeMatrix teamMatrix teams
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Team changeThe senior management te
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Team changeTeam rolesThe best way f
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Table 2.3Effective and ineffective
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Table 2.4Key attributes in the stag
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Team change• How can we achieve o
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Team changeusually some highly indi
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Team changeleader to encourage the
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Team changeit comes to change, peop
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Team changeTable 2.5Complementarity
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STOP AND THINK!Q 2.8Q 2.9What team
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Table 2.7Teams going through change
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Team changeSUMMARY AND CONCLUSIONS
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3Organizational changeThis chapter
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Organizational changeMorgan identif
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Organizational change• each indiv
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Organizations as organismsOrganizat
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This metaphor is the only one thatb
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Organizational changeTable 3.1conti
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MODELS OF AND APPROACHES TOORGANIZA
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Organizational changedefining the c
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Organizational changegroups of peop
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Organizational changeKOTTER’S EIG
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Organizational changeC = [ABD] > XC
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Organizational change• practical
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Organizational changeThis model pro
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William Bridges, managing the trans
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Organizational changeNew beginningB
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Organizational change• managing t
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Organizational changeSenge et al sa
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Organizational change• ‘We keep
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Organizational changeno use at all.
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Organizational change• There are
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STOP AND THINK!Q 3.7Q 3.8Q 3.9Organ
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Leading change• different leaders
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Leading changethe harsh reality of
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Leading changevisionary leadership
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Leading changeVISIONARY LEADERSHIPW
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Leading changeBass: proof that visi
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Leading changeHeifetz and Laurie: v
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Leading changeAs we write this book
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Leading changeROLES THAT LEADERS PL
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Leading changeDifferent types of le
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Leading changeTable 4.4Roles in a c
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STOP AND THINK!Q 4.5Leading changeU
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Leading changeTHE COERCIVE-AFFILIAT
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Goleman: the importance of emotiona
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Leading changea leader, the chance
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Leading changeTable 4.6Leadership o
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Leading changeRosabeth Moss Kanter:
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Leading changeLeadership for the en
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Leading change• Help people to di
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Leading changeTable 4.8Development
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Leading change• Habit 4: Think wi
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Leading change• Inner leadership
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Part TwoThe applicationsStrategy is
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The applicationsInternal and/or ext
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The applicationstackle cultural cha
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5RestructuringWe trained hard. But
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Restructuring[W]hen DuPont announce
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RestructuringThis leads to the foll
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Restructuringmade very clear. Secon
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RestructuringNew working relationsh
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RestructuringRISKS OF NEW STRUCTURE
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Advantages Enables the Controlled b
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RestructuringLearning from previous
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Project planning and project implem
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RestructuringFuture direction and s
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RestructuringTo prevent the rumour
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Restructuringorganizations are not
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RestructuringTable 5.3Disclosed and
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Restructuringregaining their self-w
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RestructuringTeams need to develop
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Team relations Highlight the need f
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Inter-team Review level of Review l
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RestructuringCONCLUSIONRestructurin
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Mergers and acquisitionsThe chapter
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Mergers and acquisitions• cost re
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Mergers and acquisitionsTable 6.1Co
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Mergers and acquisitionsSelden and
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Mergers and acquisitions• company
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Mergers and acquisitionsGet the str
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Mergers and acquisitionsside of the
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Mergers and acquisitionsNew culture
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Mergers and acquisitionsKeep custom
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Mergers and acquisitionsUse a clear
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their personal style, personal hist
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Mergers and acquisitionsStageTable
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Mergers and acquisitionsTable 6.4Ho
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Mergers and acquisitions• Get inf
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Mergers and acquisitionsguide the i
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Mergers and acquisitionsSUMMARYTher
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7Cultural changeIf you were asked t
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Cultural change• a guided evoluti
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GUIDELINES FOR ACHIEVING SUCCESSFUL
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Cultural changeAct as role modelsMa
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Cultural changedo these changes hav
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Clarity and impact of core values a
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experiment with a development proce
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Cultural change• Breaking the mou
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Cultural changeHighShow it to me!Pr
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Gaining commitmentCultural changeIt
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Cultural changeSupporting individua
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Cultural changeThe concept of the b
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Cultural changeValue: learningBehav
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8IT-based process changeIT has beco
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IT-based process change• enable c
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IT-based process changegauge how mu
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IT-based process changeThe IS manag
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IT-based process change• Process
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IT-based process change• External
Page 306 and 307: The emergence of rapid development
Page 308 and 309: IT-based process changeWhat skills
Page 310 and 311: IT-based process changeAN EXAMPLE O
Page 312 and 313: IT-based process changeprocesses, w
Page 314 and 315: IT-based process changeStep oneStep
Page 316 and 317: IT-based process changeCHANGING THE
Page 318 and 319: IT-based process change• Since pe
Page 320 and 321: IT-based process changedecision-mak
Page 322 and 323: Part ThreeEmerging inquiriesYou can
Page 324 and 325: Complex change• when is change co
Page 326 and 327: Complex change• the system is non
Page 328 and 329: There are some important principles
Page 330 and 331: Complex changethis thinking to larg
Page 332 and 333: Complex changeemerges, that is, the
Page 334 and 335: Complex changeFeedbackOne of the ch
Page 336 and 337: Complex changethese ideas and pract
Page 338 and 339: Complex changeare not really what m
Page 340 and 341: Complex changeThe final stage invol
Page 342 and 343: on ordinary conversation that sits
Page 344 and 345: 10The right way to managechange?INT
Page 346 and 347: Miller (2002) summarized the findin
Page 348 and 349: in the change and also their line m
Page 350 and 351: The right way to manage change?Unde
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Page 354 and 355: The right way to manage change?Ther
Page 358 and 359: The right way to manage change?•
Page 360 and 361: The right way to manage change?appr
Page 362 and 363: create the right conditions for cha
Page 364 and 365: ConclusionSo what did we set out to
Page 366 and 367: HOW TO GET IN TOUCH WITH THE AUTHOR
Page 368 and 369: ReferencesBell, B and Kozlowski, S
Page 370 and 371: ReferencesGoleman, D (2000) Leaders
Page 372 and 373: ReferencesMaslow, A (1970) Motivati
Page 374 and 375: ReferencesSchein, E and Bennis, W (
Page 376 and 377: Index(italics indicate figures or t
Page 378 and 379: Indexprinciples 315tools to support
Page 380 and 381: Indexoutcomes 5outer leadership 165
Page 382 and 383: Indexproject sponsor 70project team
Page 384 and 385: www.koganpage.comOne website.A thou
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