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

Individual changeOld status quoForeign element introducedRejectTry to reject foreign elementCanÕt rejectAccommodateTry to accommodate foreignelement in old modelCHAOSCanÕt accommodateTransformingideaTry to transform old model toreceive foreign elementCanÕt transformTransformTry to integrateCanÕt integrateIntegrateNew status quoMasterPractice to mastertransformed modelCanÕt masterFigure 1.9 Critical points in the change processSource: Weinberg (1997)Reprinted by permission of Dorset House Publishing. All rights reserved.no apparent reason, or because of a particular anniversary, contact with aparticular individual or an external event reported on the news.Individuals will go through a process which, either in hindsight orfrom an observer’s point of view, will have a number of different phaseswhich themselves are delineated in time and by different characteristics.However the stages themselves will not necessarily have clear beginningsor endings, and characteristics from one stage may appear inother stages.Satir’s model incorporates the idea of a defining event – the transformingidea – that can be seen to change, or be the beginning of thechange for, an individual. It may well be an insight, or waking up onemorning and sensing that a cloud had been lifted. From that point onthere is a qualitative difference in the person undergoing change. He or39