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

The underpinning theory– a little acceptance of feelings;– possible current experiencing;– some discovery of personal constructs;– some feelings of self-responsibility in problems;– close relationships seen as dangerous;– some small risk-taking.• Five:– feelings freely expressed in the present;– surprise and fright at emerging feelings;– increasing ownership of feelings;– increasing self-responsibility;– clear facing up to contradictions and incongruence.• Six:– previously stuck feelings experienced in the here and now;– the self seen as less of an object, more of a feeling;– some physiological loosening;– some psychological loosening – that is, new ways of seeing theworld and the self;– incongruence between experience and awareness reduced.• Seven:– new feelings experienced and accepted in the present;– basic trust in the process;– self becomes confidently felt in the process;– personal constructs reformulated but much less rigid;– strong feelings of choice and self-responsibility.There are a number of key concepts that emerge from Rogers’ workwhich are important when managing change within organizations at anindividual level:• The creation of a facilitating environment, through authenticity, positiveregard and empathic understanding, enables growth and developmentto occur.• Given this facilitating environment and the correct stance of thechange agent, clients will be able to surface and work through anynegative feelings they may have about the change.46