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

Individual change• The consequences of the change are significant. For whose benefit arethe changes seen to be (employees, customers, the community, theshareholders, the board)? Who will be the winners and who will bethe losers?• The organizational history matters too. This means the track record ofhow the organization has handled change in the past (or how theacquiring organization is perceived), what the prevailing culture is,what the capacity of the organization is in terms of managementexpertise and resources to manage change effectively, and what thefuture, beyond the change, is seen to hold.• The personality type of the individual is a major determining factor inhow she or he responds to change. The Myers-Briggs type of the individual(reviewed earlier) can give us an indication of how an individualwill respond to change. People’s motivating forces are alsoimportant – for example, are they motivated by power, status, moneyor affiliation and inclusion?• The history of an individual can also give us clues as to how he or shemight respond. By history we mean previous exposure and responsesto change, levels of knowledge, skills and experience the individualhas, areas of stability in his or her life and stage in his or her career. Forexample an individual who has previously experienced redundancymight re-experience the original trauma and upheaval regardless ofhow well the current one is handled. Or he or she may have acquiredsufficient resilience and determination from the previous experienceto be able to take this one in his or her stride.Schein’s model of transformative changeEdgar Schein has been a leading researcher and practitioner in the fieldsof individual, organizational and cultural change over the last 20 years.His seminal works have included Process Consultation (1988) andOrganizational Culture and Leadership (1992).Schein elaborated on Lewin’s (1952) model by drawing on other disciplinessuch as clinical psychology and group dynamics. This model influencedmuch OD and coaching work throughout the 1990s. See Chapter 3for Lewin’s original model.55