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

The underpinning theory• informal training of relevant family groups/teams;• practice fields, coaches, feedback;• positive role models;• support groups;• consistent systems and structures;• imitation and identification versus scanning and trial and error.STOP AND THINK!Q 1.11 Think of a recent skill that you had to learn in order to keep up withexternal changes. This could be installing a new piece of software,or learning about how a new organization works.• What were your survival anxieties?• What were your learning anxieties?• What helped you to change?How managers and change agents help others to changeWe have listed in Table 1.6 some of the interventions that an organization andits management could carry out to facilitate the change process. We havecategorized them into the four approaches described earlier in this chapter.From the behavioural perspective a manager must ensure that rewardpolicies and performance management is aligned with the changes takingplace. For example if the change is intended to improve the quality ofoutput, then the company should not reward quantity of output. Kerr(1995) lists several traps that organizations fall into:We hope for:Teamwork and collaborationInnovative thinking and risk-takingDevelopment of people skillsEmployee involvement andempowermentHigh achievementBut reward:The best team membersProven methods and no mistakesTechnical achievementsTight control over operationsAnother year’s effort58