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

Individual changeTable 1.6BehaviouralRepresentative interventions to facilitate the change processCognitivePerformance managementReward policiesValues translated into behavioursManagement competenciesSkills trainingManagement stylePerformance coaching360 degree feedbackUnderstanding change dynamicsCounselling peoplethrough changeSurfacing hidden issuesAddressing emotionsTreating employees andmanagers as adultsPsychodynamicManagement by objectivesBusiness planning andperformance frameworksResults based coachingBeliefs, attitudes andcultural interventionsVisioningLiving the valuesDeveloping thelearning organizationAddressing the hierarchy of needsAddressing emotionsFostering communication andconsultationHumanisticManagers and staff need to know in detail what they are expected to do andhow they are expected to perform. Behaviour needs to be defined, especiallywhen many organizations today are promoting ‘the company way’.From the cognitive perspective a manager needs to employ strategiesthat link organizational goals, individual goals and motivation. This willcreate both alignment and motivation. An additional strategy is toprovide ongoing coaching through the change process to reframe obstaclesand resistances.The psychodynamic perspective suggests adapting one’s managerialapproach and style to the emotional state of the change implementers.This is about treating people as adults and having mature conversationswith them. The psychodynamic approach enables managers to see thebenefits of looking beneath the surface of what is going on, and uncoveringthoughts that are not being articulated and feelings that are notbeing expressed. Working through these feelings can release energy forthe change effort rather than manifesting as resistance to change.Drawing on the transitions curve we can plot suitable interventionsthroughout the process. (See Figure 1.13.)59