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

The underpinning theoryMinimize shockGive full & earlycommunicationof intentions,possibilities andoverall directionof changeDiscussimplications ofchange withindividuals andteamsPay attention topeople’s needs& concernsPracticepatienceListen, empathize,supportDon’t suppress conflictor different views &emotionsHelp individualsweather the stormRecognize how changecan trigger off pastexperiences inindividualsRemember peoplearen’t necessarilyattacking youpersonallyHelp otherscompleteAcknowledgethe ending ofan eraAllow othersto takeresponsibilityEncourageCreate goalsCoachEncourage risktakingFostercommunicationCreatedevelopmentopportunitiesDiscussmeaning &learningReflect onexperienceCelebratesuccessesPrepare tomove onFigure 1.13Management interventions through the change processThe humanistic psychology perspective builds on the psychodynamicethos by believing that people are inherently capable of responding tochange, but require enabling structures and strategies so to do. Healthylevels of open communication, and a positive regard for individuals andtheir potential contribution to the organization’s goals, contribute tocreating an environment where individuals can grow and develop.SUMMARY AND CONCLUSIONS• Learning to do something new usually involves a temporary dip inperformance.• When learning something new, we focus on it and become veryconscious of our performance. Once we have learnt something webecome far less conscious of our performance. We are then unconsciouslycompetent. This continues until something goes wrong, orthere is a new challenge.60