Change Management Iceberg[变革管理冰山]

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Wilfried Krüger的Change Management Iceberg[变革管理冰山]解析。

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Wilfried Krüger的变革管理冰山(Change Management Iceberg)理论形象地论证了组织变革的关键—— 应对变革障碍。


冰山之巅

根据Kruger的研究,大多数变革管理者只关注变革冰山的顶层(水面以上部分), 即变革所牵涉的成本、质量和时间等问题(问题管理)。


冰山之基

然而,冰山的水面以下部分,包含着变革管理更为重要的两个方面:

  • 感知与信仰管理,
  • 权力与政治管理。

应对变革障碍所需采取的变革管理方式亦取决于两个因素:

1、变革种类

     - 对待“坚硬的”挑战(如信息系统、组织流程),需要放开手脚大刀阔斧地废旧换新

     - 对待“绵软的”挑战(如价值、情绪、能力),应对方法则复杂得多

2、变革战略

     -革命性的、彻底的变革,如Business Process Reengineering[业务流程重组]

     -渐进式的、递增的变革,如Kaizen[改善]


变革相关者

  • 变革的极力反对者,不仅对变革持反对态度,而且付诸行动阻挠变革,以免变革伤害到其个人利益。 需要通过感知与信仰管理,尽可能地改变他们对待改革的思想认识。
  • 变革的积极促进者,不仅对变革持普遍的欢迎态度,而且从个人出发积极推动变革,以期通过变革实现个人的价值利益。 他们既利用变革,就必然支持变革。
  • 变革的暗藏反对者,尽管表面上看似支持变革,事实上他们是对变革基本上持反对态度的机会主义者。 对待他们,除了感知与信仰管理之外,还需要辅以信息沟通(问题管理),改变他们的态度。
  • 变革的潜在促进者,对待变革基本上持赞成态度,但由于各种原因对变革又显得信心不足。 这种情况下,就需要权利与政治管理。

应对变革

Krüger强调,变革管理是一项长期的任务和挑战, 冰山顶层的问题管理,只有与冰山底层管理保持一致,才有可能达到一定的效果。 冰山底层正是变革管理的基础,它反映出来的就是,人际行为维度和文化标准维度的权力与政治管理以及感知与信仰管理。

改变管理冰山

文章: Wilfried Krüger - Implementation: the Core Task of Change Management, CEMS Business Review, Vol. 1, 1996

参考书: Michael A. Beitler - Strategic Organizational change -

参考书: Linda Ackerman Anderson, Dean Anderson - The Change Leader's Roadmap -


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  我们先来看这个图。如果,变革从三角形与四方形中间开始呢!
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Heres the...
     
 
  Who Moved my Cheese?
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  Overcoming Resistance? The Rapid Results Method by Schaffer
I have recently come across the interesting "Rapid Results" method of implementing change by Robert H. Schaffer ('Rapid Results!' (2005)).
A Rapid Results (RR) Project, in short, is an adrenaline-charged change, fast-moving, exciting, energizing...
     
 
  The Role of Conflicting Interests in Change Management
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  Dealing with Change is Not Always Problematic
I think there's a degree of over complexity here. In many instances humans do cope well with change, most usually when such change is under their control or when external influences are compatible with those things that genuinely motivate us -...
     
 
  Human Factors in Change Management
An important aspect of change management processes is human factors --- reactions to implementation which for both individuals and groups occur in phases. These can be laughing at the change, resisting it, accepting it, then taking it for gran...
     
 
  What are the Future Trends in Managing Organizational Change?
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  The Usefulness of Iceberg to Management?
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最佳实践 - 变革管理冰山 高级帐户
  How to Make Employees LOVE Change?
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  What Leadership Style Reduces Resistance?
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  Reasons and Motives to Resist Change
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  What Punishment for Unwilling Employees?
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  Bad Change Management Examples
Who can share a live example of a company implementing change management miserably? What went wrong and why? Thanks!...
     
 
  What are the Reasons for Change?
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Expert Tips (ENG) - Change Management Iceberg 高级帐户
 

I'll never use the term 'Resistance to Change' again

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Addressing Concerns Against Change and their Remedies

According to Ken Blanchard in the article Mastering the Art of Change (Training Journal, January 2010), it is important for leaders to address the f...
Usage (application)Change Management, Organizational Change, Turnaround Management
 
 
 

Personal Networks of Successful Change Agents

Organizational change is often difficult to achieve because it disturbs the hierarchical structures and the way to accomplish things. For this reason ...
Usage (application)Leading Major and Minor Change Initiatives
 
 
 

Leadership Strategies for Change

In response to the high rate of change failure, Ken Blanchard and his team have developed the Blanchard Leading Through Change program, in whic...
Usage (application)Initiate, implement, develop and sustain change
 
 
 

Understanding Why Resistance Occurs

The concept of bases of social power is very important for organizations in the context ...
Usage (application)Why Acknowledging the Power of Employees is Important
 
 
 

Key Success Factors when you're Designing your Change Management Program

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Usage (application)Best Practices, Change Management, Organizational Change
 
 
 

What Change Agents Should I Use?

When choosing between internal or external change agents, organizations should consider following advantages and disadvantages of each o...
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The Need to Communicate the REASONS for Change

1072 survey contributors commented on how improve their chances of thriving, by communicating in ways that build trust and engage people. For these co...
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Critical Leadership Skills

In order to tackle all six stages of concern mentioned by Ken Blanchard in the article Mastering the Art of Change (Training Journal, January 2010),...
Usage (application)Tackling the Six Stages of Concern
 
 
 

Role of Recruiting in Organization Culture So Hard? The ASA Model (Schneider)

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Assessing the Risks of Change and the Organizations Capacity for Change

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Strategic Change: Why, What, When, Who and How

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- Why do we want to change? - the constraints imp...
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The 7C Framework for Successful Personal and Professional Change

In the article 'Managing Yourself: How to Embrace Complex Change", Brimm (2015) provides a framework of seven Cs that can guide one successfully thro...
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The Role of the CEO in Strategic Change Initiation

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比较: Change Model Beckhard[Beckhard变革模型]  |  Changing Organization Cultures[组织文化变革法]  |  Forget Borrow Learn[遗忘借用学习法]  |  Change Phases[变革阶段]  |  Appreciative Inquiry[肯定式探询]  |  Positive Deviance[正向偏差]  |  DICE Framework[DICE架构]  |  Force Field Analysis[力场分析法]  |  Core Group Theory[核心组理论]  |  Bases of Social Power[社会权力基础]  |  MSP[成功管理计划]  |  PMMM[项目管理成熟度模型]  |  Theory of Planned Behavior[计划行为理论]  |  Business Process Reengineering[业务流程重组]  |  Kaizen[改善]  |  Dimensions of Change[变革尺度]  |  Seven Habits[七个习惯]  | Levels of Culture[文化层次]  |  Culture Types[文化类型]  |  RACI[RACI模型]


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