Veränderungsmanagement Eisberg

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Zusammenfassung, Forum, Best Practices, Expertentipps und Informationsquellen.


Zusammenfassung

Der Veränderungsmanagement Eisberg von Wilfried Krüger ist eine starke Visualisierung von dem, was wohl das Wesentliche der Änderung in Organisationen ist: Barrieren bewältigen.


Die Spitze des Eisbergs

Laut Krüger betrachten viele Änderungsmanager nur die Spitze des Eisbergs: Kosten, Qualität und Zeit („Themenmanagement“).


Unterhalb der Oberfläche des Eisbergs

Jedoch unterhalb der Wasseroberfläche gibt es zwei weitere Dimensionen des Veränderungs-und Implementierungsmanagements:

  • Management von Vorstellungen und Glauben und
  • Macht-und Politikmanagement

Welche Arten von Barrieren entstehen und welche Art von Implementierungsmanagement infolgedessen erforderlich ist, hängt ab von:

1. der Art der Änderung

     - "nur" harte Sachen (Informationssysteme, Prozesse) kratzen an der Oberfläche,

     - auch weiche Sachen (Werte, Denkrichtungen und Fähigkeiten) sind viel profunder

2. die angewandte Änderungsstrategie

     - revolutionäre, drastische Änderung wie im Business Process Reengineering-Ansatz

     - evolutionäre, zusätzliche Änderung wie in Kaizen-Konzept


Leute involviert in der Veränderung

  • Gegner haben eine negative allgemeine Haltung gegenüber Änderung UND ein negatives Verhalten in Richtung zu dieser bestimmten persönlichen Änderung. Sie müssen von Management von Wahrnehmungen gesteuert werden und ihren Verstand Glauben soweit wie möglich ändern.
  • Förderer einerseits haben eine positive generische Haltung gegenüber Änderung UND sind gegenüber dieser bestimmten Änderung für sich persönlich positiv eingestellt. Sie nutzen die Änderung zu ihrem Vorteil und werden sie folglich unterstützen.
  • Versteckte Gegner haben eine negative generische Haltung gegenüber Änderung, obgleich sie scheinen, die Änderung auf einem oberflächlichen Niveau („Opportunisten“) zu unterstützen. Hier ist Management der Vorstellungen und der Glauben, unterstützt durch Informationen (Themenmanagement) erforderlich, um ihre Haltung zu ändern.
  • Mögliche Förderer haben eine generische positive einstellung gegenüber Änderung, gleichwohl aus bestimmten Gründen sie (schon) nicht über diese bestimmte Änderung überzeugt sind. Kraft- und Politik-Management scheint, angebracht zu sein in diesem Fall.

Veränderung bewältigen

Krüger sagt, dass die Geschäftsleitung eine dauerhafte Aufgabe und eine Herausforderung hat, sich mit Veränderung zu befassen. Oberflächliches Themenmanagement kann Resultate nur auf einem Niveau erzielen, die mit der Akzeptanz konsistent sind, die unterhalb der Oberfläche ist. Die Basis von Veränderungsmanagement liegt in der zwischenmenschlichen und Verhaltensdimension und in der normativen und kulturellen Dimension und ist abhängig von Macht- und Politikmanagement und vom Management der Vorstellungen und Glauben.

Veränderungsmanagementeisberg

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

Buch: Michael A. Beitler - Strategic Organizational change -

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


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Forum über Veränderungsmanagement (Eisberg).


🔥 NEU Haltung in der Annahme der Änderungen
Meint "Attitude" hier mehr die Einstellung die das Individium aufgrund der persönlichen Lebenserfahrung mitbringt. Dara (...)
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Transparancy Needed in Change Management
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Is it Possible to Manage Change If the Right Approaches Are NOT Used?
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Engage the Opponents
When you engage the "tough nuts" on your team and get them involved from the outset, your chance of successfully impleme (...)
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Types of Change and Corresponding Resistance Levels
Change may be a evolved or evolutionary change. Or a revolutionary, or forced, top down or bottom up. Technology or mark (...)
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Avoiding Resistance to Change
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Good Change Management Examples
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Dealing with Toxic Employees
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Categories of People Involved in Change
Krueger takes cognizance of four types of major players involved or appear to be directly involved in change management (...)
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Achieving Change at the Individual Level
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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 (...)
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Human Factors in Change Management
An important part of change management is dealing with human factors --- reactions to implementation which for both indi (...)
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Managing the Change Within Oneself
What about the change we manage within ourselves everyday, everytime? Can anyone please share any experience about how t (...)
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Ethics in Change Management
What does one do when as a change agent, one realizes that what is being asked will finally be damaging to the growth or (...)
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Communicating Change to Top Management
What are the different ways of communicating change to top management? (...)
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Who Moved my Cheese?
The book 'WHO MOVED MY CHEESE' is a very good book for management student. Who Moved My Cheese was published in 1998. (...)
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Why You should Embrace Change
Wildebeest that travel thousands of miles every year to get to water during the dry season will walk in a windy pattern (...)
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Change is Most of the Times Selfish
The problem I find with change is that in most cases, it favors the organization more than the employees. (...)
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Equilibrium of System
Managers should not forget that they are part of a system they work in. Even minor changes will have effects on how the (...)
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Best Practices

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Die am besten bewerteten Themen über Veränderungsmanagement (Eisberg). Hier finden Sie die wertvollsten Ideen und praktischen Vorschläge.


Reasons and Motives to Resist Change
I'm trying to collect a list of all motives for resistance to change by employees. Henk Kleijn and Fred Rorink in their (...)
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The ADKAR model by Prosci
The ADKAR model by Prosci (1998) helps to deal with the people dimension of change. It can be used to: 1. Diagnose empl (...)
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How to Make Employees LOVE Change?
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What are the Reasons for Change?
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Hidden Resistance to Change
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Bad Change Management Examples
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What Punishment for Unwilling Employees?
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What Leadership Style Reduces Resistance?
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6 Images of Managing Change (Palmer, Dunford and Akin)
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My Way to Deal with Resistance to Change
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Dealing with Change is Not Always Problematic
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Characteristics of Organizations That are Open to Change
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Automatic Defense Mechanisms to Change
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Managing Change is in the Essence of Management
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Create Involvement and Communicate the Strategic Need to Change
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Expertentipps

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Erweiterte Einblicke zu Change Management (Iceberg) (Englisch). Hier finden Sie professionelle Ratschläge von Experten.


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

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Addressing Concerns Against Change and their Remedies

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According to Ken Blanchard in the article “Mastering the Art of Change” (Training Journal, January 2010), it is importan (...)

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Leading Major and Minor Change Initiatives
Organizational change is often difficult to achieve because it disturbs the hierarchical structures and the way to accom (...)

Leadership Strategies for Change

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

Understanding Why Resistance Occurs

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

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

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In their article "Making Change Happen, and Making It Stick" (published in the online edition of strategy+business, Dece (...)

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

Organization Culture, Culture Change, Corporate Culture, Change Management, Recruitment
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What Change Agents Should I Use?

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The Need to Communicate the REASONS for Change

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The 7C Framework for Successful Personal and Professional Change

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In the article 'Managing Yourself: How to Embrace Complex Change", Brimm (2015) provides a framework of seven C’s that c (...)

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Vergleichen Sie mit dem Veränderungsmanagement Eisberg: VeränderungsgleichungVeränderung von OrganisationskulturenVergessen Leihen Lernen  |  Veränderungsphasen  |  Appreciative Inquiry-Methode  |  Positive Abweichung  |  DICE Rahmenwerk  |  Kraftfeldanalyse  |  Kerngruppen-Theorie  |  Sozialen Machtbasen  |  MSP-ModellPMMM-ModellTheorie des geplanten VerhaltensBusiness Process Reengineering  |  Kaizen-KonzeptDimensionen der Veränderung  |  Sieben Wege zur Effektivität | Kulturebenen-ModellKulturtypen  |  RACI-Methode


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