|
La Iceberg del Cambio de Wilfried Krüger es una fuerte visualización sobre cuál es la esencia del cambio organizacional: ocuparse de las barreras.
La parte superior del iceberg
Según Krüger muchos gerentes del cambio consideran solamente la parte superior del iceberg: Costo, calidad y tiempo (“El Tema de la Administración").
Debajo de la superficie del iceberg
Sin embargo, debajo de la superficie del agua hay dos dimensiones más de la gestión del Cambio y de su puesta en práctica:
- Administración de opiniones y creencias, y
- Administración del poder y de la política
Se presenta qué clase de barreras, y qué clase de Gerencia de Implementación es por lo tanto la necesaria, dependiendo de:
1. la clase de cambio
- "Sólo" cosas duras, rasguñar la superficie (sistemas de información, procesos),
- Cambios suaves, a niveles mucho más profundos (los valores, marcos mentales y las capacidades)
2. la estrategia de cambio aplicada
- cambio revolucionario, dramático como en Reingeniería de Procesos de Negocio
- cambio evolutivo, incremental como en Kaizen
|
|
Gente implicada en el cambio
- Los opositores tienen una actitud generalmente negativa hacia el cambio Y un comportamiento negativo hacia este cambio personal particular. Necesitan ser controlados por la administración de opiniones y de creencias para cambiar sus mentes tanto como sea posible.
- Los promotores por otra parte, estos tienen una actitud genéricamente positiva hacia el cambio Y son positivos sobre este cambio para ellos personalmente, en particular. Se aprovechan del cambio y por lo tanto, lo apoyarán.
- Los opositores ocultos tienen una actitud genéricamente negativa hacia el cambio aunque parecen apoyar el cambio en un nivel superficial (“Oportunistas”). Aquí la gestión de opiniones y de creencias apoyadas por la información (Administración del tema) es necesaria para cambiar su actitud.
- Los promotores potenciales tienen generalmente una actitud positiva hacia el cambio, no obstante, por ciertas razones, no les convence (todavía) este cambio en particular. La administración del Poder y de la política parece ser la apropiada en este caso.
lidiando con el cambio
Krüger dice que la Gerencia General tiene una tarea y un desafío permanentes de ocuparse del cambio. sólo puede lograr resultados constantes en un nivel superficial con la aceptación que está debajo de la superficie. La base de la Gestión del Cambio está en ambas dimensiones, la interpersonal y del comportamiento; y la dimensión normativa y cultural; esta base está sujeta a la Gestión del Poder y de la política, y en la Gestión de las opiniones y de las creencias.
|
 |
Artículo: Wilfried Krüger - Implementation: the Core Task of Change Management, CEMS Business Review, Vol. 1, 1996
Libro: Michael A. Beitler - Strategic Organizational change - 
Libro: Linda Ackerman Anderson, Dean Anderson - The Change Leader's Roadmap -
| |
 El Iceberg de la Gestion del Cambio
Muy practica y elocuente la grafica del iceberg. En especial los opositores escondidos adoptan esta posiciòn cando el cambio les quita algo de poder o implica mayor esfuerzo sin un incremento en sus ingresos. Generalmente son personas que llevan años...
|
|
|
|
| |
| |
Disposición hacia la Salud Mental
¿Cómo conseguir que la Empresa estime la Salud Emocional de sus Colaboradores y empiece a apoyar programas de atención para ellos y sus familiares?...
|
|
|
|
| |
| |
Achieving Change at the Individual Level
It is a known fact that in order to have an effective change implementation at the organisation level you need change at the individual level. Every individual aspiring to implement change spends his energy in the form of planning, debating, deciding...
|
|
|
|
| |
| |
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 a lot of the time. In fact, when they move around across the plains, they will continuously assess the environment they are in rig...
|
|
|
|
| |
| |
Avoiding Resistance to Change
There will always be change from time to time and management and staff apprehension will always be part of the issues to be dealt with.
Fear, guilt, threat, doubt and and all other motives fo...
|
|
|
|
| |
| |
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. A parable written by Spencer Johnson which describes change in one’s work and life. Who Moved My Cheese was included in the N...
|
|
|
|
| |
| |
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...
|
|
|
|
| |
| |
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 part of change management is dealing with 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 ...
|
|
|
|
| |
|
|
|
Iceberg del Gestión del Cambio Grupo de Interés Especial
|
|
|
|
Iceberg del Gestión del Cambio Educación y Eventos
|
|
|
| |
 How to Make Employees LOVE Change?
Most of the discussions in this particular forum on the change iceberg are about RESISTANCE to change. My question is how to make people LOVE change... Why not create and exploit that situation? And what are the best options and approaches to ...
|
|
|
|
| |
| |
What Leadership Style Reduces Resistance?
The importance of employees being committed to change cannot be underestimated nowadays, since more and more organizations are operating in a dynamic environment, both internally and externally.
How should leaders behave so as to maximize commit...
|
|
|
|
| |
| |
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 book 'Change management' indicate that there are multiple psychological motives for showing resistance by employees or manage...
|
|
|
|
| |
| |
What Punishment for Unwilling Employees?
My question is this: when an organization wants to bring change in the organization, we know that if employees are in favour of the change then we reward them and if they are not then they are punched.
So in what way we punish those employees...
|
|
|
|
| |
|
|
|
|
I'll never use the term 'Resistance to Change' again
I am working as a change manager in a German IT company. Somebody advised me the other day to read an article about resistance to change by Jeffrey an...
Usage (application): Resistance to Change is a Defensive Attitude...
|
|
|
|
|
| |
|
|
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
In their article "Making Change Happen, and Making It Stick" (published in the online edition of strategy+business, December 20, 2010), Ashley Harshak...
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...
Usage (application): Change Management, Organizational Change, Turnaround Management
|
|
|
|
|
| |
|
|
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...
Usage (application): Change Management
|
|
|
|
|
| |
|
|
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)
Why is changing an organization culture so difficult? Because, once it is established, a culture has the tendency to strengthen itself, become more ho...
Usage (application): Organization Culture, Culture Change, Corporate Culture, Change Management, Recruitment
|
|
|
|
|
| |
|
|
Assessing the Risks of Change and the Organization’s Capacity for Change
In their book "Transforming Public and Nonprofit Organization – Stewardship for Leading Change", James Edwin Kee and Kathryn E. Newcomer argue that th...
Usage (application): Leading Change
|
|
|
|
|
| |
|
|
Six Crucial Mind Shifts for Strategy Execution / Implementation
Speculand (2009) suggests six mind shifts that people should consider when they're implementing new strategies in organizations. These are outlined an...
Usage (application): Change Management, Strategic Change, Resistance to CHange, Strategy Implementation
|
|
|
|
|
| |
|
|
Strategic Change: Why, What, When, Who and How
If we need to change strategically, we need to think about why, what, when, who and how:
- Why do we want to change? - the constraints imp...
Usage (application): Preparing Strategic Change
|
|
|
|
|
| |
|
|
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 C’s that can guide one successfully thro...
Usage (application): Personal Change, Professional Change, Personal Transition, Professional Transition, Embracing Change
|
|
|
|
|
| |
|
|
The Role of the CEO in Strategic Change Initiation
In management literature the role of the CEO in formulating and implementing strategic change has often been emphasized.
An interesting view to s...
Usage (application): Communicating Strategic Change
|
|
|
|
|
| |
|
|
| |
Noticias
Cambio Iceberg
|
|
|
|
| |
Noticias
Cambio Resistencia
|
|
|
|
| |
Vídeos
Cambio Iceberg
|
|
|
|
| |
Vídeos
Cambio Resistencia
|
|
|
|
| |
Presentaciones
Cambio Iceberg
|
|
|
|
| |
Presentaciones
Cambio Resistencia
|
|
|
|
| |
Más
Cambio Iceberg
|
|
|
|
| |
Más
Cambio Resistencia
|
|
|
|
|
|
Compare Gestión del Cambio, con: Modelo del Cambio de Beckhard | Consideraciones para Cambiar la Cultura de Organizaciones | Olvidar, Tomar Prestado y Aprender | Las fases del Cambio | Indagación Apreciativa | Desviación Positiva | Marco de Evaluación DICE | Análisis del Campo de Fuerzas | Teoría del Grupo Central | Bases del Poder Social | MSP | PMMM | Planned Behavior | Reingeniería | Kaizen | Dimensiones del Cambio | Siete Hábitos | Niveles de Cultura | Tipos de Cultura Corporativa | RACI
Vuelva a la página principal de Administración: Cambio y Organización | Comunicación y Habilidades | Recursos Humanos | Liderazgo | Gerencia de Programas y Proyectos
Más Métodos, Modelos y Teoría de la Administración
|
|
|
|
Special Interest Group Leader
|
|
|
|
|
|
