Iceberg de Gestion du Changement

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Résumé

L'Iceberg de Gestion du Changement (Change Management Iceberg) de Wilfried Krüger est une image forte de ce qui fait l'essence du changement dans les organisations (ce qui est discutable) : traiter avec des barrières.

Le sommet de l'iceberg

Selon Krüger beaucoup de responsables du changement considèrent seulement le sommet de l'iceberg : Coût, Délai et Qualité (Cost, Time, Quality) "Gestion du problème" (Issue Management).

En dessous de la surface de l'iceberg

Cependant, sous la surface de l'eau, il y a deux dimensions supplémentaires de gestion du changement et de mise en oeuvre :

Gestion des perceptions et des croyances, et
Gestion politique et d'influence

Quel genre de barrières surgissent ? et par conséquent, quel genre de Gestion d'Exécution est nécessaire ? cela dépend de :

1. le genre de Changement

- le matériel « seulement » (les systèmes d'information, les processus) égratigne juste la surface,

- l'humain aussi (les valeurs, les mentalités et les aptitudes) est beaucoup plus profond

2. la stratégie de changement appliquée

- changement révolutionnaire et spectaculaire comme dans le BPR Réingénierie des Processus des Activités

- changement évolutionnaire et incrémental comme dans la méthode Kaizen

Les personnes impliquées dans le changement

Les adversaires ont une attitude générale négative envers le changement ET un comportement négatif vers ce changement personnel particulier. Ils ont besoin ont sont commandé par la gestion des perceptions et des croyances pour changer d'avis aussi loin que possible.
Les promoteurs (Promoters) d'une part ils ont une attitude générique positive envers le changement ET sont positifs au sujet de ce changement particulier pour eux-mêmes. Ils tirent profit du changement et donc l'aideront.
Les adversaires cachés (Hidden opponents) ils ont une attitude générique négative envers le changement bien qu'ils semblent aider le changement à un niveau superficiel (« opportunistes »). Ici la gestion des perceptions et des croyances aidée par l'information (traitement du problème) est nécessaire au changement d'attitude.
Les promoteurs potentiels ont une attitude positive générique envers le changement, toutefois pour certaines raisons ils ne sont pas convaincus (encore) au sujet de ce changement particulier. Le gestion politique et d'influence semble a sont approprié dans ce cas-ci.

Traiter Changement

Krüger indique que la direction générale a une tâche et un challenge permanents pour traiter du changement. Le traitement superficiel des problèmes peut seulement réaliser des résultats à un niveau en conformité avec ce qui est en dessous de la surface. La base de la gestion du changement est dans la dimension interpersonnelle et comportementale et la dimension normative et culturelle, et est sujet au gestion politique et d'influence, et à la gestion des perceptions et des croyances.

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

Livre : Michael A. Beitler - Strategic Organizational change -

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

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Forum sur Gestion du changement (Iceberg).

Transparancy Needed in Change Management
I think everyone who is involved in change processes needs to practice "transparency" in a way to abstain from misunders (...)

1 commentaires

Is it Possible to Manage Change If the Right Approaches Are NOT Used?
Hi all, I've been focussing on this question for a week now and I find that unless if the right approaches, like that of (...)

2 commentaires

Engage the Opponents
When you engage the "tough nuts" on your team and get them involved from the outset, your chance of successfully impleme (...)

0 commentaires

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 (...)

1 commentaires

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 (...)

1 commentaires

Good Change Management Examples
Who can share a live example of a company implementing change management effectively? What are the key reasons for this (...)

1 commentaires

Dealing with Toxic Employees
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1 commentaires

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 (...)

0 commentaires

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 (...)

1 commentaires

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 (...)

4 commentaires

Human Factors in Change Management
An important part of change management is dealing with human factors --- reactions to implementation which for both indi (...)

2 commentaires

Why You should Embrace Change
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0 commentaires

Communicating Change to Top Management
What are the different ways of communicating change to top management? (...)

3 commentaires

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 (...)

7 commentaires

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. (...)

15 commentaires

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. (...)

0 commentaires

Managing the Change Within Oneself
What about the change we manage within ourselves everyday, everytime? Can anyone please share any experience about how t (...)

4 commentaires

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 (...)

2 commentaires

Meilleures Pratiques

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Les sujets les mieux notés sur Gestion du changement (Iceberg). Vous trouverez ici les idées les plus précieuses et des suggestions pratiques.

Reasons and Motives to Resist Change
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The ADKAR model by Prosci
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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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Conseils d'Experts

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Idées avancées sur Change Management (Iceberg) (Anglais). Vous trouverez ici des conseils professionnels d'experts.

	I'll never use the term 'Resistance to Change' again Resistance to Change is a Defensive Attitude... I am working as a change manager in a German IT company. Somebody advised me the other day to read an article about resi (...)
	Addressing Concerns Against Change and their Remedies Change Management, Organizational Change, Turnaround Management According to Ken Blanchard in the article “Mastering the Art of Change” (Training Journal, January 2010), it is importan (...)
	Personal Networks of Successful Change Agents 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 Best Practices, Change Management, Organizational Change 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 Why is changing an organization culture so difficult? Because, once it is established, a culture has the tendency to str (...)
	What Change Agents Should I Use? Change Management, Organizational Change, Turnaround Management When choosing between internal or external change agents, organizations should consider following advantages and disadva (...)
	The Need to Communicate the REASONS for Change Change Management 1072 survey contributors commented on how improve their chances of thriving, by communicating in ways that build trust a (...)
	Assessing the Risks of Change and the Organization’s Capacity for Change Leading Change In their book "Transforming Public and Nonprofit Organization – Stewardship for Leading Change", James Edwin Kee and Kat (...)
	Critical Leadership Skills Tackling the Six Stages of Concern In order to tackle all six stages of concern mentioned by Ken Blanchard in the article “Mastering the Art of Change” (Tr (...)
	Six Crucial Mind Shifts for Strategy Execution / Implementation Change Management, Strategic Change, Resistance to CHange, Strategy Implementation Speculand (2009) suggests six mind shifts that people should consider when they're implementing new strategies in organi (...)
	Strategic Change: Why, What, When, Who and How Preparing Strategic Change If we need to change strategically, we need to think about why, what, when, who and how: - Why do we want to change? - (...)
	The 7C Framework for Successful Personal and Professional Change Personal Change, Professional Change, Personal Transition, Professional Transition, Embracing Change In the article 'Managing Yourself: How to Embrace Complex Change", Brimm (2015) provides a framework of seven C’s that c (...)
	The Role of the CEO in Strategic Change Initiation Communicating Strategic Change In management literature the role of the CEO in formulating and implementing strategic change has often been emphasized. (...)

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