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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
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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.
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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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 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...
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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 a lot of the time. In fact, when they move around across the plains, they will continuously assess the environment they are in rig...
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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...
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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. A parable written by Spencer Johnson which describes change in one’s work and life. Who Moved My Cheese was included in the N...
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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...
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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 -...
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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 individuals and groups occur in phases. These can be laughing at the change, resisting it, accepting it, then taking it ...
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6 Images of Managing Change (Palmer, Dunford and Akin)
Palmer, Dunford and Akin provide vision and direction for managers to think about their role in managing organizational change. They suggest that during the course of a change the following 6 Images of Managing Change (roles) are in pla...
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Hidden Resistance to Change
It is very important to recognize that the most powerful resistance does NOT come from those who openly disagree with you. For such people you can easily ague it out with them and know where the process need to be fixed or maintained. The most...
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Transparancy Needed in Change Management
I think everyone who is involved in change processes needs to practice "transparency" in a way to abstain from misunderstanding, mis-communication and building up trust.
Especially the management group must provide a clear picture to related sta...
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Iceberg de Gestion du Changement Groupe d'Intérêt Spécial
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Iceberg de Gestion du Changement Enseignement & Evènements
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 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 ...
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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...
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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...
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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...
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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...
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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
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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
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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
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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
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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
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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
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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...
Usage (application) : Change Management
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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
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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
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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
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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
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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
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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 C’s that can guide one successfully thro...
Usage (application) : Personal Change, Professional Change, Personal Transition, Professional Transition, Embracing Change
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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
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Nouvelles
Changement Iceberg
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Nouvelles
Changement Résistance
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Vidéos
Changement Iceberg
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Vidéos
Changement Résistance
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Présentations
Changement Iceberg
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Présentations
Changement Résistance
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Plus
Changement Iceberg
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Plus
Changement Résistance
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Comparez l'Iceberg de Gestion du Changement avec : Changez Beckhard modèle | Changement des Cultures d'Organisation | Oubliez Empruntez Apprenez | Phases du Changement | Enquête d'Appréciation | Déviance Positive | Fondement DICE | Analyse du Champ de Force | Théorie du Noyau Dur | Bases Sociales de la Puissance | La Méthode MSP | PMMM (MMMP) | Théorie du Comportement Planifié | Réingénierie des Processus de Gestion
| Kaizen | Dimensions du Changement | Sept Bonnes Habitudes | Niveaux de Culture | Types de culture | RACI
Retour vers la page des disciplines de Management : Changement & Organisation | Communication et Compétence | Ressources Humaines | Leadership | Management de Projet et de Programme
Plus de Méthodes, Modèles et Théorie de Management
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Special Interest Group Leader
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