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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

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 -

Groupe d'Intérêt Spécial Gestion du changement (Iceberg)

Groupe d'Intérêt Spécial (56 membres)

Forum sur Gestion du changement (Iceberg)

Les sujets les plus récents sur: Gestion du changement (Iceberg).

	Dealing with Toxic Employees In modern society and organizations, very negative, destructive, "toxic" team members may damage an entire organization (...)

	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 (...)

	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 (...)

Meilleures Pratiques sur Gestion du changement (Iceberg)

Vous trouverez ici les idées les plus précieuses et des suggestions pratiques.

🥇	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 (...)

🥈	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 (...)

🥉	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 ho (...)

	What are the Reasons for Change? Why do we really need change in the first place? What are the sources / reasons for the need to change? (...)

	Hidden Resistance to Change It is very important to recognize that the most powerful resistance does NOT come from those who openly disagree with yo (...)

	Bad Change Management Examples Who can share a live example of a company implementing change management miserably? What went wrong and why? Thanks! (...)

	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 (...)

	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 (...)

	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 fa (...)

	What Leadership Style Reduces Resistance? The importance of employees being committed to change cannot be underestimated nowadays, since more and more organizatio (...)

	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 (...)

	My Way to Deal with Resistance to Change I am a head teacher in a large secondary school in Scotland. Here the trade unions are very powerful and automatically r (...)

	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 s (...)

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

	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 (...)

	Characteristics of Organizations That are Open to Change To what extent should an organisation be open to regular change management initiatives. Are certain types of organisatio (...)

	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 (...)

	Automatic Defense Mechanisms to Change What I think is that human beings are reluctant for change by nature. When there is a change taking place around themsel (...)

	Managing Change is in the Essence of Management If there are no needs to change, why do we need management? Managing change is in the essence of management. A daily rou (...)

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

	Create Involvement and Communicate the Strategic Need to Change Changes in general are difficult and, in most cases, we live them more like a threat than an opportunity. As we all know (...)

	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 (...)

	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 (...)

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

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

	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 (...)

	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. (...)

	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. (...)

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

	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 (...)

Conseils d'Experts 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... (...)

	Addressing Concerns Against Change and their Remedies Change Management, Organizational Change, Turnaround Management (...)

	Personal Networks of Successful Change Agents Leading Major and Minor Change Initiatives (...)

	Leadership Strategies for Change Initiate, implement, develop and sustain change (...)

	Understanding Why Resistance Occurs Why Acknowledging the Power of Employees is Important (...)

	Key Success Factors when you're Designing your Change Management Program Best Practices, Change Management, Organizational Change (...)

	Role of Recruiting in Organization Culture So Hard? The ASA Model (Schneider) Organization Culture, Culture Change, Corporate Culture, Change Management, Recruitment (...)

	What Change Agents Should I Use? Change Management, Organizational Change, Turnaround Management (...)

	The Need to Communicate the REASONS for Change Change Management (...)

	Assessing the Risks of Change and the Organization’s Capacity for Change Leading Change (...)

	Critical Leadership Skills Tackling the Six Stages of Concern (...)

	Six Crucial Mind Shifts for Strategy Execution / Implementation Change Management, Strategic Change, Resistance to CHange, Strategy Implementation (...)

	Strategic Change: Why, What, When, Who and How Preparing Strategic Change (...)

	The 7C Framework for Successful Personal and Professional Change Personal Change, Professional Change, Personal Transition, Professional Transition, Embracing Change (...)

	The Role of the CEO in Strategic Change Initiation Communicating Strategic Change (...)

Sources d'Information sur Gestion du changement (Iceberg)

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