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Iceberg di Gestione del Cambiamento di Wilfried Krüger è una visualizzazione forte dell'essenza del cambiamento nelle organizzazioni: affrontare le barriere.
Il top dell'iceberg
Secondo Krüger molti manager del cambiamento considerano soltanto la punta dell'iceberg: Costo, Qualità e Tempo (“Gestione della Questione„).
Sotto la superficie dell'iceberg
Tuttavia, sotto la superficie dell'acqua ci sono due nuove dimensioni della Gestione del cambiamento e dell'Implementazione:
- Gestione delle Percezioni e delle Credenze e
- Gestione delle Politiche e del Potere
Il genere di barriere che si presenteranno e la Gestione dell'Implementazione di conseguenza necessaria, dipenderanno da:
1. il tipo di Cambiamento
- i fattori hard “solamente„ (sistemi d'informazione, processi) scalfiscono la superficie,
- i fattori soft (valori, mentalità e possibilità) sono molto più profondi
2. la strategia Applicata al Cambiamento
- cambiamento rivoluzionario e drammatico come in Business Process Reengineering
- cambiamento evolutivo e incrementale come in Kaizen
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La gente addetta al cambiamento
- Gli avversari hanno sia un atteggiamento generale negativo nei confronti del cambiamento CHE un comportamento negativo verso questo particolare cambiamento a livello personale. Devono essere controllati dalla Gestione delle Percezioni e delle Credenze per farli cambiare idea il prima possibile.
- I promotori d'altra parte hanno sia un atteggiamento generale positivo nei confronti del cambiamento SIA sono positivi verso questo cambiamento in particolare per loro personalmente. Approfittano del cambiamento e quindi lo supporteranno.
- Gli avversari nascosti hanno un atteggiamento generale negativo nei confronti del cambiamento anche se sembrano supportare il cambiamento ad un livello superficiale (“Opportunisti„). Qui la Gestione delle Percezioni e delle Credenze supportata dalle informazioni (Gestione della Questione) è necessaria per cambiare il loro atteggiamento.
- I promotori potenziali hanno un atteggiamento positivo generale nei confronti del cambiamento, comunque per determinati motivi non sono convinti (ancora) su questo cambiamento in particolare. La Gestione delle Politiche e del Potere sembra essere adatta in questo caso.
Riguardo al cambiamento
Krüger dice che la direzione generale ha il compito e la sfida permanente di affrontare il cambiamento. La superficiale Gestione della Questione può raggiungere soltanto risultati ad un livello coerente con l'accettazione che è sotto la superficie. La base del Change Management è sia nella dimensione interpersonale che comportamentale e nella dimensione normativa e culturale ed è soggetta alla Gestione delle Politiche e del Potere ed alla Gestione delle Percezioni e delle Credenze.
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Articolo: Wilfried Krüger - Implementation: the Core Task of Change Management, CEMS Business Review, Vol. 1, 1996
Referenza Bibliografica: Michael A. Beitler - Strategic Organizational change - 
Referenza Bibliografica: 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 di Gestione del Cambiamento Special Interest Group
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Iceberg di Gestione del Cambiamento Corsi & Eventi
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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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Notizie
Cambiamento Iceberg
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Notizie
Cambiamento Resistenza
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Video
Cambiamento Iceberg
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Video
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Paragonare a Iceberg di Gestione del Cambiamento: Modello di Cambiamento di Beckhard | Cambiare la Cultura Organizzativa | Dimenticare, Prendere in Prestito ed Imparare | Fasi del Cambiamento | Inchiesta Elogiativa | Devianza Positiva | DICE Framework | Analisi del Campo di Forza | Teoria del Gruppo Centrale | Basi del Potere Sociale | MSP | PMMM | Pianificazione del Comportamento | Business Process Reengineering | Kaizen | Dimensioni del Cambiamento | I Sette Pilastri del Successo | Livelli Culturali | Tipi Culturali | RACI
Ritornare alla Disciplina di Gestione: Cambiamento & Organizzazione | Comunicazione & Abilità | Risorse Umane | Leadership | Pianificazione & Project Management
Più Metodi, Modelli e Teorie di Gestione
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Special Interest Group Leader
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