Iceberg di Gestione del Cambiamento

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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

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.

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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Forum sul Gestione del Cambiamento (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 reazioni

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 reazioni

Engage the Opponents
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0 reazioni

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 reazioni

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 reazioni

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 reazioni

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

1 reazioni

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 reazioni

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 reazioni

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 reazioni

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

2 reazioni

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 (...)

0 reazioni

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

3 reazioni

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 reazioni

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 reazioni

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 reazioni

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 reazioni

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 reazioni

Migliori Pratiche

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Gli argomenti più votati su Gestione del Cambiamento (Iceberg). Qui troverai le idee più preziose e suggerimenti pratici.

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 (...)

40 reazioni

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 (...)

6 reazioni

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 (...)

90 reazioni

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? (...)

5 reazioni

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 (...)

3 reazioni

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

31 reazioni

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 (...)

11 reazioni

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

19 reazioni

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 (...)

1 reazioni

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 (...)

5 reazioni

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 (...)

3 reazioni

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 (...)

5 reazioni

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 (...)

4 reazioni

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 (...)

4 reazioni

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 (...)

14 reazioni

Consigli degli Esperti

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Approfondimenti avanzati sul Change Management (Iceberg) (Inglese). Qui troverai consigli professionali di esperti.

	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 (...)
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	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 (...)
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	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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