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.

cambi l'iceberg della gestione

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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Gruppo di Interesse Speciale (18 membri)


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How to Make Employees LOVE Change?
Most of the discussions in this particular knowledge center change iceberg focus on the RESISTANCE to change. My question is how to make people LOVE change... Why not create and exploit that situation...
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Dealing with Toxic Employees
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Typical examples of toxic behaviors are:
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Bad Change Management Examples
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Transparancy Needed in Change Management
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6 Images of Managing Change (Palmer, Dunford and Akin)
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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 implementing, communication and strategy are used, you end up creating problems...
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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 wit...
3 commenti
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 routine (almost impossible in these days) would strongly reduce the need of manager...
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Change is Often Selfish; for the Organization
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Ethics in Change Management
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Human Factors in Change Management
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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 project, in short, is an adrenaline-charged c...
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Communicating Change to Top Management
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Managing the Change Within Oneself
What about the change we manage within ourselves everyday, everytime? Can anyone please share any experience about how they manage the changes within themselves?...
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Migliori Pratiche

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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.
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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 employee resistance to change.
2. Help employees transition through the cha...
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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?...
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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 proce...
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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.
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What Punishment for Unwilling Employees?
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Create Involvement and Communicate the Strategic Need to Change
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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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Consigli degli Esperti

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

I'll never use the term 'Resistance to Change' again

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Leadership Strategies for Change

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Fonti di Informazione

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Article by Krüger 1

Change Management
Part 1 of the article by Wilfried Krüger in De Wit and Meyer's Strategy: Proces, Content, Context. Used with permission....

Role of Leadership in Change Management

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Article by Krüger 2

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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

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