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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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Gruppo di Interesse Speciale
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Discussioni nei forum sul Gestione del Cambiamento (Iceberg). Di seguito puoi porre una domanda su questo argomento, condividere le tue esperienze, segnalare un nuovo sviluppo o spiegare qualcosa.
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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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