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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 -

Gruppo di Interesse Speciale Gestione del Cambiamento (Iceberg)

Gruppo di Interesse Speciale (15 membri)

Forum sul Gestione del Cambiamento (Iceberg)

Discussioni sul tema: Gestione del Cambiamento (Iceberg).

	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 (...)

	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 (...)

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

	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 (...)

	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 (...)

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

	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 (...)

	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 (...)

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

	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 (...)

	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 (...)

Migliori Pratiche sul Gestione del Cambiamento (Iceberg)

Qui troverai le discussioni più preziose del passato.

🥇	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 (...)

🥈	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? (...)

🥉	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 (...)

	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 (...)

	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 (...)

Consigli degli Esperti sul Change Management (Iceberg) (Inglese)

Qui troverai consigli da parte di esperti.

	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 (...)

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