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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 (17 membri)

Forum sul Gestione del Cambiamento (Iceberg)

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