Iceberg di Gestione del Cambiamento

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Spiegazione di Iceberg di Gestione del Cambiamento di Wilfried Krüger.

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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 -


Iceberg di Gestione del Cambiamento Special Interest Group


Special Interest Group (16 membri)


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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


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