Change Management Iceberg


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Wilfried KrügerのChange Management Icebergの説明。



Wilfried KrügerのChange Management Icebergは組織の変更の本質は恐らく間違いなくであるものの強い視覚化である: 障壁を取扱うこと。


Krügerに従ってだけ多くの変更のマネジャーは氷山の上を考慮する: 費用、質および時間(「Issue Management」)。



  • 認識および確信の経営、
  • Powerおよび政治の経営

従ってどのような障壁が起こり、どのようなImplementation Managementが必要であるか、依存する:





     - Business Process Reengineeringのように革命的で、劇的な変化

     - Kaizenのように発展の、増加変更


  • 反対者に変更の方の否定的で一般的な態度およびこの特定の個人的な変更の方の否定的な行動が両方ある。 彼らは彼らの心をできる限り変えるために認識および確信のManagementによって制御される必要がある。
  • 促進者に一方では変更の方の肯定的な一般的なの態度があり、それらのためのこの特定の変更について個人的に肯定的である。 従って彼らは変更を利用し、支える。
  • 表面的なレベル(「便宜主義者」支える)の変更をようであるが隠された反対者に変更の方の否定的な一般的なの態度がある。 ここに情報(問題の経営)によって支えられる認識および確信の経営は必要態度を変えるためにである。
  • ある特定の理由のためにこの特定の変更について(まだ)確信しないどんなに、潜在的な促進者に変更の方の一般的なの積極性がある。 Powerおよび政治の経営は適切この場合ようである。


Krügerは総括経営に変更を取扱う永久的な仕事および挑戦があることを言う。 表面的なIssue Managementは表面の下にある受諾に一貫したレベルだけで決算、業績を達成できる。 Change Managementの基盤は対人および行動の次元および標準および文化的な次元にあり、Powerおよび政治の経営に応じて、そして認識および確信の経営にある。


記事: Wilfried Krüger - Implementation: the Core Task of Change Management, CEMS Business Review, Vol. 1, 1996

本: Michael A. Beitler - Strategic Organizational change -

本: Linda Ackerman Anderson, Dean Anderson - The Change Leader's Roadmap -

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Change Management Icebergをと比較した: Change Model Beckhard  |  Changing Organization Cultures  |  Forget Borrow Learn  |  Change Phases  |  Appreciative Inquiry  |  Positive Deviance  |  DICE Framework  |  Force Field Analysis  |  Core Group Theory  |  Bases of Social Power  |  MSP  |  PMMM  |  Planned Behavior  |  Business Process Reengineering  |  Kaizen  |  Dimensions of Change  |  Seven Habits  | Levels of Culture  |  文化はタイプする  |  RACI

経営ハブに戻る: 変更と組織コミュニケーションとスキル人材リーダーシップ  |  プログラムおよびプロジェクトマネジメント


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