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Change Management Iceberg (Айсберг управления изменениями) Wilfried Krüger - эффектная визуализация того, что, вероятно, является сутью изменения в организациях: реагирование на препятствия.
Верхняя часть айсберга
Согласно Krüger много менеджеров, ответственых за внедрение изменений, принимают во внимание только верхнюю часть айсберга: затраты, качество и время («Управление проблемами (Issue Management)»).
Под поверхностью айсберга
Однако, под поверхностью воды существуют еще 2 параметра управления изменениями и внедрением:
- Управление восприятиями и убеждениями (Management of Perceptions and Beliefs), и
- Управление властными и политическими полномочиями (Power and Politics Management)
То, какие препятствия возникают и какая форма управления исполнением в связи с этим необходима, зависит от следующих факторов:
1. вид изменения
- «только» практичные, точные вещи (информационные системы, процессы) едва затрагивают поверхность,
- "мягкие" вещи (ценности, образы мыслей и возможности) значительно более основательны
2. применяемая стратегия изменения
- революционное, значительное изменение как в Business Process Reengineering (Реорганизация бизнес процессов)
- эволюционное, инкрементальное изменение как в Kaizen (Кайдзен)
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Люди, задействованные в процессе изменения
- Противники (Opponents) имеют негативное общее отношение к изменению и негативное поведение по отношению к конкретному личному изменению. Их надо контролировать посредством Управления восприятиями и убеждениями для того, чтобы заставить их изменить свое мнение насколько возможно.
- Сторонники (Promoters), с другой стороны, имеют положительное общее отношение к изменению и к конкретному личному изменению. Они используют изменение в своих интересах и поэтому поддерживают его.
- Скрытые противники ( Hidden Opponents) имеют негативное общее отношение к изменению, хотя может казаться, что они поддерживают изменение поверхностно («оппортунисты»). Здесь необходимо Управление восприятиями и убеждениями при информационной поддержке (Управление проблемами) для того, чтобы изменить их отношение.
- Потенциальное сторонники (Potential Promoters) имеют общее положительное отношение к изменению, тем не менее в виду определенных причин они не до конца убеждены (пока) в необходимости этого конкретного изменения. Управление властными и политическими полномочиями, верояьно, наиболее уместно в этом случае.
Управление изменением
Krüger отмечает, что общее руководство сталкивается с постоянной задачей управлять изменением. Поверхностное управление проблемами может достичь результатов только на уровне, совместимом с поверхностным восприятием. Основа Управления изменениями находится как в межличностном и поведенческом измерении, так и в нормативном и культурном измерении, а также в сочетании с управлением властными и политическими полномочиями и управлением восприятиями и убеждениями.
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Статья: Wilfried Krüger - Implementation: the Core Task of Change Management, CEMS Business Review, Vol. 1, 1996
Книга: Michael A. Beitler - Strategic Organizational change - 
Книга: Linda Ackerman Anderson, Dean Anderson - The Change Leader's Roadmap -
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 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 the individual level. Every individual aspiring to implement change spends his energy in the form of planning, debating, deciding...
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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 a lot of the time. In fact, when they move around across the plains, they will continuously assess the environment they are in rig...
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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 be dealt with.
Fear, guilt, threat, doubt and and all other motives fo...
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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. A parable written by Spencer Johnson which describes change in ones work and life. Who Moved My Cheese was included in the N...
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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 Results!' (2005)).
A Rapid Results (RR) Project, in short, is an adrenaline-charged change, fast-moving, exciting, energizing...
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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 such change is under their control or when external influences are compatible with those things that genuinely motivate us -...
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Human Factors in Change Management
An important part of change management is dealing with human factors --- reactions to implementation which for both individuals and groups occur in phases. These can be laughing at the change, resisting it, accepting it, then taking it ...
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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 change. They suggest that during the course of a change the following 6 Images of Managing Change (roles) are in pla...
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Hidden Resistance to Change
It is very important to recognize that the most powerful resistance does NOT come from those who openly disagree with you. For such people you can easily ague it out with them and know where the process need to be fixed or maintained. The most...
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Transparancy Needed in Change Management
I think everyone who is involved in change processes needs to practice "transparency" in a way to abstain from misunderstanding, mis-communication and building up trust.
Especially the management group must provide a clear picture to related sta...
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Айсберг управления изменениями Специальная группа по интересам
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Айсберг управления изменениями Образование & Мероприятия
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 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 how to make people LOVE change... Why not create and exploit that situation? And what are the best options and approaches to ...
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What Leadership Style Reduces Resistance?
The importance of employees being committed to change cannot be underestimated nowadays, since more and more organizations are operating in a dynamic environment, both internally and externally.
How should leaders behave so as to maximize commit...
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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 book 'Change management' indicate that there are multiple psychological motives for showing resistance by employees or manage...
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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 favour of the change then we reward them and if they are not then they are punched.
So in what way we punish those employees...
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I'll never use the term 'Resistance to Change' again
I am working as a change manager in a German IT company. Somebody advised me the other day to read an article about resistance to change by Jeffrey an...
Usage (application): Resistance to Change is a Defensive Attitude...
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Addressing Concerns Against Change and their Remedies
According to Ken Blanchard in the article Mastering the Art of Change (Training Journal, January 2010), it is important for leaders to address the f...
Usage (application): Change Management, Organizational Change, Turnaround Management
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Personal Networks of Successful Change Agents
Organizational change is often difficult to achieve because it disturbs the hierarchical structures and the way to accomplish things. For this reason ...
Usage (application): Leading Major and Minor Change Initiatives
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Leadership Strategies for Change
In response to the high rate of change failure, Ken Blanchard and his team have developed the Blanchard Leading Through Change program, in whic...
Usage (application): Initiate, implement, develop and sustain change
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Understanding Why Resistance Occurs
The concept of bases of social power is very important for organizations in the context ...
Usage (application): Why Acknowledging the Power of Employees is Important
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Key Success Factors when you're Designing your Change Management Program
In their article "Making Change Happen, and Making It Stick" (published in the online edition of strategy+business, December 20, 2010), Ashley Harshak...
Usage (application): Best Practices, Change Management, Organizational Change
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What Change Agents Should I Use?
When choosing between internal or external change agents, organizations should consider following advantages and disadvantages of each o...
Usage (application): Change Management, Organizational Change, Turnaround Management
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The Need to Communicate the REASONS for Change
1072 survey contributors commented on how improve their chances of thriving, by communicating in ways that build trust and engage people. For these co...
Usage (application): Change Management
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Critical Leadership Skills
In order to tackle all six stages of concern mentioned by Ken Blanchard in the article Mastering the Art of Change (Training Journal, January 2010),...
Usage (application): Tackling the Six Stages of Concern
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Role of Recruiting in Organization Culture So Hard? The ASA Model (Schneider)
Why is changing an organization culture so difficult? Because, once it is established, a culture has the tendency to strengthen itself, become more ho...
Usage (application): Organization Culture, Culture Change, Corporate Culture, Change Management, Recruitment
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Assessing the Risks of Change and the Organizations Capacity for Change
In their book "Transforming Public and Nonprofit Organization Stewardship for Leading Change", James Edwin Kee and Kathryn E. Newcomer argue that th...
Usage (application): Leading Change
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Six Crucial Mind Shifts for Strategy Execution / Implementation
Speculand (2009) suggests six mind shifts that people should consider when they're implementing new strategies in organizations. These are outlined an...
Usage (application): Change Management, Strategic Change, Resistance to CHange, Strategy Implementation
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Strategic Change: Why, What, When, Who and How
If we need to change strategically, we need to think about why, what, when, who and how:
- Why do we want to change? - the constraints imp...
Usage (application): Preparing Strategic Change
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The 7C Framework for Successful Personal and Professional Change
In the article 'Managing Yourself: How to Embrace Complex Change", Brimm (2015) provides a framework of seven Cs that can guide one successfully thro...
Usage (application): Personal Change, Professional Change, Personal Transition, Professional Transition, Embracing Change
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The Role of the CEO in Strategic Change Initiation
In management literature the role of the CEO in formulating and implementing strategic change has often been emphasized.
An interesting view to s...
Usage (application): Communicating Strategic Change
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Новости
изменение айсберг
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Новости
изменение сопротивление
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Видео
изменение айсберг
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Видео
изменение сопротивление
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Презентации
изменение айсберг
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Презентации
изменение сопротивление
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Более
изменение айсберг
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Более
изменение сопротивление
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Сравните с Change Management Iceberg (Айсберг управления изменениями): Change Model Beckhard (Модель перемен Beckhard) | Changing Organization Cultures (Изменение организационных культур) | Forget Borrow Learn (Забыть, занять, выучить) | Change Phases (Фазы перемен) | Appreciative Inquiry (Восприимчивое дознание) | Positive Deviance (Позитивное отклонение) | DICE Framework (Концепция DICE) | Force Field Analysis (Анализ силового поля) | Core Group Theory (Теория центральной группы) | Bases of Social Power (Основания социальной власти) | MSP | PMMM | Planned Behavior (Запланированное поведение) | Business Process Reengineering (Реорганизация бизнес процессов) | Kaizen (Кайдзен) | Dimensions of Change (Параметры перемен) | Seven Habits (7 привычек) | Levels of Culture (Уровни культуры) | Culture Types (Культурные типы) | RACI
Возврат на главную страницу: Изменение и Организация | Коммуникация и Навыки | Человеческие ресурсы | Лидерство | Менеджмент программ и проектов
Больше: Методы, Модели и Теории Менеджмента
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Special Interest Group Leader
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