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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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Автоматический переход к другим полезным источникам, касающимся Управление изменениями (Айсберг).
Новости
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Видео
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Презентации
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Книги
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Академический
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Более
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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
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