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Change Management Iceberg av Wilfried Krüger är en stark visualisering av vad som har framlagts som det viktigaste med förändring i organisationer: hanterandet med barriärer.
Toppen av isberget
Enligt Krüger överväger många förändringsledare endast det som finns i toppen på isberget: Kostnad Kvalitet och Tid (”Problemhantering”).
Under ytan av isberget
Emellertid under vattenytan finns det ytterligare två dimensioner av förändring och implementeringsledning:
- Hantering av uppfattningar och övertygelser, och
- Ledning av Makt och Politik
Vilken typ av barriärer uppstår, och vilken typ av implementeringsledning är därför nödvändig, beror på:
1. typ av förändring
- hårda saker ”endast” (informationssystem, processer) just bara skrapa på ytan,
- mjuka saker (värderingar, mindsets och kapaciteter/förmågor) är mycket mer djupa
2. den tillämpade förändringstrategin
- revolutionär, dramatisk förändring som i Business Process Reengineering
- evolutions- inkrementell förändring som i Kaizen
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Personer som är involverade vid förändring
- Opponenter har både en negativ allmän inställning mot förändring OCH ett negativt beteende mot denna särskilt personliga förändring. De behöver kontrolleras av de som hanterar och leder Uppfattningarna, och Övertygelserna som förändrar deras sinne så långt som är möjligt.
- Upphovsmännen har å ena sidan både en positivt allmän inställning till förändring OCH de är särskilt positiva om just denna förändring där de är personligen involverade. De tar fördel av förändringen och kommer därför att stötta den.
- Dolda opponenter har en negativ allmän inställning till förändring, även om de verkar att understödja förändringen på en ytlig nivå (”opportunister”). Här är ledningen av uppfattningar och övertygelser som stöttats av information (problemhantering) nödvändig för att förändra deras inställning.
- Potentiella Upphovsmän/Främjare har en allmänt positiv inställning till förändring, hur som helst av vissa bestämda skäl är de inte riktigt övertygade (ännu) om denna särskilda förändring. Ledning av Makt- och Politik verkar vara det mest lämpliga i detta fall.
Att hantera förändring
Krüger menar att generellt så har ledningen en permanent uppgift och utmaning med att ta itu med förändring. Ytlig problemhantering/ledning kan endast uppnå resultat på en nivå som just är i nivå med godtagandet som är under ytan. Grunden för Change Management/Förändringsledning finns i både den mellanmänskliga och beteendemässiga dimensionen och den normativa och kulturella dimensionen och är en del av Ledningen av Makt och Politik, och till ledningen av uppfattningar och övertygelser.
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Artikel: Wilfried Krüger - Implementation: the Core Task of Change Management, CEMS Business Review, Vol. 1, 1996
Bok: Michael A. Beitler - Strategic Organizational change
Bok: Linda Ackerman Anderson, Dean Anderson - The Change Leader's Roadmap
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