Managing Change - "control" or "shaping" - which one are you?

Palmer et al (2006) states that change managers have a specific “image or mental model of what they think is achievable” (p. 9). Words such as “director, navigator, caretaker, coach, interpreter, and nurturer” (p. 24) may help in explaining how a change manager may consider their role within the change process. As indicated by various references we have read this week, there are numerous approaches to implementing change. But as Palmer et al (2006) points out, “we need to appreciate how our image both illuminate certain aspects of change and take us away from paying attention to other aspects” (p. 9). As demonstrated by the case studies in this week’s text, change must occur in order to stay competitive in today’s global arena. The digital age has made certain of this and organisations must adapt quickly to the opportunities it provides or they will die. Change however requires some thought because change affects many different shareholders within and outside of the organisation such as shareholders and investors, employees at all levels and customers. It is imperative that these stakeholder’s interests are considered if a successful change is to be implemented and positively accepted.

Environment
Hughes et al (2006) and Vecchio (2006) both explain the importance of gaining employee trust and buy-in when dealing with organisational behaviour. Therefore an effective change manager or leader whether formal or informal must ensure that the image of change they portray paints a positive picture in the minds of all stakeholders. They must also ensure that they do not limit themselves to one image which may limit their line of thinking; resulting in the neglect of alternative outcomes because their have not considered all of the different perspectives (Palmer et al 2006). As noted in the actions of many organisations whether large or small, more and more are restructuring and implementing a matrix style organisational structure to encourage a more collaborative environment (Vecchio 2006). Socially responsible organisations also try to gain buy-in from communities because they know that this will also affect the changes their organisations will go through. And of course shareholders must also believe that the changes being carried will increase their return on investment. In addition more and more CEO’s are encouraging and leading leadership development programs within their own organisations to not only prepare the company for a fast changing global arena but also to encourage an entrepreneurial environment so that different perspectives and ideas are encouraged.

Image of change
Palmer et al (2006) write that there are “two key images” (p.24) of managing change; “management as control” (p. 24) and “management as shaping” (p. 24). Palmer et al (2006) go on to say that there are “three key images to change outcomes (intended, partially intended, unintended)” (p. 24). Subsequently there are six different images that may occur depending on the combination of the aforementioned images. These images as previously mentioned in the paragraph one are “director, navigator, caretaker, coach, interpreter, and nurturer” (Palmer et al 2006: 24).

References

Hughes, R.L., Ginnett, R.C., Curphy, G.J. (2006) Leadership: Enhancing the lessons of
experience. 5th ed. McGraw Hill: country-regionplaceSingapore.

Lawler, E. (2004) Leading a Vituous-Spiral Organization by Edward E. Lawler: Leader to leader, No. 32 Spring 2004 [Online] Available from: http://www.leadertoleader.org/knowledgecenter/L2L/spring2004/lawler.html (Accessed 17
May 2007)

Palmer, I., Dunford, R., Akin, G. (2006). Managing Organisational Change: A multiple
Perspective Approach. McGraw-Hill Irwin: New York

Vecchio, R. P. (2006) Organizational Behavior: Core Concepts. 6th ed. Mason, OH: Thomas
South-Western