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Management = Control; change outcomes are predictable and achievable

Change is a strategic choice & the survival and general well-being of the organisation depends on ‘it’

Assumes the change can be done, will work well, and the outcome will be ‘better’

‘N-step’ Theories & models - optimistic

…Navigator

Management = control most of the time; little control over some changes due to external factors

‘partial control’ means steering the change to avoid unforeseen obstacles

Contextualist, processual theories - assumption that change unfolds differently over time and is related to context

Change = continuous process with no guarantee of reaching “the final destination”, another destination may emerge

…Caretaker

Management = control however the ability to exercise it is severely constrained; The ‘good shepherd’ balancing forces that independently propel change; little influence over the direction of external forces; ‘deviant peers’ exist

Life-Cycle Theory - organisations pass through well defined stages

Population Ecology Theory - how the environment selects organisations for survival

Institutional Theory - change is similar and simultaneous across whole populations of organisations

…Coach

Management = intentional shaping; ‘change consultant’; building the tool set (values, skills, structures) the organisation can draw on to achieve desired outcomes

Traditional Organisational Development Theory - stresses the importance of humanism, democracy, individual development to organisational life

…Interpreter

Management = sense-making; creating meaning for other organisational members; dominating the stories and understanding about the meaning of a specific change

Sense-making Theory - Karl Weick’s 4 drivers

Through animation; By direction; by paying attention and updating; through respectful candid interaction

Management doesn’t create change it certifies change

…Nurturer

Management = facilitation, particularly those qualities that enable positive self-organisation

Assumes that small changes can have big impacts and specific outcomes and directions emerge they cannot be intentionally produced

Chaos/complexity Theory - non-linearity, emergence, self-organisation

Confucian/Taoist Theory - cyclical, processional, journey oriented, maintaining equilibrium...

Management = Control; change outcomes are predictable and achievable

Change is a strategic choice & the survival and general well-being of the organisation depends on ‘it’

Assumes the change can be done, will work well, and the outcome will be ‘better’

‘N-step’ Theories & models - optimistic

…Navigator

Management = control most of the time; little control over some changes due to external factors

‘partial control’ means steering the change to avoid unforeseen obstacles

Contextualist, processual theories - assumption that change unfolds differently over time and is related to context

Change = continuous process with no guarantee of reaching “the final destination”, another destination may emerge

…Caretaker

Management = control however the ability to exercise it is severely constrained; The ‘good shepherd’ balancing forces that independently propel change; little influence over the direction of external forces; ‘deviant peers’ exist

Life-Cycle Theory - organisations pass through well defined stages

Population Ecology Theory - how the environment selects organisations for survival

Institutional Theory - change is similar and simultaneous across whole populations of organisations

…Coach

Management = intentional shaping; ‘change consultant’; building the tool set (values, skills, structures) the organisation can draw on to achieve desired outcomes

Traditional Organisational Development Theory - stresses the importance of humanism, democracy, individual development to organisational life

…Interpreter

Management = sense-making; creating meaning for other organisational members; dominating the stories and understanding about the meaning of a specific change

Sense-making Theory - Karl Weick’s 4 drivers

Through animation; By direction; by paying attention and updating; through respectful candid interaction

Management doesn’t create change it certifies change

…Nurturer

Management = facilitation, particularly those qualities that enable positive self-organisation

Assumes that small changes can have big impacts and specific outcomes and directions emerge they cannot be intentionally produced

Chaos/complexity Theory - non-linearity, emergence, self-organisation

Confucian/Taoist Theory - cyclical, processional, journey oriented, maintaining equilibrium...

General points of the essay

10 Prinicples to Change Management A REVIEW OF CHAPTERS 4-8 OF Making Sense Of Change Management BY CAMERON AND GREEN Analyze the forces affecting the Human Resource Management role and discuss the ways in which the roles may change. CHANGE MANAGEMENT TOOLKIT Change Management Plan Control Change Process CrysTel Change Management change management in M&S Management of Change Process of Change Management Why is the management of change in HRM never that straightforward? Change Management Client's Theory Of Change Lewin's Three-Step Change Theory Soap Opera's: Treasure your children, because they'll change bodies, change faces, and grow up three times their age in a year

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