|
 The Change Management Iceberg of Wilfried Krüger
is a strong visualization of what is arguably the essence of change in
organizations: dealing with barriers.
According to Krüger many C. managers
only consider the top of the iceberg: Cost, Quality and Time ("Issue
Management").
However, below the surface of the water
there are two more dimensions of
C.
and implementation M.:
- M. of Perceptions and
Beliefs, and
- Power and Politics M.
What kind of barriers arise, and what
kind of Implementation M. is consequently needed, depends
on:
- the kind of
C.
- hard things
"only" (information systems, processes) just scratches the surface,
- soft things
also (values, mindsets and capabilities) is much more profound
- the applied
C.
strategy
-
revolutionary, dramatic change as in Business
Process Reengineering
-
evolutionary, incremental change as in
Kaizen
Below the surface of the CM Iceberg:
- Opponents have both a negative
general attitude towards
C.
AND a negative behaviour towards this
particular personal
C. They need to be controlled by
M. of
Perceptions and Beliefs to change their minds as far as possible.
- Promoters on the other hand
have both a positive generic attitude towards
C.
AND are positive
about this particular
C.
for them personally. They take advantage of
the
C.
and will therefore support it.
- Hidden Opponents have a
negative generic attitude towards
C.
although they seem to be
supporting the
C.
on a superficial level ("Opportunists"). Here
M. of Perceptions and Beliefs supported by information (Issue
M. ) is needed to change their attitude.
- Potential Promoters have a
generic positive attitude towards
C.
, however for certain reasons they
are not convinced (yet) about this particular
C. Power and Politics
M. seems to be appropriate in this case.
According to Krüger dealing with
C.
is a
permanent task and challenge for general M. Superficial Issue
M. can only achieve results at a level consistent with the
Acceptance that is below the surface. The base of the CM is rooted in both the interpersonal and behavioural
dimension and the normative and cultural dimension, and is subject to
Power and Politics M. and to the M. of Perceptions and
Beliefs.
Book: Michael A. Beitler - Strategic Organizational
C. -
Book: Linda Ackerman Anderson, Dean Anderson - The
C. Leader's Roadmap
: How to Navigate Your Organization's Transformation -
Compare with the Change Management
Iceberg: Change Model Beckhard |
Changing Organization Cultures |
Change Phases |
Force Field Analysis |
Core Groups |
Bases of Social Power
|
Planned Behavior
| History of VBM
| Business Process Reengineering
| Kaizen |
Dimensions
of Change |
Seven Habits |
Levels of Culture
| RACI
More management models
|
