Change Management and Growth is depicted in the iceberg of Wilfred Kruger, which is, arguably, the best written document capturing the essence of change.
Change Management and Growth
Change management and Growth involve a number of concepts including those of Andrew Pettigrew and Richard Whip.
Wikipedia has this to Say.
Change management (sometimes abbreviated as CM) is a collective term for all approaches to preparing and supporting individuals, teams, and organizations in making organizational change. It includes methods that redirect or redefine the use of resources, business process, budget allocations, or other modes of operation that significantly change a company or organization. Organizational change management (OCM) considers the full organization and what needs to change, while change management may be used solely to refer to how people and teams are affected by such organizational transition. It deals with many different disciplines, from behavioral and social sciences to information technology and business solutions.
In a project-management context, the term “change management” may be used as an alternative to change control processes wherein changes to the scope of a project are formally introduced and approved.
Change management is faced with the fundamental difficulties of integration and navigation, and human factors.
Traditionally, organizational development (OD) departments overlooked the role of infrastructure and the possibility of carrying out change through technology. Now, managers almost exclusively focus on the structural and technical components of change. Alignment and integration between strategic, social, and technical components requires collaboration between people with different skill-sets.
Managing change over time, referred to as navigation, requires continuous adaptation. It requires managing projects over time against a changing context, from inter-organizational factors to marketplace volatility. It also requires a balance in bureaucratic organizations between top-down and bottom-up management, ensuring employee empowerment and flexibility.
One of the major factors which hinders the change management process is people’s natural tendency for inertia. Just as in Newton’s first law of motion, people are resistant to change in organisations because it can be uncomfortable. The notion of doing things this way, because ‘this is the way we have always done them’, can be particularly hard to overcome. Furthermore, in cases where a company has seen declining fortunes, for a manager or executive to view themselves as a key part of the problem can be very humbling. This issue can be exacerbated in countries where “saving face” plays a large role in inter-personal relations.
To assist with this, a number of models have been developed which help identify their readiness for change and then to recommend the steps through which they could move. A common example is ADKAR, an acronym that stands for awareness, desire, knowledge, ability, and reinforcement. Whichever is the first level that does not apply to an individual, team, or organization is the first step to complete in helping them change.
The Greiner Curve.
The Growth Phase model of Larry Greiner suggests that organisations go through between 5 and 6 phases of growth and need appropriate strategies and structures to cope,
Creativity, Direction, Delegation, Coordination and Monitoring, Collaboration and the recently added 6th being Extra Organisational Solutions.
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