Fluent Essays

Read Cameron and Cameron's page 28 "Making sense of our results" and write an answer to the section "Food for thought" of 300 words or more. Title your posting with an appropriate title when you first post it. No references are required for this forum posting Then read and respond to two other postings with 150-word thoughtful responses. ( Reply) Praise for the previous editions of Making Sense of Change Management ‘There has long been a need for a readable, practical but theoretically under- pinned book on Change which recognized a multiplicity of perspectives. By combining the behavioural, humanistic, organizational and cognitive perspectives and by helping the reader make sense of what each perspective brings to understanding Change, this book should help students and practitioners. By linking in work on personality tests such as MBTI™ the book breaks new ground from a practitioner point of view not least because these tests are widely used in practice. I thoroughly recommend it.’ Professor Colin Carnall, Director, Executive Education, Cass Business School ‘Change is a huge thing wherever you work. The key is to make change happen, and make it happen well – with everyone on side, and everyone happy. This book provides an extremely stimulating and accessible guide to doing just that. There are a few people at the Beeb who could do with this. I’ll definitely be placing copies on a couple of desks at White City.’ Nicky Campbell, Presenter Radio Five Live and BBC1’s The Big Questions ‘This excellent, comprehensive, well-written and logically laid out book presents change management processes, concepts, models and frameworks in clear terms; managers on my post-graduate, courses have remarked that this book, has been of immense value to them when planning and implementing change in their organisations – a more fitting testimony one cannot ask for.’ Alec Bozas, Graduate School of Business & Leadership, University of KwaZulu-Natal ‘In today’s rapidly changing world, where emerging markets are becoming the hot centres of action, no company’s change agenda can be a blueprint for 2 another. It is in this context that Making Sense of Change Management, a deeply analytical and thoughtful book on change management, delights. Rather than applying a rather over-simplified ‘silver bullet’ to every problem, the authors attempt to give the flavours and the perspectives, leading to informed choices one has to make. That, to me, is truly valuable.’ Rajeev Suri, India-based entrepreneur, CEO and former Head of Global Marketing, Infosys ‘This impressive book on change is an essential read for any professional manager who is serious about getting to grips with the important issues of making change happen.’ Dr Jeff Watkins, former MSc Course Director, Management Research Centre, University of Bristol ‘I commend it highly. It has a good coverage of relevant theoretical work while at the same time giving plenty of practical examples. It is written in an accessible style that engages the reader and it is full of useful ideas without being overly prescriptive or formulaic.’ Philip Sadler, author of a number of acclaimed business titles and former chief executive of Ashridge Business School ‘This provides a clear and thorough tour of different models of change.’ Richard Jolly, Adjunct Professor of Organizational Behaviour, London Business School ‘I really enjoyed this book. I like the straightforward approach, the inclusion of the author’s opinion and the insight provided by the case studies. This book will be very useful for those business managers in my organization who need to prepare themselves for tackling major organizational change.’ Andy Houghton, HR Director, Utilities Company and former Head of Organization Development, Retail Direct, Royal Bank of Scotland Group ‘If you’re interested in successfully managing and leading change, then read this book! It not only covers change from both the individual and organizational perspective, but also increases the number of options available to you.’ 3 Judi Billing, former Director of IDeA Leadership Academy, Improvement and Development Agency ‘This book is a great resource for managers thrown into the midst of change, who need to gain understanding of what happens when you try to make significant changes in a business, and how best to manage people through it. The authors have tackled a complex topic in a lively and engaging way, leading readers through the maze of theory available and offering just the right amount of practical advice.’ Andy Newall, Group HR Director, Imperial Tobacco ‘This practical handbook, combining contemporary management theory with very practical suggestions, is an indispensable tool for any manager involved in change processes. And aren’t we all …’ Adriaan Vollebergh, Managing Director, Tata Steel Plates, Tata Steel Europe ‘This is a book which lives up to its title. By combining a guide to the ideas of key thinkers on change and useful tips for making change happen, it really does provide a toolkit to help us to make sense of change. It is useful to see a focus on the individual, team and organizational levels, and in particular, on the role of the leader in the change process. It is written in a way that makes the book interesting to read both at length as well as to dip into.’ Dr Richard McBain, Head of Postgraduate Post Experience Programmes, Henley Business School ‘Surprisingly relevant to my role – a very readable and helpful insight into how to manage change today, with some teasers as to what to expect as the world evolves.’ David Owen, Senior Enterprise Architect, Oil and Gas Industry, Canada ‘A comprehensive guide on the topic of change management. What stands out is its wide coverage of the underpinning theories on change management as well as practical applications of these theories on different types of change. This makes the book a fantastic resource not just for field practitioners like me, but also for students studying the topic of change management.’ 4 Chris Chew, Head of Organization Development, IMC Pan Asia Alliance Pte Ltd ‘This book serves as an easily readable, un-intimidating, and comprehensive guide on understanding the complexities of various change projects. It provides advice and many a useful model to structure and manage a wide range of change initiatives. A practical toolkit on change management, both for students as well as practicing management professionals.’ George Philip, Principal Consultant, The Performance Factory, Oman ‘I use MSoCM as a desktop reference guide, always by my side. It is a very useful resource – intelligent, flexible and practical.’ Ali Nawaz K Showkath, Change Management Specialist, Borouge, UAE ‘This book has got it all! The introduction of lesser known change management models that add a new dimension to this fascinating field, practical advice rather than pure theory with tried and tested examples and the standard theory and models you will find in most change management books. If you need one book that covers everything you need to know, look no further!’ Anton Hingeston, Founding Director of Change Logic CS, South Africa ‘This book provides a comprehensive discussion of the theoretical and practical aspects of managing change, drawing on engaging examples to illustrate the practical application of the points raised. It also encourages the reader to stop, think and apply the information presented to their own work. I would recommend it to anyone learning about managing change, either as part of a programme of study, or a part of their work.’ Jaqui Hewitt-Taylor, Senior Lecturer, Faculty of Health and Social Sciences, Bournemouth University ‘A great book that helped my students look at change from a macro to micro view; from change effects on the whole down to the individual, demonstrating the importance of teamwork.’ Ashley Cooke, Senior Lecturer, Anglia Ruskin University ‘Change management is something which is either done well or appallingly 5 badly. This book guides leaders and managers towards successful implementation of change which embeds and becomes standard practice.’ Anne Fenech, International Fellow, University of Southampton 6 Additional online resources, including case studies and activities, can be accessed at www.koganpage.com/product/making-sense-of-change- management-9780749472580 7 http://www.koganpage.com/product/making-sense-of-change-management-9780749472580 jiangbingyu Highlight 8 Note on the Ebook Edition For an optimal reading experience, please view large tables and figures in landscape mode. This ebook published in 2015 by Kogan Page Limited 2nd Floor, 45 Gee Street London EC1V 3RS UK www.koganpage.com © Esther Cameron and Mike Green, 2004, 2009, 2012, 2015 E-ISBN 978 0 7494 7259 7 Full imprint details 9 http://www.koganpage.com jiangbingyu Highlight Contents Acknowledgements Introduction Who this book is aimed at The basic content of the book Why explore different approaches to change? Overview of structure Message to readers Part One: The Underpinning Theory 1 Individual change Introduction Learning and the process of change The behavioural approach to change The cognitive approach to change The psychodynamic approach to change The humanistic psychology approach to change Personality and change Managing change in self and others Summary and conclusions 2 Team change Introduction What is a group and when is it a team? Why we need teams The types of organizational teams How to improve team effectiveness What team change looks like 10 jiangbingyu Highlight The leadership issues in team change How individuals affect team dynamics How well teams initiate and adapt to organizational change Summary and conclusions 3 Organizational change How organizations really work Models of and approaches to organizational change Summary and conclusions 4 Leading change Introduction Visionary leadership Roles that leaders play Leadership styles, qualities and skills Different leadership for different phases of change The importance of self-knowledge and inner resources Summary and conclusions 5 The change agent Introduction Models of change agency The consulting process Change agent tools and frameworks Competencies of the change agent Deeper aspects of being a change agent Summary and conclusions Part Two: The Applications Strategic change process Overview of structure 6 Restructuring Reasons for restructuring 11 jiangbingyu Highlight jiangbingyu Highlight jiangbingyu Highlight The restructuring process Restructuring from an individual change perspective: the special case of redundancy Enabling teams to address organizational change Conclusion 7 Mergers and acquisitions The purpose of merger and acquisition activity Lessons from research into successful and unsuccessful mergers and acquisitions Applying the change theory: guidelines for leaders Summary 8 Culture and change Introduction Perspectives on culture How do we get a specific culture in the first place? Values – the key to understanding culture Facilitating culture change Shifting sands of culture Summary of key principles of cultural change 9 Project- and Programme-led change Introduction Understanding projects and programmes Project success rates Shortcomings of project management approaches Balancing flexibility with control Improving the governance and organizational leadership of projects Conclusion Part Three: Emerging Inquiries 10 Complex change 12 Introduction When is change complex? Understanding how complexity science applies to organizational change Tools that support complex change The role of leaders in complex change Summary and conclusions 11 Leading change in uncertain times Introduction The impact of uncertainty on our working lives Decision making in an uncertain world Skills and tools to support leading change through uncertainty Summary and conclusions Conclusion How to get in touch with the authors of this book References Index 13 Acknowledgements We want to start by acknowledging the many people in organizations with whom we have worked over the years. You are all in here in some shape or form! We have worked with many generous, courageous and inspiring managers of change who we thank for the privilege of working alongside them to make real change happen. Without these experiences the book would be a dry catalogue of theory, devoid of life and character. Then of course there are our colleagues who challenge and support us every day as we reflect on our work and make decisions about what to do next. Particular thanks go from Mike to Andy Holder, Mhairi Cameron, Philip Darley and Tim Hockridge, who probably do not know how much they are appreciated, and to Mike’s MBA and Executive Education Programme Members at Henley Business School for a never-ending supply of ideas and challenges. Esther wants to specially acknowledge Nick Mayhew for his encouragement, wisdom and sensitive feedback, particularly in relation to Chapter 11, and Anne-Marie Saunders and Alex Clark for their humour, friendship and generosity in sharing their expertise; so many of their insights are embedded in this book. Also, thanks go to Esther’s learning set who really boosted the leadership chapter in particular. Thanks too to Bill Critchley for his ideas on linking metaphor and change, which form the bedrock of the organizational change chapter. Really special thanks go to Ailsa Cameron for her wonderful pictures, which soften the pages so beautifully. We also want to thank from the bottom of our hearts the hard-working reviewers who squeezed the time out of their busy agendas to read draft versions of these chapters. Special thanks go to Louise Overy, Steve Summers, Duncan Cameron, Mervyn Smallwood, Peter Hyson, Richard Lacey and Richard Smith for their timely and thoughtful suggestions throughout the iterative process of writing the book. Our families have helped too by being very patient and supportive. So love and thanks from Mike to his children Lewin, Oliver and Brigit, who 14 make it all worthwhile. Love and thanks too from Esther to Duncan, Ailsa, Ewan and Katka amongst many others who have walked dogs and cleaned up when I’ve had my head in my PC. We also want to thank each other. We have learnt a lot from this rich and sometimes rocky process of writing a book together. We do not always see things the same way, and we do not work from an identical set of assumptions about change, so the book is the culmination of much healthy airing of views. Let’s hope we are still writing, talking and enjoying each other’s company many years from now. Note: The Myers-Briggs Type Indicator™ and MBTI™ are registered trademarks of Consulting Psychologists Press. Anyone interested in knowing more about Myers-Briggs should contact Consulting Psychologists Press in the United States (800-624-1765) and OPP in the UK (0845 603 9958). 15 Introduction I balance on a wishing well that all men call the world. We are so small between the stars, so large against the sky, and lost amongst the subway crowd I try and catch your eye. Leonard Cohen This book is about making sense of change management. The world we live in continues to change at an intense rate. Not a day goes by, it seems, without another important discovery or boundary-pushing invention in the scientific fields. The economics of globalization seems to dominate much of our political and corporate thinking, while the shadow side of globalization – refugees, exploitation, terrorism and the like – develops at an equally alarming pace. The rate of change and discovery outpaces our individual ability to keep up with it. The organizations we work in or rely on to meet our needs and wants are also changing dramatically, in terms of their strategies, their structures, their systems, their boundaries and of course their expectations of their staff and their managers. WHO THIS BOOK IS AIMED AT 16 Making Sense of Change Management is aimed at anyone who wants to begin to understand why change happens, how change happens and what needs to be done to make change a more welcoming concept. In particular we hope that leaders and managers in organizations might appreciate a book that does not give them the one and only panacea, but offers insights into different frameworks and ways of approaching change at an individual, team and organizational level. We are mindful of the tremendous pressures and priorities of practising managers – in both the private and the public sectors – and Making Sense of Change Management is our attempt at making their lives that little bit easier. It is also our attempt at convincing them that addressing the issues that cause change to be so poorly managed in organizations will lead not only to more satisfying experiences for them, but to more fulfilling lives for their staff. Framework: an essential supporting structure; Model: a simplified description of a system; Tool: a thing used in an occupation or pursuit; Technique: a means of achieving one’s purpose. Concise Oxford Dictionary Students of learning – be they MBA or MSc programme members, or individuals who just want to do things better – will hopefully find some models, tools and techniques that bridge the gap between the purely academic and the more pragmatic aspects of management theory and practice. The intention is to help them to make sense of the changes that they will undergo, initiate and implement. THE BASIC CONTENT OF THE BOOK We focus our attention on individual, team and organizational change with good reason. Many readers will be grappling with large-scale change at some point, which might be departmental, divisional or whole organizational 17 change. Whatever the level or degree of organizational change, the people on the receiving end are individual human beings. It is they who will ultimately cause the change to be a success or a failure. Without looking at the implications of change on individuals we can never really hope to manage large-scale change effectively. In addition, one of the themes of organizational life over recent years has been the ascendancy of the team. Much of today’s work is organized through teams and requires team collaboration and teamworking for it to succeed. Very little has been written about the role of teams in organizational change, and we have attempted to offer some fresh ideas mixed with some familiar ones. A thread running through the book is the crucial role of leadership. If management is all about delivering on current needs, then leadership is all about inventing the future. There is a specific chapter on leadership, but you will find the importance of effective leadership arising throughout. In some respects the chapters on individual, team and organizational change, together with the chapter on leadership of change, are freestanding and self-contained. However, we have also included application chapters where we have chosen a number of types of change, some of which, no doubt, will be familiar to you. These chapters aim to provide guidelines, case studies and learning points for those facing specific organizational challenges. Here the individual, team and organizational aspects of the changes are integrated into a coherent whole. We have made a major revision to the culture change chapter and replaced the IT-based process change chapter with a new chapter on the effectiveness of project-led change. WHY EXPLORE DIFFERENT APPROACHES TO CHANGE? Managers in today’s organizations face some bewildering challenges. Paul Evans (2000) says that 21st-century leadership of change issues is not simple; he sees modern leadership as a balancing act. He draws our attention to the need for leaders to accept the challenge of navigating between opposites. 18 Leaders have to balance a track record of success with the ability to admit mistakes and meet failure well. They also have to balance short-term and long-term goals, be both visionary and pragmatic, pay attention to global and local issues and encourage individual accountability at the same time as enabling team work. It is useful to note that while some pundits encourage leaders to lead rather than manage, Paul Evans is emphasizing the need for leaders to pay attention to both management and leadership. See the box for a list of paradoxes that managers at Lego are asked to deal with. THE 11 PARADOXES OF LEADERSHIP THAT HANG ON THE WALL OF EVERY LEGO MANAGER To be able to build a close relationship with one’s staff, and to keep a suitable distance. To be able to lead, and to hold oneself in the background. To trust one’s staff, and to keep an eye on what is happening. To be tolerant, and to know how you want things to function. To keep the goals of one’s department in mind, and at the same time to be loyal to the whole firm. To do a good job of planning your own time, and to be flexible with your schedule. To freely express your view, and to be diplomatic. To be a visionary, and to keep one’s feet on the ground. To try to win consensus, and to be able to cut through. To be dynamic, and to be reflective. To be sure of yourself, and to be humble. Source: Evans (2000) We believe that anyone interested in the successful management of change needs to develop the ability to handle such paradoxes. Throughout this book we offer a range of ideas and views, some of which are contradictory. We would urge you to try to create a space within yourself for considering a 19 variety of perspectives. Allow your own ideas and insights to emerge, rather than looking for ideas that you agree with, and discarding those you do not care for. It is highly probable that there is some merit in everything you read in this book! With so many choices and so many dynamic tensions in leadership, how does a manager learn to navigate his or her way through the maze? We have developed a straightforward model of leadership that acts as a strong reminder to managers that they need to balance three key dimensions; see Figure 0.1. Figure 0.1 Three dimensions of leadership Source: developed by Mike Green, Andy Holder and Mhairi Cameron Managers usually learn to focus on outcomes and tangible results very early on in their careers. This book is a reminder that although outcomes are extremely important, the leader must also pay attention to underlying emotions, and to the world of power and influence, in order to sustain change and achieve continued success in the long term. Leaders of change need to balance their efforts across all three dimensions of an organizational change: 20 outcomes: developing and delivering clear outcomes; interests: mobilizing influence, authority and power; emotions: enabling people and culture to adapt. Leaders are at the centre of all three. They shape, direct and juggle them. One dimension may seem central at any time: for example, developing a strategy. However, leadership is about ensuring that the other dimensions are also kept in view. The three balls must always be juggled successfully. In our experience, if you as leader or manager of change are unaware of what is happening (or not happening) in each of the three dimensions, then you will have ‘taken your eye off the ball’. Your chances of progressing in an effective way are diminished. The early chapters of this book give the reader some underpinning theory and examples to illustrate how people initiate change and react to change at an individual level, when in teams, or when viewed as part of a whole organization. This theory will help managers to understand what is going on, how to deal with it and how to lead it with the help of others. The later chapters take real change situations and give specific tips and guidelines on how to tackle these successfully from a leadership point of view. OVERVIEW OF STRUCTURE We have structured the book principally in three parts. Part One, ‘The underpinning theory’, comprises five chapters and aims to set out a wide range of ideas and approaches to managing change. Chapter 1 draws together the key theories of how individuals go through change. Chapter 2 compares different types of team, and examines the process of team development and also the way in which different types of team contribute to the organizational change process. Chapter 3 looks at a wide range of approaches to organizational change, using organizational metaphor to show how these are interconnected and related. Chapter 4 examines leadership of change, the role of visionary leadership, the roles that leaders play in the change process and the competencies that a leader needs to become a successful leader of change. Chapter 5 looks at the critical role and nature of the agent of change, both from a competency perspective and also 21 from the use of the self as an instrument for change. These chapters enable the reader to develop a broader understanding of the theoretical aspects of individual, team and organizational change, and to learn more about a variety of perspectives on how best to be a leader of change. This lays firm foundations for anyone wanting to learn about new approaches to managing change with a view to becoming more skilled in this area. Part Two, ‘The applications’, focuses on specific change scenarios with a view to giving guidelines, hints and tips to those involved in these different types of change process. These chapters are illustrated with case studies and make reference to the models and methods discussed in Part One. Chapter 6 looks at organizational restructuring, why it goes wrong, and how to get it right. Chapter 7 tackles mergers and acquisitions by categorizing the different types of activity and examining the learning points resulting from research into this area. Chapter 8 examines cultural change by looking at culture through a number of perspectives and asking the question as to how you might facilitate cultural change, and Chapter 9 attempts to shed some light on the impact that programme- and project-led approaches to change are having, and what could be improved to increase the chances of sustainable success. Table 0.1 Where to read about individual, team, organizational change and leading change 22 One of the clear things that has emerged for us in helping others lead and manage change is the tension between overly planning and controlling change on the one hand, and the fact that change is often not simple enough to plan or control on the other. In Part Three, Chapter 10 looks at the whole area of complexity science and how it can inform your approach when managing complex change. Chapter 11 looks at leading change in times of uncertainty. Please do not read this book from beginning to end in one sitting. It is too much to take in. We recommend that if you prefer a purely pragmatic approach you should start by reading Part Two. You will find concrete examples and helpful guidelines. After that, you might like to go back into the theory in Part One to understand the choices available to you as a leader of change. Likewise, if you are more interested in understanding the theoretical 23 underpinning of change, then read Part One first. You will find a range of approaches together with their associated theories of change. After that, you might like to read Part Two to find out how the theory can be applied in real situations. MESSAGE TO READERS We wish you well in all your endeavours to initiate, adapt to and survive change. We hope the book provides you with some useful ideas and insights, and we look forward to hearing about your models, approaches and experiences, and to your thoughts on the glaring gaps in this book. We are sure we have left lots of important things out! Do e-mail us with your comments and ideas, or visit us at: Esther: Website: www.integralchange.co.uk E-mail: [email protected] Mike: Website: www.transitionalspace.co.uk E-mail: [email protected] 24 http://www.integralchange.co.uk http://www.transitionalspace.co.uk Part One The underpinning theory All appears to change when we change. Henri Amiel Individual change is at the heart of everything that is achieved in organizations. Once individuals have the motivation to do something different, the whole world can begin to change. The conspiracy laws in the UK recognize this capacity for big change to start small. In some legal cases, the merest nod or a wink between two people seems to be considered adequate evidence to indicate a conspiratorial act. In some respects this type of law indicates the incredible power that individuals have within them to challenge existing power strongholds and alter the way things are done. However, individuals are to some extent governed by the norms of the groups they belong to, and groups are bound together in a whole system of groups of people that interconnect in various habitual ways. So the story is not always that simple. Individuals, teams and organizations all play a part in the process of change, and leaders have a particularly onerous responsibility: that is, making all this happen. We divided this book into three parts so that readers could have the option either to start their journey through this book by first reading about the theory of change, or to begin by reading about the practical applications. We understand that people have different preferences. However, we do think that a thorough grounding in the theory is useful to help each person to untangle and articulate his or her own assumptions about how … First forum-lixinrui I read this passage very conscientious and I totally agree with the authors. When I did not achieve one of my results I will say something make me look less bad or embarrassed.  1. Next time I can do better. Do not worry about, this is the past tense. When I did not pass the course or some events that I did not success. 2. My limiting belief is lack of new ideas.In fact, I am a person who likes to exchange ideas with you, but every time I can think the same as you. Over time, I think my thoughts are limited and I won't brainstorm.In the next work, we will rely on team members. 3. The opposite belief is trying harder. Because I'm a student, I say the situation of courses. Every time I get a course that is difficult for me, I will say in my heart that I may have to fail. I really can't do it again. This is a negative emotion, but I know that after that, I will work harder to learn this course, because I clearly know that if I don't work hard, I will definitely fail. This is a way for me to motivate myself. 4. Work is not only hard, but also requires a jumping way of thinking. I think I need to have and correct both of these points.If I always think actively and provide new ideas to the team members, I will be a different myself. People are stumbling on the road of growth，thus I can't flinch when I encounter difficulties. If I can actively face the difficulties and learn lessons in the process. In the next difficulties, I will meet them and bring different results. Second Psychological power--Tianliang Lai It was an unfamiliar environment when I first came to Canada, and I felt uncomfortable with it. Putting my own mentality under a lot of pressure. In this unfamiliar environment, there are no friends, no language, and completely different habits. It made me sleepless for a while. I told my parents about my situation at the time, but they thought it was easy to overcome, it was just a matter of time. Their indifference is my limited belief. But the opposite belief also made me realize that my own psychological endurance is the best way to resist stress. When I learned from my brother, my parents were worried about me but wanted me to grow up independently and have a strong heart. This is also my new belief. It allows me to adjust my mood and mentality more quickly, and then adapt to this life so that I can study and live happily in Canada.