1. Managing Organizational Change
Chapter 2
Images of Managing Change

2. Images of Organizations
Affect our interpretations of what we think is going on
What we think needs to happen
How we think things should happen
aka “metaphors”, “frames”, or “perspectives”
Mental models (Senge)
Eg. Organizations as “machines” leads to “breakdowns” – strive to use multiple perspectives

3. Images of Managing Change: Where they Come From
Management as control
Planning, organizing, commanding, coordinating, controlling
Top-down, hierarchical view of managing
Management as shaping

4. P. 24 – Table 2.1 – Images of Managing Change
Images of Change Outcomes
Controlling… (activities)
Shaping…
(capabilities)
Intended
Image of managing change:
DIRECTOR
COACH
Partially Intended
NAVIGATOR
INTERPRETER
Unintended
CARETAKER
NURTURER

5. Management as Shaping More recent approach
Associated with a perceptive style of managing in which people are encouraged to be involved in decisions and to help identify how things can be done better
Shaping employee behaviour in ways that encourage them to take actions of most benefit to the organization
Toyota method

6. P. 25 – Corporate Capabilities
“Corporate capabilities are embedded in the fabric of the organization – in its practices, processes, systems, structures, culture, values, know-how and technologies.”
“While personal capabilities leave the organization when their owner does, corporate capabilities tend to endure, despite the comings and goings of individuals”

7. Images of Change Outcomes
Intended Change Outcomes
Intended change outcomes can be achieved
Change is treated as the realization of prior intent through the action of change managers

8. 3 Strategies for Producing Intentional Change (Chin & Benne, 1976)
Empirical-Rational Strategies
Assume people are rational and follow their own self-interest
Effective change occurs when a change can be demonstrated as desirable and aligned with the interests of the group affected by the change
Normative-Re-educative Strategies
Assume that changes occur when people dispense with their old, normative orientations and gain commitment to new ones

9. 3 Strategies for Producing Intentional Change (Chin & Benne, 1976) -- continued
Power-Coercive Strategies
Rely upon achieving intentional change by those with greater power gaining compliance in behaviour from those with lesser power
Can be through legitimate authority or more coercive means

10. Partially Intended Change Outcomes
In this image, some, but not all, change intentions are achievable
The link between what is intended and what is the final outcome is not necessarily direct (Mintzberg & Waters, 1985)
This is due to the fact that both intended and unintended consequences may emerge from the actions of change managers

11. Unintended Change Outcomes
There is less attention paid to this image within the change literature although it is common in the mainstream organizational theory literature
A variety of forces that either lead to:
Change outcomes that are not intended by managers, or
Inhibit the ability of managers to implement the changes that they desire
Forces may be internal or external to an organization

12. Six Images of Managing Change
Image 1: Change Manager as Director
Image 2: Change Manager as Navigator
Image 3: Change Manager as Caretaker
Image 4: Change Manager as Coach
Image 5: Change Manager as Interpreter
Image 6: Change Manager as Nurturer

13. Image 1: Change Manager as Director
Based on an image of management as control and of change outcomes as being achievable
It is up to the change manager to direct the organization in particular ways in order to produce the required change
Assumption – change is a strategic choice
An optimistic view that intentional change can be achieved– as long as the change manager follows the correct steps that need to be taken

14. Image 2: Change Manager as Navigator
Control is seen as at the heart of management action, although a variety of factors external to managers mean that while they may achieve some intended change outcomes, others will occur over which they have little control
Outcomes are at least partially emergent/controllable
The change unfolds differently over time and according to the context in which the organization finds itself
Change managers are urged to incorporate bottom-up involvement of staff in their approach

15. Image 3: Change Manager as Caretaker
The ideal image of management is still one of control, although the ability to exercise control is severely constrained by a variety of forces, both internally and externally driven, that propel change relatively independent of a manager’s intentions
3 organizational theories reinforce the caretaker image of managers of change: life-cycle, population ecology, and institutional

16. Image 4: Change Manager as Coach
The assumption is that change managers are able to intentionally shape the organization’s capabilities in particular ways
The coach relies upon building in the right set of values, skills, and “drills” that are deemed to be the best ones that organizational members, as players, will be able to draw on adeptly in order to achieve desired organizational outcomes
Traditional organizational development (OD) theory reinforces the manager as coach image

17. Image 5: Change Manager as Interpreter
The change manager creates meaning for other organizational members, helping them to make sense of various organizational events and actions
Managers “need to be able to provide legitimate arguments and reasons for why their actions fit within the situation and should be viewed as legitimate”
Better change managers are those who are able to dominate stories and understandings about the meaning of a specific change (and don’t allow speculation to take over)

18. Image 6: Change Manager as Nurturer
Assumes that even small changes may have a large impact on the organization and managers are not able to control the outcome of these changes
Managers enable positive self-organizing to occur
Chaos theory supports this image – change is non-linear, is fundamental rather than incremental, and does not necessarily entail growth

19. Three Key Uses of the Six-Images Framework
Surfacing Our Assumptions about Change
Assessing Dominant Images of Change
Using Multiple Images and Perspectives of Change