managing change 12
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New_Ch_12_RD.pptChapter 12
The Effective Change Manager: What Does It Take?
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Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
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Providing the Skills to Successfully Manage Change Managing Organizational Change: A Multiple Perspectives Approach, 3e, by Palmer, Dunford, and Buchanan, offers managers a multiple perspectives approach to managing change that recognizes the variety of ways to facilitate change and reinforces the need for a tailored and creative approach to fit different contexts.
The third edition offers timely updates to previous content, while introducing new and emerging trends, developments, themes, debates, and practices.
Highlights of the third edition include: • New coverage of contemporary topics throughout, such as “depth of change”
(Chapters 1, 4, and 12), change in a recession (Chapter 3), the built-to-change organization (Chapter 4), and the impact of social media and the communication “escalator” (Chapter 7).
• A new chapter, “The Effective Change Manager: What Does It Take?” (Chapter 12), exploring competency frameworks, interpersonal communication processes and skills, issue-selling tactics, and the need for the change manager to be politically skilled.
• Improved visual appeal with more graphics and occasional memorable cartoons.
Now available with —the leading adaptive learning resource.
connect.mheducation.com
Providing the Skills to Successfully Manage Change Managing Organizational Change: A Multiple Perspectives Approach, 3e, by Palmer, Dunford, and Buchanan, offers managers a multiple perspectives approach to managing change that recognizes the variety of ways to facilitate change and reinforces the need for a tailored and creative approach to fit different contexts.
The third edition offers timely updates to previous content, while introducing new and emerging trends, developments, themes, debates, and practices.
Highlights of the third edition include: • New coverage of contemporary topics throughout, such as “depth of change” (Chapters 1, 4, and 12),
change in a recession (Chapter 3), the built-to-change organization (Chapter 4), and the impact of social media and the communication “escalator” (Chapter 7).
• A new chapter, “The Effective Change Manager: What Does It Take?” (Chapter 12), exploring competency frameworks, interpersonal communication processes and skills, issue-selling tactics, and the need for the change manager to be politically skilled.
• Improved visual appeal with more graphics and occasional memorable cartoons.
Now available with —the leading adaptive learning resource.
connect.mheducation.com
Change Managers: Who Are They?
- ‘Change manager’ is a term that has broad application to people with a diverse range of involvement in organizational change processes.
- This diversity of involvement is captured in the wide range of terms used to describe people with some organizational change role, for example:
change manager, change agent, change sponsor, change implementer, change adapter, change generator, change catalyst, process helper, product champion, resource linker
- Change management can be found at all levels of an organization.
- The management of an organizational change process is likely to require the complementary contributions, advice and support of a number of ‘change managers’
Change Managers: Who Are They?
Change Emerging From the Middle (or Below)
Change Managers; What Kind of Role is This?
Change Management Competencies
Political Skill & the Change Manager
Do You Want to be a Change Manager?
12-*
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Change Emerging from the Middle (or Below)
- Despite their traditional characterisation as change resistant, middle managers often play a key role in bringing about organizational change (see e.g., Wooldridge et al, 2008)
- ‘Quiet leaders’, ‘tempered radicals’, ‘ideas practitioners’ and ‘stealth innovators’, ‘disruptive innovators – some of the names given to people who may not have a senior or even middle management role but who through their ingenuity, receptiveness to new ideas, networking, risk-taking and political skills can be driving forces behind organizational change.
- Implications:
an organization’s most valuable change managers may not be visible and may not be those who have been formally appointed to change management roles
Managers should try to find the ‘hidden influencers’ as the latter can have a significant effect on the extent to which people ‘buy into’ a proposed change
Change Managers: Who Are They?
Change Emerging from the Middle (or Below)
Change Managers; What Kind of Role is This?
Change Management Competencies
Political Skill & the Change Manager
Do You Want to be a Change Manager?
12-*
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Change Managers:
What Kind of Role is This?
Challenging in a way that is stressful, high-pressure, fast-paced and high risk/vulnerable, placing a premium on resilience.
Challenging in a way that is exciting, stimulating and energising through exposure to a wide range of strategic and operational issues, enhanced network-building opportunities and opportunity to demonstrate capabilities.
Change Managers: Who Are They?
Change Emerging from the Middle (or Below)
Change Managers; What Kind of Role is This?
Change Manager Competencies
Political Skill & the Change Manager
Do You Want to be a Change Manager?
12-*
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Change Management Competencies
- McBer Competency Model (Cripe, 1993)
- Buchanan-Boddy Change Manager Competency Model (Buchanan & Boddy, 1992)
- CMI Change Manager Master Level Competency Model (Leys, 2012)
- A counter view – the role of intimidation (Kramer, 2006)
Change Managers: Who Are They?
Change Emerging from the Middle (or Below)
Change Managers; What Kind of Role is This?
Change Management Competencies
Political Skill & the Change Manager
Do You Want to be a Change Manager?
12-*
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Political Skill and the Change Manager
- While ‘being political’ is often a term of criticism, being viewed as ‘politically skilful’ is often a compliment which may refer to such things as a person’s ability to
understand the behaviour/motives of others (social astuteness)
recognise different power bases
influence others to support their position
build relationships (networking)
access and effectively use information
recognise what tactics will be most effective in a given situation.
- Being politically skilful (in this positive sense) is often a key part of being a successful change manager.
Change Managers: Who Are They?
Change Emerging from the Middle (or Below)
Change Managers; What Kind of Role is This?
Change Management Competencies
Political Skill & the Change Manager
Do You Want to be a Change Manager?
12-*
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Do You Want to be a Change Manager?
1. Career Moves:
Given all of its challenges, is this the right role for you? Is it the right role at this point in your career?
2. Repositioning
Is the current change ‘deep change’ with high stakes associated with its success or failure and, in light of this, how do you wish to position yourself?
3. The Politics
Are you comfortable with the political dimension of change management?
4. Strengths
What capabilities do you already have that are relevant to the change manager role? How will you build on these?
5. Gaps
Where are your gaps in regard to the capabilities that you would need as a change manager?
6. Action
Prepare a personal action plan that covers how strengths will be maintained and built, what weaknesses are allowable, and how gaps in capability will be filled.
Change Managers: Who Are They?
Change Emerging from the Middle (or Below)
Change Managers; What Kind of Role is This?
Change Management Competencies
Political Skill & the Change Manager
Do You Want to be a Change Manager?
12-*
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
