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Change Management Image Self-Reflection
Organizational change can look very different depending on the organization, the
potential change, and the leadership implementing the change. Change is sometimes frustrating,
satisfying, creative, or rational (Liberty University, 2022). Living and working in an ever-
changing world and society, businesses must implement change to continue to grow and be
prosperous. Unfortunately, these changes are not always implemented correctly to receive the
greatest outcome. In addition, Shulga (2021) explained that “employee reactions to
organizational change play a crucial role in successful adaptation to change and change
effectiveness” (p. 500). In the reading this week, we learned about the images we have as
leaders, how we look at change management, the image of change agents’ roles, and how each
affects the outcome of the change. In addition, Bamidele-Sadiq, (2018) identified change as
constant and a continuous norm. Change managers have certain characteristics that define how
they handle change. These characteristics are listed in the six images framework.
Bamidele-Sadiq, (2018), highlighted Palmer, Dunford, and Buchanan’s six images of a
change manager, they are: director, navigator, caretaker, coach, interpreter, and nurturer. Change
managers must be able to identify the need associated with the change and implement the
necessary image to accomplish the expected outcome. Each image has its own set of
characteristics that is displayed during a change. As a director, change managers can guide the
organization through change with control and strategic planning. A director uses his or her
optimistic view toward change to achieve the intended outcomes (Liberty University, 2021).
Change managers use this form of change management when there are not many solutions or the
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need to change has become urgent for business success. The image of the navigator is used to
bring focus to a team effort. Navigators identify the appropriate options and resources necessary
to implement change. Navigators are seen as planners within change management. Liberty
University (2022) states “Change managers as navigators are advised to encourage staff
involvement” (p. 40). Like the director and navigator, the image of the caretaker has some
control, however, the role in change is limited. Managers under this image look more to
smoothing the transition through the change rather than controlling whether the change takes
place or not.
Unlike the previously mentioned images of change management, the coach is used to
build, motivate, and encourage to achieve the intended outcome of change. Just like an athletic
coach, the change manager sees the potential in an individual and then develops a plan and
strategies to reach their full potential. In change, this occurs through developed problem-solving
skills and autonomy (Terbaik et al., 2023). Interpreters are responsible for providing explanations
of what change means within an organization. Change managers as interpreters must be able to
motivate through positive communication on organizational change. In addition, Terbaik et al.,
outlined “By providing a positive interpretation of the events, management must attempt to alter
the mentality and related actions to increase support” (Interpreters, para. 4).
As a nurturer, change managers encourage involvement in decision-making and problem-
solving (Liberty University, 2022). The change manager sees the positive, unfortunately, during
this image the change that takes place is small. However, the nurturer image drives motivation
and resiliency. As we know change is unavoidable, however, the method in which organizations
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choose to deal with and implement the change will have positive or negative outcomes related to
the change.
Self-Assessment
The self-assessment identified my top image as a Coach. This self-assessment is accurate
as in my current role as HR Manager I am always finding ways to help others reach their fullest
potential as well as fostering positive change for the organization. My perspective is that it is
important to identify growth opportunities and develop plans to achieve success that ultimately
are in alignment with organizational goals. My experience as a youth basketball coach allows me
to be comfortable with the Coach image as I can transfer some of the same strategies from the
court into the office. Although Coach was identified as my top image through the self-
assessment the other images weren’t far behind. As a leader, I am capable and comfortable with
interchanging leadership styles as the situation warrants, including change, to reach the intended
results and success for the organization.
Eddie Lampert and Sears
Based on the scenario, I believe that Eddie Lampert used both the Director and Navigator
images of change management. Eddie Lampert had innovative ideas and was able to navigate the
merger between Sears Roebuck and Kmart which produced initial success. However, Lampert
controlled the decision-making process and declined to accept the ideas or feedback from his
colleagues. As a remote leader, Lampert only focused on the topics in which he shared his
interests and only provided negative feedback as a method of controlling. His lack of
accountability, visibility, and unwillingness to work and provide autonomy contributed to poor
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performance and profit loss. As noted by Payne et al., (2023) “the leader should hold himself, as
others will, accountable for his leadership behaviors, his actions in attempting or accomplishing
change” (p. 438).
Self-Assessment Approach for Change Management at Sears
Using my dominant image as a Coach I would have implemented team-building exercises
and created professional development modules that would have promoted unity amongst the
business units. I would have also implemented programs that increase employees' appreciation
and their feeling of value to the company. As a director, I would have requested to meet with Mr.
Lampert to outline the data from the concerned areas and provide him with strategic goals and a
timeline. This meeting is a result of information learned about his interest in technology and
numbers.
Conclusion
An organization's ability to effectively maneuver through change management is a
measure of success for the organization. Understanding the six images of change framework
should be at the top of an organization’s strategic plan. This assignment highlights the fall of one
of the largest and most profitable retailers in the world. However, the inability to operate through
the change and lack of effective communication contributed to the downfall. Ecclesiastes 3:1
(New International Version) reminds us “There is a time for everything and a season for every
activity under the heavens”. As a Christian leader, my knowledge of God’s word that there is a
season for all things gives me hope that regardless of which image I find myself in, I can trust in
Him.
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References
Bamidele-Sadiq, M. (2018). Leading the change with six images of a change leader. Westcliff
International Journal of Applied Research, 2(2), 18-23.
https://doi.org/10.47670/wuwijar201822MBS
Bible Gateway Passage. New International Version. Bible Gateway. (n.d.). Retrieved from
https://www.biblegateway.com
Liberty University. (2022). Leading organizational change. New York: McGraw Hill
Payne, D., Trumbach, C., & Soharu, R. (2023). The values change management cycle: Ethical
change management. Journal of Business Ethics, 188(3), 429-440.
https://doi.org/10.1007/s10551-022-05306-8
Shulga, L. V. (2021). Change management communication: The role of meaningfulness,
leadership brand authenticity, and gender. Cornell Hospitality Quarterly, 62(4), 498-515.
https://doi.org/10.1177/1938965520929022
Terbaik, K., Team, L. F., & Enamtechsolutions.com. (2023, April 21). The 6 images of Change
Management. Leadership Fluent. https://leadershipfluent.com/images-of-change-
management/
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