Six-Images Framework 1
Six-Images Framework
Chelsea Lowe
BMAL 504 Leading Organizational Change
Liberty University
Author Note
I have no known conflict of interest to disclose.
Correspondence concerning this article should be addressed to Chelsea Lowe. 13342
Savannah Club Dr, Charlotte, NC. 28273. Email: clowe10@liberty.edu
SIX-IMAGES FRAMEWORK 2
Six-Images Framework
Change management is all about adapting to the necessary changes that have been
implemented by new leadership. The six images described in this essay and defined by the Six-
Images Framework are director, navigator, caretaker, coach, interpreter, and nurturer. These
images control or shape the intended outcome designed by leadership.
Change Management Images
Change managers as directors see management as controlling the results as they wish to
achieve. The “n-step” model, developed by John Kotter, examines this approach as being a
messy and iterative process, but will increase the probability of a successful outcome (Palmer,
Dunford & Buchanan, 2017).
Change managers as navigators view outcomes as partly emergent as opposed to being
planned. The results of change are shaped by past and future context, not to direct but to identify
options, accumulate resources, monitor processes, and move through complexity (Palmer,
Duford & Buchanan, 2017).
Change managers as caretakers operate within three theories: life cycle, population
ecology, and institutional theory. Life cycle theory operates like the stages of life beginning with
birth and ending with death, and thus has an underlying trajectory or logic. Population ecology
theory is drawn from the Neo-Darwinism theory that focuses on survival or extinction. The
institutional theory perspective is not to explain change, but to understand the organizational
forms and practices (Palmer, et al., 2017). Overall, the caretaker manages with insignificant
impact on the course of the change.
Change managers as coaches assume that managers can intentionally shape the
capabilities of the business in numerous ways. Organizational development theory reinforces this
SIX-IMAGES FRAMEWORK 3
by highlighting the importance of core values like humanism, democracy, and individual
development (Palmer, Duford & Buchanan, 2017).
Change manager as interpreter creates meaning for others in the creation of specific tasks
ad is central to Karl Weick sense-making theory (Palmer, Duford & Buchanan, 2017). Interpreter
managers need to be able to provide legitimate arguments and reasons why their actions fit into
the situation and should be seen as legitimate.
Change manager as a nurturer nurtures the organization and develops qualities that allow
for self-organization which is driven by the chaotic nature of organizations. This includes the
chaos theory that change is not linear and does not entail growth (Palmer, Duford, & Buchanan,
2017).
JC Penny Under Ron Johnson
The appointment of Ron Johnson as chief executive officer was expected to be a good
move by the company due to his reputation and success with Apple and Target. His main
objective was to change the culture by transforming the company from the top down. JC Penny’s
decision to begin the reorganization of the company from its corporate headquarters first was a
good strategy but was initiated in haste by Johnson’s decision to dismiss its current executives
and hire a whole new team. Mike Ullman, its former chief executive officer, led the company
during the recession. He kept the company profitable throughout, though the retailer was not
exactly seen as an exciting growth prospect (Thomson, 2013). Although Ullman oversaw the
department store for years, Ron Johnson never solicited him for assistance to determine what
was working or what was not working after being fired. Johnson's turnaround plan had focused
on getting rid of discounting, replacing them with day-to-day low prices, and bringing in the
latest brands (Zmuda, 2012).
SIX-IMAGES FRAMEWORK 4
Ron Johnson’s approach may be best identified as a director managerial change
management vision. His approach was direct and abrupt with no regard for those previously in
executive positions. He thought that the company’s downfall was its structure and the
competency of operational managers and that replacing them was his only option. His new team
of executives came under fire for not understanding JC Penney's core customer (Lawson, 2013).
Also, this lack of its customer base also led to some failures in marketing and pricing strategies
that crippled the current market and deterred new shoppers.
What the company might have done differently would be to integrate the new staff with
the old, beginning with making it mandatory for its top employees to move to Dallas. This could
have prevented the firing of its executives without the thought of incorporating their strengths
and weaknesses during the recession into the incoming executives' plans for change. JCPenney
also needed to find a way to think "outside-of-the-box" to reduce the serious forecast by merging
an agile social media and online advertising strategy with a strong in-store, customer-centric plan
(Mahfouz et.al, 2017). This could have been accomplished by integrating the old and new
management staff.
Conclusion
Although there are many things that could have prevented the hiring and firing of Ron
Johnson after Mike Ullman’s accident, JCPenney has managed to retain its core base and
implement new dimensions to the company brand. This is one good example of how change
management can affect a company's overall company direction. Change is something we tend to
fear and become anxious about because we do not feel in control of life. 2 Corinthians 5:17
reads, “Therefore, if anyone is in Christ, he is a new creation. The old has passed away; behold,
the new has come” (English Standard Version, 2016). The good news is that God has a plan.
SIX-IMAGES FRAMEWORK 5
References
The Holy Bible, English Standard Version. Text Edition: 2016.
Lawson, A. (2013). Profile: Ron Johnson, former chief executive, JC Penney. Retail Week,
http://ezproxy.liberty.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Ftrade-
journals%2Fprofile-ron-johnson-former-chief-executive-jc%2Fdocview
%2F1330668400%2Fse-2%3Faccountid%3D12085
Mahfouz, A. Y., Joonas, K., Williams, D., Jia, R., & Arevalo, M. (2017). A classic American
department store's resurgence to glory: using social media and online advertising
strategies to generate revenue. Southern Journal of Business and Ethics, 9, 180-192.
http://ezproxy.liberty.edu/login?qurl=https%3A%2F%2Fwww.proquest.com
%2Fscholarly-journals%2Fclassic-american-department-stores-resurgence%2Fdocview
%2F2015736882%2Fse-2%3Faccountid%3D12085
Palmer, I., Dunford, R. & Buchanan, D. (2017). Managing Organizational Change: A Multiple
Perspectives Approach (3rd Ed.). New York, NY: Irwin/McGraw-Hill. ISBN: 978-
0073530536
Thomson, R. (2013). Analysis: Where Ron Johnson went wrong at JC Penney. Retail Week,
http://ezproxy.liberty.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Ftrade-
journals%2Fanalysis-where-ron-johnson-went-wrong-at-jc%2Fdocview
%2F1348166639%2Fse-2%3Faccountid%3D12085
Zmuda, N. (2012). Despite shaky start, JC Penney stands firm on reinvention plan. Advertising
Age, 83(21), 1-1,18. http://ezproxy.liberty.edu/login?qurl=https%3A%2F
