Chapter 2

Images of
Managing
Change

McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
 Images of Managing Change
Images of
Managing
Change • Controlling…
Images of
Change
– Top-down view of management
Outcomes – Fayol’s theory of management:
Images of planning, organizing, commanding,
Change
Managers: coordinating and controlling.
-Director
-Coach
-Navigator • Shaping…
-Interpreter
-Caretaker – Participative style of management
-Nurturer

Three Core
– Improving the capabilities of people
Uses of the within the organization
Images

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 Images of Change Outcomes
Images of
Managing
Change • Intended Change:
Images of – Change is a result of planned action
Change
Outcomes • Partially Intended Change:
Images of – Change may need to be re-modified
Change
Managers: after it is initially implemented
-Director
-Coach
-Navigator
• Unintended Change:
-Interpreter
-Caretaker – Forces beyond the control of the
-Nurturer
change manager
Three Core
Uses of the
Images

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 Images of Change Managers
Images of
Managing
Change
Images of Managing
Images of
Change
Outcomes
Controlling . . . Shaping . . .
Images of (activities) (capabilities)
Change
Managers:
-Director Intended DIRECTOR COACH
-Coach
Images of
-Navigator Partially NAVIGATOR INTERPRETER
-Interpreter Change
-Caretaker Intended
-Nurturer
Outcomes
Unintended CARETAKER NURTURER
Three Core
Uses of the
Images

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 Images of Change Managers
Images of
Managing Director Coach
Change
 Based on an  Relies upon building
Images of image of in the right set of
Change
Outcomes
management as values, skills and
control and of “drills” that are
Images of
Change
change outcomes deemed to be the
Managers: as being best ones to be
-Director
-Coach achievable. drawn upon in order
-Navigator
-Interpreter  Supported by the to achieve desired
-Caretaker
n-step models and organizational
-Nurturer
contingency outcomes.
Three Core
Uses of the theory.  Related to OD
Images approaches.
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 Images of Change Managers
Images of
Managing Navigator Interpreter
Change  Control is the heart of  The manager
Images of management action, creates meaning for
Change although a variety of other organizational
Outcomes external factors mean members, helping
Images of that managers may them to make sense
Change achieve some intended of various
Managers:
-Director change outcomes and organizational
-Coach others will occur over events and actions.
-Navigator
-Interpreter which they have little  Supported by the
-Caretaker
-Nurturer
control. sense-making
 Supported by the theory of
Three Core
Uses of the contextualist and organizational
Images processual theories of change
change.
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 Images of Change Managers
Images of
Managing Caretaker Nurturer
Change  The manager’s control  Even small changes may
Images of is severely impeded by have a large impact on
Change a variety of internal organizations and
Outcomes and external forces managers are not able to
Images of beyond their scope. control the outcome of
Change The caretaker these changes but may
Managers:
-Director shepherds their nurture their organizations.
-Coach organizations along as This facilitates
-Navigator
-Interpreter best they can. organizational qualities
-Caretaker
 Supported by life- that enable positive self-
-Nurturer
cycle, population- organizing to occur.
Three Core  Related to chaos and
Uses of the
ecology and
Images institutional theories. Confucian/ Taoist theories.
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 Three Core Uses of the Images
Images of
Managing
Change • These six images of change
Images of managers have three core uses:
Change
Outcomes
– They highlight a variety of assumptions
that change managers make about
Images of
Change change and increase the awareness of
Managers: different interpretations of change.
-Director
-Coach – They draw attention to the dominant
-Navigator
-Interpreter images of change within an organization.
-Caretaker
-Nurturer – They highlight a range of perspectives
Three Core
available to change managers.
Uses of the
Images

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