This book presents a new and fundamentally different way of understanding organizational change. The authors present a new model of change management which identifies four core tasks that are crucial to the success of any change initiative in organizations. These are: appreciating change, mobilizing support for change, executing change and building change capability. They contend that failures of change initiatives result from failure to manage one or more of these tasks effectively.
The Change Management Model
In our change management model presented in this chapter, we build on Kurt Lewin's fundamental contributions to change management and discuss the assumptions, philosophy and values underlying our model of managing change. We present our model that views change management as a complex task comprising four core activities: appreciating change, mobilising support, executing change and building change capability. We discuss the four leadership roles that are crucial in change management.
Today, both business and non-business organisations confront a world that is challenging in many ways. Managers face three challenges in particular.
First, there is increased competition for an organisation's resources. Business firms today face increasing competition in their markets and for their inputs. Non-business organisations face competition for ...