Organisations quite often believe that change can only be managed through the following six images or binoculars as I like to call it:
• Binocular / Image 1 – change manager as director.
- Assumption: presumes success and change outcomes as being achievable.
• Binocular / Image 2 – change manager as navigator.
- Assumption: the manager is in control of a given situation and the outcomes are partly emergent rather than completely planned and result from a variety of influences, competing interests and processes.
• Binocular / Image 3 – change manager as caretaker
- Assumption: ideal image of management is still one of control, although the ability to exercise control is severely constrained by a variety of forces, both internally and externally driven, that propel change relatively independent of manager’s intentions.
• Binocular / Image 4 – change manager as coach
- Assumption: the manager is in a position to shape the organisations capabilities in particular ways.
• Binocular / Image 5 – change manager as nurturer
- Assumption: the nurturing image to managing assumes that even small changes may have a large impact on organisations and managers are not able to control the outcomes of their changes.
• Binocular / Image 6 – change manager as interpreter
- Assumption: managing change places the change manager in the position of creating meaning for the other organisational members, helping them to make sense of various organisational events and actions.
You may be wondering at this stage, well what are they key uses of these change images / binoculars. If so to give you an idea these uses can be:
• To surface assumptions about change
• Assess dominant images of change
• To evaluate uses for multiple images and perspectives of change
Managing change can from any image / binocular and not just those that have been mentioned. These images / binoculars are merely in place to facilitate managing change through control and shaping.
These images of change often set out to bring outcomes such as:
• Intended change outcomes
• Partially intended change outcomes
• Unintended change outcomes
Overall if change is to be successfully implemented it will still no doubt be dependent on the evaluation itself, if this evaluation process is not looked at carefully the change itself will ultimately fail.