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Learning to Change: A Guide for Organization Change Agents


Learning to Change: A Guide for Organization Change Agents

Léon de Caluwé & Hans Vermaak

Pub. date: 2003 | Online Pub. Date: May 31, 2012 | DOI: | Print ISBN: 9780761927020 | Online ISBN: 9781452229584 | Publisher:SAGE Publications, Inc.

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Chapter 4: The Main Elements of Planned Change

The main elements of planned change In the previous chapter, we examined the various meanings that people attach to the concept of change. We emphasized the diversity in these meanings in terms of five different colors, and we explored how the five different ways of thinking, along with their ideals and pitfalls, are revealed in the assumptions and approaches of change agents. In a way, we explored the psyche of professional change agents: What do they believe in? What makes them act the way they do? Discussions with colleagues and clients and a close examination of the literature also reveal a large number of similarities across the diversity of change processes, not just differences. Certain elements appear to be present in successful change processes irrespective of which color mind-set a change agent might have. These recurring elements, of which there appear to be six, can be regarded as a general ...

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  • Book Info Page
  • Table of contents
      • Ch 1: Introduction
      • Ch 2: Why Change is Complicated
        • On Loosely Coupled Systems
          • Ambiguities in Organizations
          • Loose Coupling between Intentions and Behavior
          • Garbage-Can Decision Making
          • Implications for Change Agents and Change Processes
        • On Managing and Being Managed
          • Autonomous Workers and Hierarchical Managers
          • The Basic Conflict
          • Pocket Vetoes
          • Implications for Change Agents and Change Processes
        • On Chaos Thinking
          • Dynamic Balance
          • Autonomous Development
          • Structural Tension and Structural Conflicts
          • Implications for Change Agents and Change Processes
        • Sociopolitical Mechanisms
          • Action Theory and Power
          • Informal Organizations
          • Economic Exchange in Group Behavior
          • Implications for Change Agents and Change Processes
        • Four Clusters of Theories about Irrationalities
      • Ch 3: Thinking about Change in Five Different Colors
        • Change Strategies and Approaches
        • Five Meanings of the Word Change
        • Five Ways of Thinking about Change in More Detail
          • Yellow-Print Thinking
          • Blue-Print Thinking
          • Red-Print Thinking
          • Green-Print Thinking
          • White-Print Thinking
        • Some Examples
        • Ideals and Pitfalls
        • New Colors and “Meta Paradigms”
        • Working with Colors: The Joseph and Johanna Case
      • Ch 4: The Main Elements of Planned Change
        • Elements of the Method
        • The Preceding Change Idea and the Actual Change Outcomes
        • History: Driving Factors behind the Change Idea
        • Actors
        • The Change Phases
        • Communication and Sense-Making
        • Steering
        • Playing with the Elements: A Case Illustration
      • Ch 5: From Idea to Outcome
        • Diagnosis
          • Diagnostic Process
          • Diagnostic Content
        • Change Strategy
          • The Six Basic Questions
          • Choosing a Change Strategy
        • Intervention Plan
          • Brainstorming
          • Arranging
          • Detailing
        • Interventions
        • The Case of “Organization X”
      • Ch 6: Examples of Diagnostic Models
        • The Eisenhower Principle, Curriculum Vitae, Time Sheets
        • Profitability Formula for Professional Organizations, Fishbone Diagram, Task-Division Scheme
        • Balanced Scorecard, Portfolio Analysis, Activity-Based Costing
        • Competitive Structure, Environment Analysis, Experience Curves
        • Core Qualities, I/R Professionals, Competencies
        • Team Roles, Team Conditions for Success, Roles for Staff Units
        • Culture Types, Organizational Configurations, Organizational Iceberg
        • Network Organization, Public-Private Cooperation, Industrial Ecology
        • Biographical Fit, Power Sources, Levels of Learning
        • Optimal Conflict Level, Learning Curve, Process/Result Orientation
        • The Clock, Passage of Resistance, Two Forces for Change
        • Field of Influence, Megatrends, National Cultures
        • Concluding Remarks
      • Ch 7: Examples of Intervention
        • Personal Commitment Statement, Outplacement, Protégé Constructions
        • Management by Objectives, Hygienic Working, Working with a Day Planner
        • Career Development, Recruitment and Selection, Job Enlargement/Job Enrichment
        • Coaching, Intensive Clinic, Feedback/Mirroring
        • T-Group, Personal Growth, Networking
        • Confrontation Meetings, Third-Party Strategy, Top Structuring
        • Working in Projects, Archiving, Decision Making
        • Social Activities, Team Roles, Management by Speech
        • Team Building, Gaming, Intervision
        • Self-Steering Teams, Open-Space Meetings, Making Mental Models Explicit
        • Improving the Quality of Work Life, Forming Strategic Alliances, Negotiations on Labor Conditions
        • Strategy Analysis, Business Process Redesign (BPR), Auditing
        • Reward Systems, Managing Mobility and Diversity, Triple Ladder
        • Open Systems Planning, Parallel Learning Structures, Quality Circles
        • Search Conferences, Rituals and Mystique, Deconstructing “Sacred Cows”
        • Concluding Remarks
      • Ch 8: The Change Agent: From Expertise to Authenticity
        • Roles and Styles
        • Competencies
        • Professional Career
        • Reflective Practitioner
          • From Observing to Sensing
          • From Conceptualizing to Sense-Making
          • From Experimentation to Commitment
          • From Experiencing to (Non) Action
        • Trends
      • Ch 9: Epilogue
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