Carnall, change
management model: political, organism
Colin Carnall (1990) has produced a useful model that brings
together a number of perspectives on change. He says that the effective
management of change depends on the level of management skill in the following
areas:
-
managing transitions effectively;
-
dealing with organizational cultures;
-
managing organizational politics.
A manager who is skilled in managing
transitions is able to help people to learn as they change, and create an
atmosphere of openness and risk-taking.
A manager who deals with organizational
cultures examines the current organizational culture and starts to develop
what Carnall calls ‘a more adaptable culture’. This means for example developing
better information flow, more openness, and greater local autonomy.
A manager who is able to manage organizational
politics can understand and recognize different factions and different
agendas. He or she develops skills in utilizing and recognizing various
political tactics such as building coalitions, using outside experts and
controlling the agenda.
Carnall (see Figure
3.7) makes the point that ‘only by synthesising the management of
transition, dealing with organisational cultures and handling organisational
politics constructively, can we create the environment in which creativity,
risk-taking and the rebuilding of self-esteem and performance can be
achieved’.
Our view
Carnall’s model obviously focuses on the role of the manager
during a change process, rather than illuminating the process of change. It
provides a useful checklist for management attention, and has strong parallels
with William Bridges’ ideas of endings, transitions and beginnings.
STOP AND THINK!
|
3.5 |
Compare the Nadler and Tushman congruence model with William
Bridges’ ideas on managing transitions. How are these ideas the same? How are
they different? |
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