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 Carnall: managing transitions) 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!
Compare the Nadler and Tushman congruence model with William Bridges’ ideas on managing transitions. How are these ideas the same? How are they different?