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2021 | OriginalPaper | Chapter

2. Change Management

A Slight Return

Author : Antonie van Nistelrooij

Published in: Embracing Organisational Development and Change

Publisher: Springer International Publishing

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Abstract

Compared with organisation development (OD), ‘change management’ is a relatively recent phenomenon with certain distinctive characteristics and with a certain practical relevance that gained traction in the 1990s and has continued to grow in the subsequent decades. For organisational change to be managed in a more sustainable way, there is a serious need to question the assumptions that change management is based on. Therefore, the aim of this chapter is to examine the main assumptions behind and beyond interrelated change concepts as ‘change management’ and ‘change strategy’. In doing so, we will introduce and explore the following:
  • Five typical areas of metalanguage on how to manage organisational change, thematically clustered by (1) the way management positions itself; (2) the way management regards change management; (3) the way change is managed by a parallel organisation; (4) the way the need for change is managed by constructing a ‘burning platform’; (5) the usage of top-down communication; and (6) the way management perceives the process of change as an ‘emotional transition’
  • Change management as part of strategic change
  • The three change dimensions, content, process and context, as conceptual tools for engineering a change strategy
  • ‘Emergent change’ as a counterpart of ‘planned change’ which is the main concept of complexity sciences

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Footnotes
1
By and his co-authors go even further and arguably are saying that ‘change management’ has emerged as a new and novel alternative to OD (By et al. 2014).
 
2
It seems to be exactly the opposite of what George Bernard Shaw tried to convey in his play, Man and Superman, that ‘The reasonable man adapts himself to the world: the unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends on the unreasonable man’. It raises questions like ‘How reasonable is it that change starts at the top?’, and ‘Why do we need change to roll out or be engineered beforehand’? (Hamel and Zanini 2014)
 
3
According to Larkin and Larkin, communication has the best chance of changing frontline behaviour if it comes from the most desired and credible source, the immediate supervisor (Larkin and Larkin 1994).
 
4
Mass communication, for example, by internally distributing brochures, leaflets, pamphlets and digital messages about what and how people should change, often ends up reinforcing existing behaviour (Clampitt et al. 2000).
 
5
A Belousov-Zhabotinsky (BZ) reaction is one of a class of reactions that serves as a classical example of non-equilibrium thermodynamics, resulting in the establishment of a non-linear chemical oscillator. The reactions are important to theoretical chemistry in that they show that chemical reactions do not have to be dominated by equilibrium behaviour. These reactions are far from equilibrium and remain so for a significant length of time and evolve chaotically. In this sense, they provide an interesting model of non-equilibrium phenomena (Zhang et al. 1993).
 
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Metadata
Title
Change Management
Author
Antonie van Nistelrooij
Copyright Year
2021
Publisher
Springer International Publishing
Book
Embracing Organisational Development and Change

Print ISBN: 978-3-030-51255-2

Electronic ISBN: 978-3-030-51256-9

Copyright Year: 2021

DOI
https://doi.org/10.1007/978-3-030-51256-9_2