Two major themes permeate much of change management. The heroic enlightenment of managers and leaders as the proponents of change and the undermining resistance of staff as the opponents of change.
Firstly, management and leadership are two different and disparate functions. Management is largely based on authority associated with a delegated role whereas leadership is usually based on (working) relationships. Few managers are actually leaders because of the likely conflict between role and relationship. Similarly few leaders are actually managers.
So how do those in charge (those with authority) change organisations? The most common approach is to produce a plan and communicate it to staff. The 'short-cut' version of this approach is simply to use direct force, often in the form of changed policies and structures.
Sometimes this approach seems to work, at least in part. Of course, this implies that the plan was, to a certain extent, well thought out and comprehensive, and hence. The manager is, usually to a greater extent, a heroic and insightful leader.
Closer examination will usually show that the outcome differs significantly from the plan. What has emerged is different from what was initially proposed, due to unforeseen circumstances or the resistance of those who are required to implement the plan.
In reality, it is not possible to predict what will emerge from a change initiative. Afterwards, the difference between intensions and outcomes are often readily explainable through 'retrospective coherence'.
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