This week’s lecture and assigned resources provide us with six images of managing change and each of the images is based on differing assumptions. Select two of the images. Evaluate each image and then compare and contrast the role that the images play within the change process.  Week One Lecture   Change is inevitable. Without change we would become static and non–progressive. We face change in our personal lives, our professional lives, and within our communities. Change can be based on need, or change of environment, or the changing level of our maturity and knowledge.   Change within our organizations carries with it a dynamic that evolves as the process progresses. The change stories shared during this week’s lessons helps us to view the variables involved through the stages of change. Why are the change stories important? The stories of change provide us with a look at the dimensions, challenges, and opportunities presented within a certain format. The variables within each change story provide us with tools, techniques, and experience to assist with the development and design of change concepts.    There are many concepts to be mindful of through this first week, but perhaps the most pertinent to our discussions and story review are the variables that define the image of the change manager. Palmer, Dunford, and Akin (2009) define the first variable as the image of managing. Controlling is seen as the representative of the dominant views associated with top-down management. It is based on controlling the activities of the organization. The second image of managing is described as Shaping. Shaping illustrates a more participative style of management. This variable focuses on the players within the organization and the attempt to have them involved in the various stages of change.   The next group of variables focuses on the images of change outcomes of which there are three: intended, partially intended, and unintended. Of course, we are all happy when the intended change is the outcome. Intended change suggests that planned action is prompted by the change manager through defined strategies.   Partially intended change is that gray area between the intended and unintended change processes. It also deals with the intended outcomes of change that require some modification during the implementation process, thus resulting and partially intended change.   And of course, unintended change involves the challenges beyond the control of the change manager that affect the outcome. The challenges can be internal or external, produce success or failure, and may or may not change of scope of the overall project.   Change is something that is either endured or embraced. By understanding the strategies and components of change, the change leader has a better view of the implication of change initiatives for the overall organization. While change is occurring at a single point in time the impact of the change process is ongoing and def ...

1. This week’s lecture and assigned resources provide us with six
images of managing change and each of the images is based on
differing assumptions. Select two of the images. Evaluate each
image and then compare and contrast the role that the images
play within the change process.
Week One Lecture
Change is inevitable. Without change we would become static
and non–progressive. We face change in our personal lives, our
professional lives, and within our communities. Change can be
based on need, or change of environment, or the changing level
of our maturity and knowledge.
Change within our organizations carries with it a dynamic that
evolves as the process progresses. The change stories shared
during this week’s lessons helps us to view the variables
involved through the stages of change. Why are the change
stories important? The stories of change provide us with a look
at the dimensions, challenges, and opportunities presented
within a certain format. The variables within each change story
provide us with tools, techniques, and experience to assist with
the development and design of change concepts.
There are many concepts to be mindful of through this first
week, but perhaps the most pertinent to our discussions and
story review are the variables that define the image of the
change manager. Palmer, Dunford, and Akin (2009) define the
first variable as the image of managing. Controlling is seen as
the representative of the dominant views associated with top-
down management. It is based on controlling the activities of

2. the organization. The second image of managing is described as
Shaping. Shaping illustrates a more participative style of
management. This variable focuses on the players within the
organization and the attempt to have them involved in the
various stages of change.
The next group of variables focuses on the images of change
outcomes of which there are three: intended, partially intended,
and unintended. Of course, we are all happy when the intended
change is the outcome. Intended change suggests that planned
action is prompted by the change manager through defined
strategies.
Partially intended change is that gray area between the intended
and unintended change processes. It also deals with the intended
outcomes of change that require some modification during the
implementation process, thus resulting and partially intended
change.
And of course, unintended change involves the challenges
beyond the control of the change manager that affect the
outcome. The challenges can be internal or external, produce
success or failure, and may or may not change of scope of the
overall project.
Change is something that is either endured or embraced. By
understanding the strategies and components of change, the
change leader has a better view of the implication of change
initiatives for the overall organization. While change is
occurring at a single point in time the impact of the change
process is ongoing and defines success or failure.

3. The study of change allows us to understand the variables of
success and failure within the change effort. Leemann (2002)
explains that managing the chaos of change requires a template
of project management techniques to move smoothly through
the change process. While this image of change holds a certain
expectation of chaos, developing the template will help bridge
the gap between setting the goal and achieving the goal.
Forbes School of Business Faculty
References:
Leeman, T. (2002) Project management: Managing the chaos of
change. Journal of Business Strategy, 23(5), 11-15. doi:
10.1108/eb040268
Palmer, I., Dunford, R., & Akin, G. (2009) Managing
organizational change: A multiple perspectives approach (2nd
ed.). New York: McGraw Hill.
Required Resources
Text
Palmer, I., Dunford, R., & Buchanan, D. (2017). Managing
organizational change: A multiple perspectives approach (3rd
ed.). Retrieved from https://www.vitalsource.com

4. Recommended Resources
Article
Kotter, J. P. (2012, November). Accelerate! (cover story).
Harvard Business Review, 90(11), 43-58. Retrieved from the
EBSCOhost database
Multimedia
INTELECOM. (Producer) (n.d.). Shifting gears: Managing
organizational change (Links to an external site.)Links to an
external site. [Video file]. Retrieved from
http://searchcenter.intelecomonline.net:80/playClipDirect.aspx?
id=4870EEC7664070BBC7A04533604A03CF38. This video
provides a detailed look at change and change stories.