2. Controlling & Shaping
Images of managing:
Controlling: This is representative of many of the dominant views associated with
top-down management. It is based on controlling the activities in the organization.
It can be illustrated by characteristics of management – planning, organizing,
commanding, coordinating and controlling.
Shaping: This illustrates a more participative style of management. It attempts to
mold change outcomes through encouraging a variety of players within the
organization to be involved in the various stages of change. This view focuses on
improving the capabilities of the organization.
3. Outcomes
Images of change outcomes:
Intended: This view regards change as a result of planned action instigated and
influenced by a change manager.
Partially intended: Research in change management has shown that there is often
a discrepancy between the change that is planned and that which occurred. The
intended outcomes of change may require re-modification during the
implementation process, the result of which is partially intended change.
Unintended: Often there are forces beyond the control of the change manager that
greatly influence the outcomes of change and these can impede any attempts to
achieve intended change within an organization. There are a plethora of internal
or external factors that prevail over the impact of the change manager.
4. Images of Change
Images of Managing
Controlling…
(activities)
Shaping…
(capabilities)
Images of Change
Outcomes
Intended DIRECTOR COACH
Partially Intended NAVIGATOR INTERPRETER
Unintended CARETAKER NURTURER
6. Director
Director:
This is based on an image of management as control and of change outcomes
as being achievable.
It is up to the Change Manager (CM) to direct the organization in order to
produce desired results
(e.g If the CM decides to realign the organization by providing a new IT
system, it is assumed that this can be done, it will work and the outcome will
be a better performing organization.
7. Director – Theoretical underpinning
Director uses a variety of models that outline certain steps needed to take
place in order for change to happen
Kotter 8 Step Model
There will be several best ways to implement change
The theory that change can be directed is based on various factors- Scale of
change, urgency, and the receptiveness of the stakeholders, etc.
8. Navigator
Navigator:
Here control is still seen as at the heart of management action, although a
variety of factors external to managers mean that while they may achieve
some intended change outcomes, others will occur over which they have little
control.
(e.g. CM may put cross-functional teams in place (Intentional Outcome) she
may not be able to make them work together. Departments may fight over
who gets credit for project (Unintended outcome).
Managing change is only partially controllable, with CM navigating the process
of toward an outcome – not all of which is intentional
9. Navigator -Theoretical Underpinning
Change is a process that unfolds differently over time and according to the
context in which the org finds itself
Change is a process that unfolds through the interplay of multiple variables
It is up to the change managers to navigate through the variables
Even when this happens, the CM must take into account that there will be
unanticipated disruptions
Should use bottom – up approach
10. Caretaker
Caretaker:
Although the management action is still focused on control in this image, the
change manager’s ability to control is severely impeded by a variety of
internal and external forces beyond the scope of the manager. The caretaker
is seen as shepherding their organizations along as best they can.
(e.g. CM tries to promote innovative behavior in the org, but the org grows,
becomes more bureaucratic, processes are centralized, new rules and
procedures are instituted. Growth and the issues associated with it are
outside of the CM control).
11. Caretaker - Theoretical Underpinning
Caretaking involves:
Life-Cycle Theory – Organizations pass through well defined states from birth-
growth-death
Little CM can do to stop natural progression – caretakers of the organization as it
passes through
13. Coach
The Coach believes that building the right set of values in an organization will
bring about desired change
A Coach will develop, “Skills & Drills” to assist the company stakeholders in
the pursuit of successful change.
(e.g. A Coach will set up HR in-services for the staff in order to educate all
employees on new HR policies and procedures).
14. Coach - Theoretical Underpinning
Organizational Development theories support the Coach Image
Stresses the importance of humanism, democracy and individual development
CM acts as Coach by helping to “structure activities to help the organization
members solve their own problems and learn to do that better”.
15. Interpreter
Interpreter:
The manager creates meaning for other organizational members, helping
them to make sense of various organizational events and actions. Only some
of these meanings are realized as change outcomes, however, and these must
be legitimized by the change manager.
E.g. The Interpreter will hold, “Town Halls” to discuss and explain new
policies and procedures being put in place by new management.
16. Interpreter - Theoretical Underpinning
“Sense Making” approaches – Karl Weick
A central focus is needed on the structuring processes and flows through which
organizational work occurs.
Organizations are viewed as being in an ongoing sate of accomplishment and re-
accomplishment with routines constantly undergoing adjustments
17. Nurturer
Nurturer:
This image assumes that even small changes may have a large impact on
organizations and managers are not able to control the outcome of these
changes.
However, they may nurture their organizations, facilitating organizational
qualities that enable positive self-organizing to occur. Specific change
outcomes can not be controlled but rather they are shaped and emerge by
the organizational qualities and capabilities.
(e.g. The Nurturer will educate and assist employees with a new management
evaluation system. The Nurturer cannot control or predict what will be said
by employees about management).
18. Nurturer - Theoretical Underpinning
Organizational change is non-linear and does not necessarily entail growth
Companies continuously regenerate themselves through adaptive learning
19. Uses
These six images of change managers have three core uses:
They highlight a variety of assumptions change managers make about change and
increase the awareness of different interpretations of change.
They draw attention to the dominant images of change within an organization.
They highlight a range of perspectives available to change managers.
20. Blurred Lines
The Six-Images framework indicates that organization can blur the lines between
images. There is no one image that will serve all organizations. CM find
themselves amalgamating images to address situations that arise.
