Common Management Errors (142-143)
Cxxxxii) Not understanding the different ways that stakeholders see change; some differing perspectives of change held within an organisation
|
Structural Frame |
Human Resources Frame |
|
Goals, strategy, technology, rationality, environment, rules, roles, linkages, etc
Machine metaphor
Management perspective (change makes rational/business sense) |
Needs, skills, feelings, motivation, satisfaction, communication, etc
Organism/brain metaphor
Human resource perspective |
|
Political Frame |
Symbolic Frame |
|
Power, resources, conflict: politics, bargaining, negotiating, influence, etc
Political system metaphor
Employee perspective (worst case scenario resulting from change process) |
Symbols, culture, stories, myth, unwritten rules, play, ritual, etc
Culture metaphor
Employee perspective (family-orientated versus entrepreneurial, performance-driven culture) |
(main source: Taryn Haynes-Smart, 2010)
"...The machine metaphor and structural frame are most likely to encapsulate the approach adopted from a management perspective, where changes are implemented in response to clear business objectives. Change......was managed structurally and rationally through the focus of cost-cutting, downsizing and the introduction of more centralised control processes. The implementation of this kind of structural change, however, was met with an emotional rather than a rational response by employees who responded with apprehension..."
Taryn Haynes-Smart, 2010
Cxxxxiii) not realising that, generally, employees see themselves more as change recipients rather than change agents; management (middle and senior) can see themselves as change agents as they, generally, have a greater degree of influence over the change:
"...Individuals who perceive change is being imposed from the top are more likely to experience the management of change negatively whereas change in collaboration with employees is generally seen more positively..."
Taryn Haynes-Smart, 2010