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Essay / Research Paper Abstract
This 9-page paper answers various questions pertaining to change management in organizations. Bibliography lists 3 sources.
Page Count:
9 pages (~225 words per page)
File: AS43_MTmgmtfram.doc
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are a variety of images connected with change. Depending on the image, organizational change can either be effective or a dismal failure. The six images of change management are directing,
navigating, caretaking, coaching, interpreting and nurturing (Palmer and Dunford, 2002). The directing approach involves managing change through specific and deliberate management actions
and decisions, as typically outlined in strategic change management models (Palmer and Dunford, 2002). Through this image, management forces specific changes to align an organization with a changing environment, and
its directed toward achieving transformational change in an organization (Palmer and Dunford, 2002). The assumption underlying this image is that change can be directed - but in truth, this depends
on a lot of factors, ranging from the organizations structure, the nature of the nature of the change being undertaken, whether the organization is change-ready, and the urgency of the
necessary change (Palmer and Dunford, 2002). The navigational image focuses on change managers who direct certain and intended change, while understanding that other
changes are likely to happen over which they have little, if any, control (Palmer and Dunford, 2002). The navigational image points out that outcomes occur from a variety of influences
and competing processes; in other words, change isnt something that can be stuck into molds, but rather, the organization needs to mold itself to change (Palmer and Dunford, 2002). Within
this image, change isnt a linear event within a specific period of time - rather, change is a long-term process that is ever-evolving (Palmer and Dunford, 2002). Navigation, therefore, relies
on a change managers ability to pick through the range of options that might present themselves, while studying situations and making decisions in light of the information obtained (Palmer and
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