Page 276 - Managing Change in Organizations

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Learning and change
Clearly it is not difficult to relate these ideas to the processes of change which we
have identified. Juch presents a ‘cycle of management’ which does. So the four
stages being linked to typical management tasks or activities are as shown in
Table 14.1. Derived from this revision of Juch’s presentation and linking the
change model with his learning model we get Table 14.2. Juch explicitly includes
an evaluation stage which we have omitted – largely because formal evaluation
is rarely practised and also because the learning appears to take place throughout
the process. There is an equivalence between our beginnings stage and the
Argyris (1990) concept of action maps. Argyris contends that, faced with con-
tractions in behaviour, the process of mapping can lead to changes towards more
effective behaviour, implying a much more natural process of learning than
Juch’s model suggests – although in making this point I do not mean that Juch
adopted a static view of learning (i.e. that it did not take place until all thinking,
addressing and doing were complete). The view offered here is that life, work and
managing change were never so simple.

Table 14.2 Cycles of change

Stage Task/activity Process
1 Thinking Beginnings Diagnosis
Feasibility studies
Brainstorming
Getting started
Communication of 6
concerns
Problem recognition
Establish steering group
2 Addressing Focusing Task forces
Training
Buying in new skills 6 Building capability
Building support
Building coalitions
‘Pilot’ trials
3 Doing Inclusion Creating change
Cascading Champions
Rolling out Proposals for change
New structures and skills Building and
sustaining change
Team building
Rewards and recognition
Sell change
Publicize success
6

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