Forbes School of Business Faculty  

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 defines success or failure.

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