Change quadrants, Salvador Trinxet
Then management tools and practices that will improve your business
Title: Key management models
Author: Steven ten Have Wouter ten Have, frans Stevens and Marcel van der Elst with Fiona Pol- Coyne
Editorial: Prentive Hall , Financial Times
The change quadrants model helps management to define an approach for successfully managing organizational change. The change quadrants can be useful in determining the change agents, identifying active participants in the change process, and establishing the scope of change and the timing in order to maximize the success of change efforts.
The basic premise is that the approach for change depends on whether an organization is ‘warm’ or ‘cold’, and whether the change is ‘warm’ or ‘cold’:
■ A cold organization is one where rules, regulations, systems, structures and procedures drive direction, control and co-ordination to get results; there is little or no intrinsic willingness to (out)perform. In a warm organization, however, it is shared norms and values, and a common understanding of direction that make the organization work.
■ A cold change is the result of an objectively discernible situation or emergency, such as a near bankruptcy, a drastic drop in market share, revenues, profits or an unavoidable (new) competitive threat. A warm change, on the other hand, is primarily driven by personal and professional ambitions.
Based on the various warm/cold combinations of organization and change, there are four possible change strategies: intervention, implementation, transformation and innovation.
When to use it
The model of change quadrants is qualitatively constructed for each company, drawn up on the basis of interviews with key figures within the organization. Besides the warm/cold typology, our experience with change processes has revealed several underlying dimensions that also need to be investigated: necessity of change, momentum, resistance to change, culture and empowerment.
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