1 Strongly Disagree 2 Disagree Neithes Agree nor Disagree 1 Communications should emphasize the inevitability of change and how best to cope with or survive it. 2 Managers don't have to do anything about resistance to change because in the long run it won't have any impact. a 3 Managers ability to control change is limited because other forces propel change regardless of managers actions 4 The aim of communication about change is to send clear, unambiguous messages, so organization members understand what is going to happen and what is required of them. 5 Articulating a vision is essential to successful change, top man- agement should do this early in the process. 6 Communication about change needs to foster supportive con ditions and to convey the need for members to be ready to engage in change as it unfolds, often in unpredictable ways Although managers can exert some control over how change unfolds, external factors also affect the process. 7 8 A search for the deepest values of the organization is required, to find a vision that resonates with the organization's members; a vision cannot be provided by a CEO Agree 1 O D D D a 2 D NO D a L U L Strongly Agree 3 4 5 0 Q D Dow n n L 0 L L L C L L a □ a a D D a D L n a L L 9 Organizational change is unpredictable, and resistance mayor may not affect the outcomes, but managers should respond to resistance anyway, as this could address the arguments 10 An appropriate vision for change is most faely to emerge through consultation with the organization's members. P 11 Probably the best way for managers to implement changes to shape stall abilities to succeed in the new conces D 12 Communicating about change involves attending to the varied interests of stakeholders and persuading them of the benefits of change or, if necessary, modifying changes to produce the best outcome in a given situation 13 P It is generally possible for managers to have significant control over how change happen in their organization 14 C Managers should help resoters develop the capacity to cope with particular organizational changes 15 9 Communication about change should ensure that organization members are on the same page" about the values inked to the change and the actions appropriate to those values. 16 A vision for organizational change emerges from the clash of chaotic and unpredictable change forces; a vision cannot be articulated early in a change process. 17 While managers cannot directly control how change happens in an organization, they can nurture staff capabilities, and encourage positive self-organizing Q 3 a a a 0 D 9 C L 14 4 C L C L a a P 9 C C D a D U Q a 0009 a L a 18 Managers should redirect change go around resistance, when that occurs, rather than try to overcome it. a U 19 D 0 To implement change successfully, managers must interpret the change for organizational members and help them to make sense of what is going on. P 20 Visions for organizational change are likely to have a limited impact unless they are consistent with events unfolding outside the organization; change comes less from a vision and more from the influence of external forces. D 21 Communication about change is best done with a persuasive account, to ensure that as many people as possible, inside and i outside the organization, share a common understanding. 0 22 Managers should deal with resistance to change by helping the organization's members understand the changes and what these imply for their own roles. Leaders can C apose a vision for change, as competing stake- holders have different views; effective change management involves navigating these tensions. O 24 Managers can and should overcome resistance to change. 0 O D 10 L D u U P D 9 00 U O 0 Q 9 U L U D D 0 SELF ASSESSMENT Sering Trander your ratings to this tab Add the ratings for each age, and calidate your a Director Coach 10 N 11 14 15 Intal +4-average Navigator . Caretaker 13 24 tok *** average 17 12 18 23 total average average Interpenter 19 21 22 sokah +4-average 9 Natu 16 17 total +4× average