Gestion des Changements Notions de Base “Gangnam THE ROCK Style” – Partie 42
Christiano apprendra au fil du temps que, pendant les périodes de changement, les organisations devraient promouvoir la conviction qu’une « Approche Superficielle » pour changer la gestion repose sur l’imposition d’un changement de hiérarchie vu par Disciples comme une forme de blasphème ou d’hérésie.
In my opinion, organizations need to embrace the notion that during periods of change it is critical to insure that policies and procedures are in place to adopt an “Open Minded Approach” to change management.
It is important for organizations to acknowledge that during periods of change, the best “Change Management Approach” is one whereby organizations encourage freedom of thought and freedom of speech as opposed to repression under a Dictatorship regime.
That is, if an organization desires the best ideas to surface on the table during periods of change, then an organization’s actions should be in line with this objective.
Examples of actions in line with this objective of encouraging freedom of thought and freedom of speech is rewarding Trendsetters for their actions as opposed to punishing them like some sort of Leopards because they desire to be a Sheppard.
Furthermore, actions in line with this objective of encouraging freedom of thought and freedom of speech is not rewarding the Blind for leading the Blind who superficially promote change when in substance their actions encourage everything to stay the same old way.
It is important to note that any “Superficial Approach” to change management is by its very nature and design contrary to an “Open Minded Approach” because it is predicated on a façade whereby everybody reads between the lines and knows that any major change is in reality a punishable crime.
Thus, it is imperative during periods of change for Change Management Leaders to not only talk the talk but to also walk the talk.
There is nothing worse that a Change Management Leader who says one thing, “freedom of thought and freedom of speech” but then wants to hang like a martyr the first person who speaks openly and freely in order to discourage others who are weak.
Although this might sound like a paradox in theory, in practice, there are some Change Management Leaders who promote change verbally because it has been pushed onto them from the top down.
However, the last thing some Change Management Leaders really want is anything to change, as they love everything as is such that the covert goal in practice is for all to remain virtually the same.
It is important to note that it is this ingrained desire to preserve the sacred Status Quo that can result in abnormal, irrational and/ or erratic behaviours beyond the realm of Sigmund Freud.
Therefore, it is critical during any major period of change to have a strong, vibrant and pragmatic Change Management Leader who brings an “Open Minded Approach” to the table as opposed to a “Superficial Approach” whereby the Change Management Leader brings covert storytelling fables encapsulated in smoke and mirrors to preserve the sacred Status Quo seer.
Although in theory it may seem counterproductive to adopt a “Superficial Approach” to change management, it is important to note that with size and complexity comes hierarchy such that there is always someone one step above who tends to impose change on a Disciple who sees this imposition as a form of blasphemy or heresy against one’s personal beliefs.
In summary, I refer to “Change Management Gangnam THE ROCK Style” as the belief that a “Superficial Approach” to change management is predicated on the imposition of change from hierarchy seen by Disciples as a form of blasphemy or heresy.