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Organization Change Business organizations are like onions - they have layers. And if a change manager is going to be successful, he or she must manage all of these levels effectively. The trick is the approach to the layers is not the same. The role of the top layer (the executives), for example, is very different from the bottom layer (front-line supervisors and workers). Certainly, their roles are different in the day-to-day operations of the business, but what many change agents fail to appreciate is that they have dramatically different roles in change initiaitives as well. How can you manage these layers effectively using the same approach? The truth is: you can't. That's where many approaches to organization change fail. They have a one-dimestional framework - or "model" - for change. A typical model is the stages an employee goes through while undergoing change. Different flavors of this model abound. Like everyone else, we think ours is best. But a key point is that no matter how good your employee model is, it has nothing to say about executives and the role they should be playing - not to mention top managers and middle managers. For more information about the different layers involved in organisation change, check out our free tutorial series. (These online video tutorials are quite good; check out the sample video provided here.) To get immediate access to this tutorial and more, use the form at the top right of this page to register for our Change Management Library.
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