Change Management



Thenature of change and its management are often associated withdifferent images of managing that change. These images includenavigating, directing, coaching, caretaking, nurturing, andinterpreting. The directing image occurs when the management of theorganization takes control and develops specific steps that willguide the firm in implementing change (Palmer &amp Dunford, 2008).This increases the probability of succeeding as long as the manageradheres to the right steps.

Thenavigating image, on the other hand occurs when the management isstill in control, but change is being influenced by some externalforces, where some of them are beyond the capability of themanagement (Palmer &amp Dunford, 2008). In this case, the outcome ofany changes within the organization can be considered to be emergent.

Inthe case of the caretaker image, the manager retains some control,but quite minimal. This means that the number of external factorsthat are outside the manager’s intention increase and start shapingthe organization (Palmer &amp Dunford, 2008). This means that themanager has little to do to influence the direction of change.

Thecoaching image occurs when the manager starts shaping thecapabilities of the firm intentionally, but does not dictate thedirection of change (Palmer &amp Dunford, 2008). Through effectivecoaching, the organization acquires the correct set of skills,values, and drills.

Inthe case of the interpreting image, the manager plays the role ofcreating the meaning for the rest of the members of the organizationas change takes place (Palmer &amp Dunford, 2008). The manager doesnot control the change, but helps other people get the right image ofthe organization.

Thenurturing image occurs when managers lose the control over change andeven smaller changes can lead to significant impacts (Palmer &ampDunford, 2008). However, managers can play the role of nurturing thefirm to ensure that it acquires qualities that facilitate positiveself-realization.

Differencesbetween the first and the second order change

Thefirst order change can be considered as an extension of the previouspractices. This type of change focuses on improving a job that iscurrently being done (Lefkoe, 2015). The first order change ischaracterized as being reversible and non-transformative in nature.In most cases, the first order change deals with the restoration ofbalance based on existing structure. The second order change, on theother hand, is associated with complex changes exceeding the currentparadigm, and it calls for new skills and knowledge (Lefkoe, 2015).The second order change is characterized as being irreversible andtransformative. It involves the change of behavior as well as theculture of the firm.

Reasonsfor resisting change

Differentpeople resist change with different reasons, but three of the reasonsare quite common. The first reason is the fear of change itself,which is in turn caused by the fear of the unknown and not being goodenough (Connelly, 2014). Secondly, people tend to resist change whenthey are not consulted and their ideas are not included in the planfor change. Third, poor communication creates a situation in whichsome people misunderstand the need for change and they end upresisting it. Skilled managers can overcome resistance to change byengaging people who are expected to implement the change in theprocess of developing the plan for change. In addition, the managershould communicate the need for change even before the plan forchange is drafted.


Thenature of change is usually associated with some images that includenavigating, directing, coaching, caretaking, nurturing, andinterpreting. The first order change is based on the previous workwhile the second order change is complex and requires new skills.People resist change because they fear it, not consulted, and thepurpose for the change is not properly communicated to them.


Connelly,M. (2014). Manage resistant to change proactively. ChangeManagement.Retrieved July 19, 2015, from

Lefkoe,M. (2015). What is the difference between change and transformation?Morty.Retrieved July 19, 2015, from

Palmer,I. &amp Dunford, R. (2008). Organizational change and the importanceof embedded assumption. BritishJournal of Management,19, 20-32.