Change Management

Change Management

I’d like to blog today about what I’ve been learning from a colleague Richard Ng* (a Singaporean who has been living and working in the Philippines since about 2 decades ago) and the Change Management course he’s currently teaching at the U.P. Business School.

Richard uses the book by Esther Cameron and Mike Green “MAKING SENSE OF CHANGE MANAGEMENT”, 3rd Ed.

http://www.makingsenseofchange.com/

Leafing through the pages of the book, my eyes were drawn to the Section “Managing Change in Self and Others” in Chapter 1 “Individual Change”.  As the book website says: “We focus our attention on individual, team and organisational change with good reason. Although many readers will be grappling with large scale change at some point, which might be departmental, divisional or whole organisational change, the people on the receiving end are individual human beings. Without looking at the implications of change on individuals we can never really hope to manage large scale change effectively.

As an Organizational Culture and Virtue Ethics researcher myself, I identified closely with this material, especially with the suggestion of a meta-analytic diagram of the menu of potential interventions in the change process:

I decided to sit in today in Richard’s class, as he wrapped up the semester’s course with a story about India and Indian business, where many Indian businessmen and intellectuals made it big in places outside the country rather than within their own country, given the rigidity of certain aspects of its culture and the disorganization of the political system.

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*Richard has just informed us that he’s just gotten his certification as a Management Consultant from the Institute of Certified Management Consultants! 🙂 CONGRATULATIONS, LAH!!! Richard will transmit to us (faculty and students of the UP Business School) the contents of the Management Consulting course this November… Looking forward to your DimSum treat! 🙂

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