The limitations of traditional approaches The majority of executives has been trained in organisation development, partly also in change management. However, very often certain topics remain unspoken or they are off-limits: Power - Speaking of power within an organisation is somehow indecent. For the majority this  word has a negative connotation, whereas it is not acknowledged that each one of us is  entwined in power struggles, e.g. the inclusion resp. exclusion of certain persons in a  discussion or a business meeting. Any interpersonal relationship also represents a relationship of power. This is even more true for an organisation which places its members in a situation of  unequal mutual dependencies. The understanding of what power actually means and how it influences processes within the  company, is a necessary precondition of efficient change management. Politics - First and foremost, a company is a network of social relationships in which every  participant depends on the others’ cooperation. Cooperation however does not come  automatically. An organisation is therefore also a political forum - in the noble sense of the  word - which one has to get involved with in order to promote the important topics. Knowing  the importance of this function and understanding how this political room can develop and  become alive is essential in the context of permanent change which is characteristic for many  organisations. Adaptive challenges - Professor Ronald Heitfetz from the Harvard Business School  distinguishes between technical changes which hardly question the methods of operation and  which can be solved using the known ledgers, and adaptive adjustments which often force the  involved employees to rethink their own values and identity and for which there are no simple  solutions. Most approaches in change management however concentrate on the technical  aspects and often deny the adaptive aspects of change. Knowing the specialties of an  adaptive change is very helpful for change management. Paradox, ambiguity and incertitude - the traditional organisation theories tend to deny the  possibility of a paradox. The same applies for ambiguity and incertitude: sometimes managers  have naive expectations of seeing change as a homogenous, sequential and linear process,  without also considering the contradictory aspects. A more complex concept which is oriented  on working reality clearly emphasises the basic ambivalence of change and creates the  precondition for developing the kind of actions and politics that allow for progress, without  getting blocked/bogged down by sensitive contexts. read more ... “my intervention techniques”
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