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CMFSection2

Glossary for Change and the Organisation

TermDefinition
Advocate One of five roles commonly identified as relevant to change. Also known as "Idea generator".
CAS Complex Adaptive System. Describes an (organisational) system that responds to its environment by internal modification.
Change Agents One of five roles commonly identified as relevant to change. Also known as "Internal networkers".
Change manager One skilled in bringing about change and having responsibility for bringing it about.
Change Targets One of five roles commonly identified as relevant to change. Also known as "Implementers".
Complex Adaptive System CAS. Describes an (organisational) system that responds to its environment by internal modification.
Contracting An important change agent activity involving establishing a trusting relationship with line managers subject to change.
Emergent change Organisational change that occurs but is not attributable to any specific management action. It may appear either evolutionary or revolutionary.
Executive Leader One of five roles commonly identified as relevant to change. Also known as "Sponsor".
Force Field Analysis A technique devised by Kurt Lewin that identifies the forces (and their strength) driving and restraining a change. These forces, presently in equilibrium (since no change is yet occurring), must be modified if sustainable change is to be achieved.
Hampden-Turner, Charles Charles Hampden-Turner is a British management philosopher. He developed a cultural model with Alfonsus Trompenaars.
Idea generator One of five roles commonly identified as relevant to change. Also known as "Advocate".
Implementers One of five roles commonly identified as relevant to change. Also known as "Change Targets".
Internal networkers One of five roles commonly identified as relevant to change. Also known as "Change Agents".
Kotter, John John Kotter proposed an eight-step change model. Worked with Holger Rathgeber to develop a model of organisational change. Collaborated with Leonard Schlesinger to produce "Choosing Strategies For Change", including a strategy to manage resistance.
Lewin, Kurt Kurt Lewin proposed a three-step model to implement change. He also devised force field analysis.
Line Management One of five roles commonly identified as relevant to change.
Mission Defines why an organisation exists and how it will attempt to achieve its vision.
Morgan, Gareth Documented a number of metaphors for organisations, including machines, brains and political systems.
Portfolio A set of projects and programmes bringing about change in a organisation. Its management is generally an ongoing process of development and selection of new initiatives as existing initiatives are completed or become redundant.
Programme A temporary organisation used to construct and manage a series of related initiatives to bring about a strategic change.
Project A temporary organisation used to deliver a well-defined and time-bound piece of work outside business as usual.
Rathgeber, Holger Worked with John Kotter to develop a model of organisational change.
Senge, Peter Peter Senge proposed a systems thinking model for understanding organisational behaviour, using biological and ecological metaphors.
Sponsor One of five roles commonly identified as relevant to change. Also known as "Executive Leader".
Stacey, Ralph Ralph Stacey's research into organisational behaviour has focused on context and interactions between individuals.
Trompenaars, Alfonsus Alfonsus Trompenaars is a Dutch organisational theorist, management consultant, and author in the field of cross-cultural communication. He developed a cultural model with Charles Hampden-Turner.
Vision Describes an organisation's ideal of itself and the world in which it operates.
Created by: Sarah Ironmonger
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