Find And Interview Two People Who Have Managed Organizations

Find and interview two people who have managed organizatio

Your task individually is to find and interview two people who have managed organizational change, or who have been directly involved in change implementation. Design a “topic guide” for your interviews that covers the organizational context; the interviewees’ roles in relation to change; the nature of the changes in which they were involved; why those changes were significant; how the changes were implemented—including key decisions, actions, turning points, crises; how your interviewees would describe their personal management styles; and the outcomes of those changes, whether successful or not. If possible, choose to interview managers from different organizations and sectors to provide contrast.

After conducting these interviews, analyze the evidence by considering the following questions: Which images of change did those managers illustrate? How did those images influence their change management decisions and actions? When they drew on more than one image, to what extent were those related to the type of change, organizational context, or phase of change? Did they involve multiple simultaneous change initiatives? What other factors influenced their approaches? Based on your analysis, what conclusions can you draw about how images and mental models affect their management of change roles?

Paper For Above instruction

Managing organizational change is a complex process that involves not only strategic planning and decision-making but also deeply rooted mental models and images that shape managers’ perceptions and actions. As highlighted in organizational change literature, mental images and models significantly influence how managers interpret change scenarios and determine the most appropriate responses (Senge, 1990; Argyris & Schön, 1978). In this paper, I analyze the insights gained from interviews with two managers who have managed significant organizational changes in different sectors, examining how their mental images of change influenced their behavior and outcomes.

The first interview was with a senior manager from the healthcare sector, who led a hospital-wide electronic health record (EHR) implementation. The second was with a manufacturing operations manager responsible for a major restructuring initiative. I designed a topic guide covering each interviewee's organizational context, their roles, the nature and significance of the change, implementation strategies, management styles, and outcomes. This structured approach allowed me to explore their perceptions deeply and understand how mental images and models shaped their approach to change management.

Images of Change and Their Influence

The healthcare manager primarily operated with a diagnostic and problem-solving image of change. He viewed change as a need to "fix" deficiencies in current workflows and systems, emphasizing efficiency and patient safety. This "problem-solution" image aligns with the 'machine' metaphor, where change is about troubleshooting and fixing parts to restore optimal function (Morgan, 1986). This mental model motivated a cautious, semi-structured approach, emphasizing staff training, detailed planning, and stakeholder communication. His focus on precise outcomes and technology integration reflects a rational view of change as a technical challenge to be managed systematically.

Conversely, the manufacturing manager adopted an image of change as a transformative and cultural process. He believed that successful change required engaging employees' beliefs, values, and identities—an interpretive and developmental view of change (Weick & Quinn, 1999). His approach involved emphasizing shared vision, fostering ownership, and promoting continuous learning. This aligns with the 'culture' metaphor, where change is deeply embedded in and driven by social constructs. His mental image prioritized participative leadership and adaptation, which suited the volatile, complex environment of manufacturing operations.

Impact of Mental Images on Management Decisions

The problem-solving image influenced the healthcare manager to focus heavily on technical solutions, data-driven decision-making, and risk mitigation. His decisions were grounded in analytical thinking, with a strong emphasis on structured planning and compliance. This approach proved effective in implementing the EHR system but encountered resistance when staff perceived the change as disruptive or top-down. His mental model limited flexibility, leading to challenges in managing informal resistance and emergent issues.

In contrast, the cultural image adopted by the manufacturing manager led him to prioritize stakeholder engagement, open communication, and fostering a sense of shared purpose. He used storytelling, participative workshops, and a supportive leadership style to cultivate ownership among employees. This mental model enabled him to navigate resistance more smoothly and foster a climate of continuous improvement. However, it sometimes delayed decision-making and created ambiguity around accountability, illustrating the trade-offs of different mental images.

Relation to the Type and Context of Change

The managers’ mental images were related to the nature of their respective changes. The healthcare change was primarily technical and procedural—fitting the problem-solving image, where efficiency and standards were paramount. The manufacturing change was more cultural and strategic—aligning with the interpretive image, emphasizing shared values and learning. Their involvement in multiple simultaneous changes further influenced their mental models; the healthcare manager’s problem-solving approach was reinforced when managing other system upgrades, while the manufacturing manager’s emphasis on culture was tested during concurrent process innovations.

Additional Factors Influencing Change Management

Other factors impacted their perceptions and approaches, including organizational culture, leadership style, stakeholder resistance, and external pressures. The healthcare organization’s hierarchical culture reinforced a technical, top-down approach, whereas the manufacturing firm’s participative culture fostered shared leadership. External pressures, like regulatory compliance and market competition, also affected how managers perceived the urgency and scope of change, aligning their mental images with organizational priorities.

Conclusions

The analysis illustrates that mental images serve as cognitive frameworks that influence managers’ approach to change management. The healthcare manager’s problem-solving, technical image prioritized systematic and standardized solutions, suitable for procedural change but limited in flexibility. Conversely, the manufacturing manager’s interpretive, cultural image fostered engagement and adaptability, vital for complex, social change initiatives. Recognizing these mental models is crucial for designing appropriate change strategies, anticipating resistance, and tailoring leadership styles to the context. Managers who are aware of their mental images can better navigate the complexities of change, aligning their perceptions with organizational needs for successful outcomes.

References

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