Being Mindful of Change

Authored by: Kennedy Muema Musyoka , Susan K. Lewa , Catherine W. Maingi , Sarah M. Mutuku

The Routledge Companion to Inclusive Leadership

Print publication date:  April  2020
Online publication date:  March  2020

Print ISBN: 9780367265670
eBook ISBN: 9780429294396
Adobe ISBN:

10.4324/9780429294396-7

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Abstract

This chapter discusses the paradigm of change management and puts into context the issue of how to be mindful of change. Change is a reality that we all need to be comfortable with, because we have little or no control over it. The chapter subsequently presents a series of change management theories, starting with a review of various organizational metaphors, in order to understand the different beliefs and assumptions about change and change management. Several models of change management are reviewed next, including Lewin’s Three-Step Model, Bullock and Batten’s Planned Change, Kotter’s Eight-Step Model, and William Bridges’s Transition Model. This extensive review serves as a foundation to understand that change can originate from external sources through technological advances or sociopolitical or economic pressures, but it can also rise internally as a management response to a range of issues, for example, customer needs, costs or human resource or performance issues. Focusing next on the oftentimes encountered phenomenon on change resistance, the authors explain several of its reasons, ultimately arriving at ways in which inclusive leaders can overcome resistance to change.

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