The BGR contingency model for leading change

Brown, Derek; Gordon, Raymond; Rose, Dennis M.

doi:10.1504/ijlc.2012.045857

Cited by 2 publications

(1 citation statement)

References 16 publications

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“…The Framework, shown in Figure 1, was originally designed as a change management model (Brown et al, 2012). Experience in applying the model, however, demonstrated that it is equally effective as a leadership decision-making framework.…”

Section: A Leadership Decision-making Frameworkmentioning

confidence: 99%

De-commoditizing change management

Brown¹,

Rose

Gordon

2016

JOCM

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Purpose The purpose of this paper is to begin the discussion about re-positioning change management in information technology projects and to propose a framework for improving the quality of decision making in change initiatives that may contribute to that re-positioning. Design/methodology/approach The paper analyzed all change management job advertisements in Australia in both the public and private sectors for May 2015, to identify which change management-related skills were being sought. The purpose was to try to identify any patterns that would confirm or negate the original observations, and to help develop a research question for a subsequent, substantive study. Findings Change management may be perceived as predominantly comprising communications, stakeholder management and training. The quality of leadership decision making in change initiatives may also be contributing to the consistently high failure rates. Research limitations/implications The analysis of job advertisements was a sample only, and requires more quantitative research. Practical implications The required alignment of leadership, ethics and change can only be achieved by first improving the quality of leadership decision making, which demands a values-based approach. Originality/value The paper highlights a restriction to the scope of practice of change management, and how that contributes to continuing high failure rates. The value is that it provides deeper insight into the commonly accepted “leadership alignment” issue, as well as demonstrating that this is probably the least practiced aspect of change management. The paper also challenges to build strong ethical foundations for the practice.

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Section: A Leadership Decision-making Frameworkmentioning

confidence: 99%

De-commoditizing change management

Brown¹,

Rose

Gordon

2016

JOCM

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Supporting reflective practices in social change processes with the dynamic learning agenda: an example of learning about the process towards disability inclusive development

Veen¹,

Wildt-Liesveld²,

Bunders³

et al. 2014

IJLC

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In the previous chapters, I have introduced a framework and several tools that may reduce the functional task uncertainty faced by managers. These tools were developed in the context of sustainable development of the agricultural sector. Following Essink et al. (2010), I have argued that one of the underlying principles of sustainable development is the balancing of core values. This makes the concept of sustainable development more widely applicable, for instance to health system innovation or to the field of international development where values may include accessibility to the healthcare system and inclusion of marginalised groups. The functional task uncertainty experienced in achieving this balance is also found in these other contexts. To explore the generalizability of my findings I will try to determine if and how the tools proposed in this thesis are also relevant to these contexts. Therefore, in this chapter I will describe and analyse in this chapter, the implementation of one of these tools, the Dynamic Learning Agenda, in the Thematic Learning Programme on the inclusion of people of disabilities in the field of international development.

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The BGR contingency model for leading change

Cited by 2 publications

References 16 publications

De-commoditizing change management

De-commoditizing change management

Supporting reflective practices in social change processes with the dynamic learning agenda: an example of learning about the process towards disability inclusive development

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