out of proportion with proposed changes. Bureaucracies establish order through external controls and rigid structures, so they perceive little need for and have little interest in the organising power of shared purpose and principles. Managers of change must now be able to contribute their skills and knowledge in the following areas: Change or enrich the culture – They must utilise their employees so that they are able to operate with few rules and still create productive, purposeful results. It is through the organising power of a strong culture that change will be achieved successfully. The new manager must actively nurture and expand the organisation’s culture, becoming examples of the desired behaviours. Developing alignment – Managers must use their perspective to create this alignment around the achievement of a shared vision. Promoting understanding - Clarify "noise" and rumour then transform it into meaningful information. People in organisations work in many different contexts, and leaders need to find the language that speaks to people where they are, both physically and psychologically. Ensuring the flow of information - Managers are essential in obtaining accurate and useful information and feedback from the organisation where the change is taking place. They reflect the performance of the change, so individuals and groups can self-correct to bring their efforts into accord with the goals. In particular, they should help the organisation see important information that is being ignored, denied, or distorted. Hold anxiety - Change and disturbance evokes anxiety, which in turn will provoke resistance in people. Being able to hold this anxiety, and still function effectively is the mark of a good change manager. Leaders in modern organisations help people to hold and use this anxiety by putting it into its proper perspective as the energising spark for creative actio...
