Mikal YoungSaturdayNov 26 at 6:57pmManage Discussion EntryManaging ChangeChange manager as nurturer(Shaping unintended...

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Mikal Young

Managing Change

Change manager as nurturer(Shaping unintended outcomes): In this image it is believed that change is inevitable. The market is in a constant state of flux and there is nothing the company can do to control it. Even the outcomes of these changes can not be controlled. However, they can nurture the organization and its staff, developing qualities that enable positive self-organizing (Palmer 2022). The idea is to facilitate an environment that can succeed in major company and market changes. For instance instead of a CEO dictating a company's identity without deviation, they instead provide managers and employees the resources to adapt to changes through their own initiatives. The downside to this style can be that there is less involvement in controlling outcomes. A company can easily fall apart without strong leadership.

Change Managers as Directors(Controlling Intended Outcome): This director image is a lot more involved in every stage of controlling an outcome. This style here is heavily dependent on mandating certain aspects of a business to assure success. By following a specific sequence of instruction, regardless of new variables, success is probable. The positive side of this image is that the director takes initiative. They can often see the big picture and can steer the company in the right direction. The downside is that they can be too rigid and will not adjust with outside or inside changes. Ultimately doing more harm than good.



Change Manager as Navigator (Controlling Some IntendedOutcomes):In this image of a change manager, control is still the central concept. However, this image dictates that “although change managers may achieve some intended change outcomes, they may have little control over other results.” (Palmer, Dunford, & Buchanan, 2022). An example is a change manager wanting to set up a specific team to streamline a process. The team may be set up according to how the manager intends to, but producing effective outcomes from that team may be difficult based on various external circumstances. The manager must then be able to “identify options, accumulate resources, monitor progress, and navigate a way through this uncertainty, ambiguity, and complexity.” (Palmer, Dunford, & Buchanan, 2022).

Change Manager as Caretaker (Controlling Unintended Outcomes):As seen in the Navigator image, the Caretake image is also a role centered around control. However, the ability and extent of the control “is severely constrained by a range of internal and external forces that propel change relatively independent of management intentions.” (Palmer, Dunford, & Buchanan, 2022). A manager, in this view, is seen more as helping navigate their team and organization through any unforeseen changes: rules and regulations, policies, staffing, and any bureaucratic changes that may arise. Caretakers are tasked with “shepherding their organizations along to the best of their ability.” (Palmer, Dunford, & Buchanan, 2022).

While both deal with some measure of control. The Caretaker image can be seen more as a “reactive” image, and the Navigator does, to some degree, have a “proactive” image. Navigators can lay down a set plan but would need to make decisions based on unplanned circumstances. Caretakers simply react to any changes without truly setting any plans.


Palmer, I., Dunford, R., & Buchanan, D. (2022). Managing organizational change: A multiple perspectives approach (4th ed.). McGraw-Hill Education.

Answered Same DayDec 02, 2022

Answer To: Mikal YoungSaturdayNov 26 at 6:57pmManage Discussion...

Sudipta answered on Dec 02 2022
7 Votes
Response to Mikal Young
As per your post, I can identify that you have discussed
change managers as nurturers and change managers as directors. While talking about change managers as nurturers, you have stated that the managers are well aware of the change, but they have limited control over it. The market will be constant, and the company cannot have any control over the market. I completely agree with you on this statement; however, I would like to inform you that the company’s performance in such a situation completely depends on the market flow. Though you have suggested that managers can nurture the organization itself and their staff, qualities, and other aspects, I still believe such actions would not have any impact on organizational performance. For example, if a manager is well aware of the lack of market demand in the upcoming years but the managers do not have the right to change production units. As you have stated, the downside of the style is less involvement in the controlling (Palmer, Dunford & Buchanan,...

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