Please answer the question at the end of the table

There are six images listed, and they are Director, Navigator, Caretaker, Coach, Interpreter, and Nurturer.

Read the further descriptions of each as well as the information contained in the columns titled Sound Bite, Approach to Change, and When to Use.

 

TABLE 2.4 Six Images of Change Management Image Sound Bite Director Navigator Caretaker Coach Interpreter Nurturer "This is what is going to happen" "I will tell you what I would like to happen" "Let us explore what might be possible" "How can we develop our capability to deal with change?" "We need to think differently about this" "This is everybody's problem-how will we fix it?" Approach to Change When to Use Management choice, command and control When urgent change is required for survival, and change manager has better knowledge of solutions Plan with care, but expect the unexpected When the organization's history, culture, context, and politics will affect change plans Accept the force of external context factors when environmental forces are overwhelming, affecting the entire sector and adapt as necessary Shape systemic capabilities-values, skills, drills to respond effectively to change Managing meaning through interpretations When different stakeholders have competing views of the same issues and they do not share that explain and convey understanding to common interests others When the organization's members need to resolve interpersonal conflicts and build understanding to solve their own problems Develop resilience, encourage involvement, continuous learning, and self-organizing When faced with competing and changing external pressures requiring constant regeneration and adaptive learning We will refer to these images of change management throughout the book. We would therefore like you to reflect on the following additional questions: 1. Is it likely that most people will have one dominant image of change management? 2. Are change leaders more likely to be successful if they remain faithful to their dominant style(s)? 3. Are change leaders who have the capacity to apply a range of different images more likely to be successful? 4.4 In your judgement, do most managers have the behavioral flexibility to move between different styles, or do they tend to apply just one or a limited range of approaches?