Colin Carnall’s book ‘Managing Change in Organisations’ was first published in 19901. In it he proposed a model that focuses on the role of the manager during the process of change.
In the P3 environment, the pressure for change creates the need for a project or programme and the ‘manager’ is primarily the business change manager (BCM).
Dealing with organisational cultures and managing organisational politics are clearly functions that the BCM (with support of other members of the project/programme team) needs to build into stakeholder management while managing the transition as part of benefits realisation.
Carnall maintains that a manager who is skilled in managing the transition will create an atmosphere of creative risk-taking and help people learn as they implement change. This in turn achieves organisational change or, in the language of P3 management, embeds the change so that the benefits can be realised.
In their book ‘Making Sense of Change Management’, Cameron and Green2 suggest that Carnall’s model is most applicable to Morgan’s ‘political’ and ‘organism’ organisational metaphors.
- Carnall, C (2007), Managing Change In Organisations, Prentice Hall, London
- Cameron, E and Green, M (2009), Making sense of change management, Kogan Page, London