Change management is a planned loom for the transitioning of individuals, groups, and organizations from an existing state to a required future state. Change management (or change control) is the definitive process of initiation of the change of a system which is implemented in a controlled structure by adopting a pre-defined framewor with, to a large extent, appending required modifications. !his research believes and asserts that that, managing a change process is as vital as the change itself. "n the post liberalization era, #ocial science scholars have explored the possibilities of employing multiple techniques of $rganization %evelopment to initiate the desired organizational changes. &e also assert that, proper diagnosis of the change environment could allow for the application of many a strategic intervention technique namely role playing, team building, feedbac, process improvisations, amongst others. "t essentially highlights primary domains of research, conceptual and incubating issues, spanning many sub'ects and well established policiesof creating opportunities and satisfying needs for an organization. !he domains of research considered are (not limited to)( ) !he process of study of learning, innovation and effecting change in organizations) !he conduct of inter-organizational relations, alliances and social capital. Change management is as essential to success for the individual leader as it is to the organization. Change management, first needs to be examined from an individualistic point of view and then from an organizational outloo. *n individual needs to carefully ascertain all the allied and converging points that areinvolved in the change management process itself to eventually navigate dramatic change in the applicable personnel lives. $n the other hand, on the organizational platform, an adaptive leader needs to ascertain theimportance of change management as a process whilst also being proactive in change implementation by concentrating on developing a stress-free wor environment. $ne has to strie a profound balance between having people feel the demanded need to change and having them feel overwhelmed by the said change. "t is apt to quote here that, leadership is lie riding on a sharp edge.!his paper embars to evaluate the ey steps taen by an adaptive leader encompassing the entire change management process. !his is to ensure that all steps taen (by the adaptive leader) are analyzed and has the result been +effective implementation of organizational change, in a process that had a profound positiveimpact on the organization-s line and staff functions.Managing ChangeThe mission was also an object lesson in change management. The instant they lost the moon as the goal, the goal shifted to earth. Everything posed a new challenge or opportunity. Once the landing itself was no longer an option,each element of the original game plan had to be reevaluated: questioned, redefined, and transformed to serve an alternate purpose. From its originally designed purpose, each feature of the flight was transformed by value added!whatever performance it could deliver in its new role.The self"contained lunar landing module was converted to duty as the maincabin. Energy from the lunar module was counted and doled out in units normally used to run a coffee ma#er! sufficient energy had to be reservedfor re"entry. $n the absence of a wor#ing on"board computer, the earth itself was pressed into service as the fi%ed focal point to orient the burn phase of the return trip.Everything became potential problem"solving material""which meant problems had to become opportunities or get lost. &ere, there was neither space enough nor time for anything that didn't serve to get the team home. Free(ing temperatures, fever, thirst, no sleep, and a silent radio were endured to stoc#pile the energy boost that would be needed to re"enter the earth's atmosphere.)s *ran( put it somewhere around the third day of the mission, "I don't want to know what anything is for. The question now is, what can it do?"The crew set out to find out, transferring systems from one capsule to the other, adapting each operation to match this change of venue.Fortunately, the problem was solved, the crew members safely landed. )mong the many ideas for this success were many that hadn+t been considered in the numerous pre"mission rehearsals. ,ound holes were squared away to ta#e square plugs to #eep the -O. buffers wor#ing. /attery e%changes between the modules was necessary to achieve power in the final stages. Even the spaceship+s center of gravity had to be shifted to ma#e it easier to maneuver with the limited power.Its Often Easier to Quit0hat can be gleaned from e%amining this episode of space e%ploration for application to business, research, or relationships1the whole gamut of problems and problem solving2 First, sudden and severe limitations can evo#ethe highest order of creativity, but only if they are not allowed to 3abort the mission.4 5econd, the automatic refle% when situations go bad is to get out rather than to ma#e them better or turn them around. Third, the #nee"jer# answer to loss or failure is to minimi(e trauma through damage control rather than in creative thin#ing.One e%ample of an 3aborted mission4 is downsi(ing just to save face for the near"term bottom line. The consequences to morale, productivity, security, and opportunity are an array of self"reinforcing negative forces, social, economic, and psychological. These forces, of course, don+t solve the underlying problems, which don+t go away. The worst effect is that this policy of 3containment,4 layoffs followed by piling wor# on the remaining staff, whichthreatens their security1all lower creativity, dulling incentive to solve problems innovatively rather than reactively.The alternative, following the astronaut+s e%ample, is to drive the crisis through the 3burn4 to a creative solution: new products, better methods, refined targets, improved quality, and conversion of failed solutions to one problem into effective solutions to another. $n order to convert chaos and crisis into opportunity, however, failure must first be precluded as an option. Once that hatch is closed, solution"finding can begin in earnest as a serious venture, not as just another human"resource e%cursion.-losing off failure also constructs a tighter bo% of opportunity. 0hen there is really no available fi%"it #it, solutions must be devised that no one has dreamed of. 0or#ing the problem inside the perimeter1of cost, time, competition, consumers, technology, legality1forces negotiation of resources1ideas, brainpower, talent, s#ills, and #now"how into the most creative channels. Only under the stress of limits are definitions reconsidered, ideas reshaped, connections rewired, and relationships reconfigured. $n this sense, thin#ing 3inside the bo%,4 rather than outside it, is the more creative act.The human values mobili(ed in the problem"solving process are the catalysts to innovation. -reativity isn+t simply applying the tools of science to the job at hand. $t involves the culture of creativity, the human mindset, the 3deep structures4 that tell us what is important.The founder of )pple -omputer, 5teve 6obs once said! )lmost everything""all e%ternal e%pectations, all pride, all fear of embarrassment or failure""these things just fall away in the face of death, leaving only what is truly important. ,emembering that you are going to die one day is the best way $ #now to avoidthe trap of thin#ing you have something to lose.5o $ as# you here to pause, ta#e inventory of yourselves and as# do you have what is needed to complete your mission. The &atch is about to close. 7ather up all the tools you can because you have to abandon the old and accept the new. 0e now live in a 0orld with a 7lobal Economy and opportunity is no longer just around the corner, it is around the 7lobe.Helping People Grow Their Career That Helps A Company Grow Their Business Is Our BusinessABSTRACT!he purpose of this paper is to introduce a reflective and critical rhetorical framewor capable of replacing traditional approaches to change management and its education. !his framewor conceptualises managing change as the .indful .obilising of .aps, .ass and .irrors and provides a comprehensive integration of the processual, practice and critical academic literature on change management. "t adopts a drama-tic approach, combining dramaturgical and pragmatic approaches to organisations and change. !his paper introduces the framewor, the manner of its delivery as an ./* sub'ect, and the varying perceptions of its nature and impact held by a number of mature middle management ./* students who had attended the course. !he documentation of student interpretations draws on the learning diaries completed by ./* students in two deliveries of the sub'ect at a leading business school in *ustralia. "t is argued that the framewor provides a woring model of a reflective and critical approach to change management that resonates with mature managers, and concludes with recommendations for future research and development.Key words: change0 rationality0 drama0 leadership0 educationINTRODUCTION: THE RHETORIC OF MANAGING CHANGE"n recent years, the view of change as a planned linear, episodic, 1-step staged process has been supplemented by more pragmatic processual, symbolic, discursive and practice-based approaches ( /adham, *ntacopalou, 2 .ead, 34530 Collins, 56670 8abri, 34530 &eic 2 9uinn, 5666). !here is now more widespread understanding and recognition of the chaotic, contested and emergent nature ofhow change gets done in organisations, a challenging process of managing to change ratherthan a controlled managing of change. %espite the emergence and diffusion of such ideas inorganisational studies, however, their impact on management education and practices has been less extensive.!his impact has been held bac by two factors. :irstly, the dominant rhetorics and rituals of modern organisations remain overwhelmingly technocratic in character, prioritising and legitimating decision-maing processes that are overly and narrowly rational in their view ofaction, choice and decision-maing ( .arch, 566;). !his context generates institutional expectations (and sanctions against alternative approaches) that managing change will be addressed as a technical strategy for implementing and executing strategies, rather than a confronting and reflective process for addressing the conditions that prevent strategies frombeing implemented. #econdly, critical academic commentary is often perceived as not having contributed to useable nowledge. "n /uchanan and /oddyenneth /ure (567;) refers to as a perspective by incongruity0 i.e. a process of verbal atom-cracing that wors subversively within the existing set of ideas about change, pointing to what has been termed the beyond, within ( ?ong, 3454). !his framewor has been developed and delivered over the last 54 years to over 5,444 senior and middle managers attending an executive development program and ./* course on managing change at the .acquarie @raduate #chool of .anagement, raned by the **C#/ as the leading business school in *ustralian.!he purpose of this paper is to introduce the rhetorical framewor, as an intellectual framewor and an interpreted phenomenon. *s described in the first part of the paper, the framewor is intended to be drama-t!in character, combining dramaturgical and pragmaticapproaches to organisations and change. *s uncovered in the interpretive study, this general drama-tic character was recognised and positively received, although there were variations in the level and degree to which this was understood and valued. "n conclusion, the paper argues that the nature, delivery and reception of the =. framewor provides a woring model of a non-traditional approach for educating managers in managing change, astimulus for a similar examination of alternative framewors, and suggestive guidelines for further systematic research on such framewors and their impact.T"e #M Framewor$!he =. framewor builds, on yet alters, the traditional view of the change-management process as a technical control strategy of planning, execution and evaluation. "t does so by characterising it as a cultural art of influence in developing and deploying (.indfully .obilising) .aps, .ass and .irrors. !his planned change process is still described in traditional and widely resonant terms of a practical plan-do-chec or action learning cycle, but in both imagery and content shifts the terms of discussion and debate by characterising and exploring these in cultural terms as the use of .aps, .ass and .irrors. "t also develops upon and transforms traditional overt and popular views of the management in managing change (.intzberg, 3446), as the expert role of applying techniques and allocating and staffing roles and responsibilities, by viewing the management of change as acomplex cultural and political practice of acting mindfully and mobilising energy. "n this way,the =. framewor replaces thin views of the management of change as a formally rational process of applying techniques, allocating formal roles and responsibilities, planning change,executing it and evaluating progress by thic views of managing to change as involving being .indful of complexity and barriers, .obilising energy and support, .apping out directions, silfully putting on and taing off .ass to ensure an effective performance, and creating and using .irrors in a way that overcomes the cultural and political factors that obstruct theAbstractChange management in the context of this paper is the process of setting, managing and meeting the expectations of staeholders to ensure pro'ect success. "t is not about scope control and management of changes to scope, schedule, or quality, although these attributes impact the change management process. !hese latter types of changes are usually nown as Achange controlA or Aengineering change controlA which is a functional process within pro'ect management and is not considered in this paper.Bence, we discuss change management as a pro'ect in its own right and how that relates to the successful delivery of pro'ects. !his aspect is distinct and different from Achange controlAand suggests the following definitions(Change (noun)( *n event that occurs when something passes from one state or phase to another.Cxample( A!he change was intended to increase sales.A.anagement (noun)( !he act of managing somethingCxample( ABe was given overall management of the program.ADro'ect (noun)( * process that consumes resources and delivers a product, i.e. a change, within certain time constraints.Introduction"n the past, most people measured the success of pro'ects by the three traditional criteria ofcost, quality, and schedule. !hese three traditional metrics fall short today because the importance of staeholder satisfaction is being recognized as more important that any of thetraditional measures. !hat is, the pro'ect is considered a success if the pro'ect staeholders are happy with the results."n an ideal world of perfect pro'ects, all metrics would be met and all staeholders and participants would be happy with the delivered products. !he reality is that some pro'ects are ab'ect failures. :ailed pro'ects are those where the staeholders are not only dissatisfiedwith the results, but wal away at the end of the pro'ect wishing they had never been involved. !his can happen even on pro'ects that have met all of the traditional metrics of cost, quality, and schedule, but have simply failed to meet staeholder expectations.!his is either because their expectations were too high or because the participants fail to accept the pro'ect as their own and embrace the opportunities that the pro'ect delivers. Cven when the pro'ect is accepted, if the opportunities presented by the pro'ect are not maximized, the pro'ect is, at best, only a partial success. Bence, pro'ect success depends heavily on setting and delivering all of the expectations of the staeholders and obtaining their concurrence on that achievement.!he only way to deliver pro'ects with a high probability of success is to assemble a pro'ect team that is comprised of the right individuals from the right staeholder community. !his means that the ultimate owners of the pro'ect should be active participants from the start. !he start of the pro'ect is where the greatest opportunities exist for setting and managing end-user expectations. #etting staeholder expectations and assembling the appropriate pro'ect team is the first and most important phase of change management.:or certain types of pro'ects (software delivery pro'ects are a good example) there are still what you would call Achange ordersA, Achange requestsA, Ascope changesA, Acontract variation ordersA or whatever name you lie to call the changing of scope, cost, quality, or schedule of activities. $f course, we need to foresee, capture and manage these items under the heading of Apro'ect changesA and our preference is to call this pro'ect management process Achange order controlA or Atechnical change controlA. *ll pro'ects will have some exposure to these same types of Atechnical changesA that need to be managed.AChange managementA as described in this paper does not relate to management of the aforementioned changes to technical items, but rather is the management of the end user expectations, awareness, and preparedness. !his set of activities should be accomplished byimplementing a strategy to ensure that the ultimate owners and end users are AonboardA with the pro'ect team and its deliverables. Bowever, it often happens that on these types of pro'ects where the setting and management of expectations is not done at the pro'ect