Change management involves structured approaches aimed at transitioning individuals, organizations, and teams from one state to a desired one. It helps employees and managers to understand, commit, and accept changes for better outcomes. As such, it may apply in circumstances such as organizational growth, addition of new technology, or downsizing. It is usually brought about by external pressures such as reputation and internal pressures such as growth and integration. In this regard, management images that include the change director and navigator are critical in any organization based on the similarities or differences in their roles.
The director’s function is to design communication processes and ensure that people comply with the stipulated rules in order to achieve originally intended outcomes (12MANAGE, 2009). This means they direct employees to use available resources to accomplish planned objectives. Conversely, navigators are also tasked with the design process but may use other means that were not planned considering that they have power. For example, if a company intended to use only technology as an advertisement means for a newly launched product, a change navigator may decide to use technology and door-to-door services as ways of promoting the new product. On the other hand, a director will only use technology as planned.
Firstly, change directors and navigators are both involved in the design process and highlight options available for achieving outcomes. This may include informing other managers on cost reduction mechanisms and performance improvement. Secondly, they draw attention on the dominant change image. They may focus on the coach if the main task of achieving objectives largely depends on this change manager. On the other hand, navigators and directors roles mainly differ based on the routes followed to accomplish goals. Change directors follow a planned route while navigators may use other paths that were not planned.
12MANAGE. (2009). 6 Images of Managing Change (Palmer, Dunford and Akin). Retrieved from