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HUGO BRUNSTING Student number 1333895 University of Groningen Faculty of Economics and Business
MSc Business Administration Specialization Change Management
Herestraat 9-11 9711 LA Groningen
The Netherlands phone: +31 (0) 6 2453 1803 e-mail: hugobrunsting@hotmail.com
First Master Thesis Supervisor Dr. B.J.W. Pennink
Second Master Thesis Supervisor Prof. dr. D.M. Swagerman
Hugo Brunsting is a Msc Business Administration student of Change Management at the University of Groningen. He holds a bachelor degree in Management and Organization.
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ABSTRACTBSTRACTBSTRACT BSTRACT
Change management is a broad conception within very different assumptions. Pentascope, a Dutch consultancy agency, has developed the concept of ‘Schitterend Organiseren’, an attracting concept for change managers, consultants, employees and everyone else who is involved in organisations and its change. It puts ‘the human central’ and in doing that, Pentascope created an innovating label on an high level of abstraction. The need for more substantiation of what the concept is and how to use it arises and this article accommodates to this need. The article starts with defining how ‘Schitterend Organiseren’ can be placed in the literature of management and organisation and especially in change management literature. The objective is to firstly substantiate theoretically what the principles of this concept are. Secondly the theoretical foundation will be tested
empirically. According to this article ten theoretically found principles substantiate ‘Schitterend Organiseren’ and are grounded with literature to give the concept a well founded substantiation. An example is the first principle, the plural reality. Interviews with key expert consultants of Pentascope in the field of ‘Schitterend Organiseren’ are hold to find empirically evidence if these ten theoretically found principles are more than hypotheses. The conclusion is that these ten principles are a basic foundation of the innovating concept ‘Schitterend Organiseren’.
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Keywordseywordseywords:::: Principles, change management, human oriented change, eywords ‘Schitterend Organiseren’, substantiation.
INTRODUCTIONINTRODUCTIONINTRODUCTION INTRODUCTION
Many literature is written about organizational change management, and several different perspectives can be found. In the ‘Schitterend Organiseren’ concept the modern organization is not ‘a big gorilla that manipulates the employees’. Imagine a change process where the plural realities of the stakeholders taken all together lead to greater prosperity of the company. That all stakeholders in a change effort are involved and where the need for change is shared. In which all levels from internal to external realities, and from individual to collective are taken together and change in a consistent direction. Where intervention methods used are matched with the existing basis conviction in the company. That the employees have selfcontrol and a free choice, but also have boundaries developed by the stakeholders. That there is an ongoing dialogue instead of debating, and that while creating variety also action is accomplished. That all these convictions are used authentic and honest. According to the theoretical foundation of this article this imagination is ‘Schitterend Organiseren’.
Figure 1. ‘Schitterend Organiseren’, not a manipulating Gorilla but putting the people central This article explains in the introduction what ‘Schitterend Organiseren’ means. What the reason is for this study, and what the question of Pentascope is to start this research. How the principles are found, what the method and conceptual model is and when a principle is an active principle will be explained in this introduction. At least a description of Pentascope is given.
to ‘Schitterend Organiseren’ will be given in this second part of theory.
To support these principles with empirical evidence, interviews with the key experts of
‘Schitterend Organiseren’ were hold. The results part of this article explains if these key experts use these ten theoretical principles. This parts purpose is to explain if the ten principles are substantiated with empirical explanations or if these ten principles are only theoretical foundations. That makes this article one with a well founded theoretical basis substantiated with empirical data. The article ends with the conclusion and discussion part.
‘‘‘‘Schitterend OrganiserenSchitterend OrganiserenSchitterend OrganiserenSchitterend Organiseren’’’’
‘Schitterend Organiseren’, a concept developed by Pentascope (a consultancy agency in The Netherlands) is a reaction on attempts how to organize in balance with People, Profit and Planet. This concept explains, on a very high level of abstraction how to organize and change in today’s world. ‘Schitterend Organiseren’ puts a human perspective central rather that systems and structures. As referred also in Part one, Beer and Nohria (2000) state that the need for knowledge about organizational change has risen dramatically, the state of the theory, research, and practice is relatively undeveloped compared to the enormous need that exists. ‘Schitterend Organiseren’, is a concept that addresses the importance of change management and emphasises on a high level of abstraction how to do that. ’Schitterend Organiseren’ is written in Dutch because it does not translate well in English. The Dutch word ‘Schitterend’ in the name ‘Schitterend Organiseren’ has a twofold meaning in English. It will be the words with the meaning as in: ‘sparkling’ and ‘wonderfully’. Because there does not exist an English word and a translation that covers its full meaning, and a translation would consist of several words, the Dutch term will be used in this article. Also in Dutch ‘Schitterend Organiseren’ needs explanation, it needs entering in a conversation to know what its means and so it start a realization what it really includes. To get more knowledge about ‘Schitterend Organiseren’ you are advised to read the first book about
’Schitterend Organiseren’, named ’Schitterend Organiseren’ written by Hoogendoorn and Vos (2006), and the second book ‘Kleur Geven aan Schitterend Organiseren’, written by Hoogendoorn and Pieterse (2007).
Motivation for this Research and Motivation for this Research and Motivation for this Research and
Motivation for this Research and Research QuestionResearch QuestionResearch QuestionResearch Question
Consultants of Pentascope talk about ‘Schitterend Organiseren’ but do not always know what they mean, it can be that people talk about completely different things. This article is an answer to the need for substantiation of the concept. It is an attempt to substantiate theoretical as well as empirical what ‘Schitterend Organiseren’ is. A manual for methodological acting.
The motivation for this research is to answer the main research question: what are the active principles underlying ‘Schitterend Organiseren’ ?
The subquestions:
1- How to place ‘Schitterend Organiseren’ into the literature of management and organization?
2- What are theoretical principles of ’Schitterend Organiseren’ ? 2.1- What are principles?
2.2- What are the theoretically principles of ‘Schitterend Organiseren’ ? 2.3- What is stated in the literature about these principles?
3- What are active principles of ‘Schitterend Organiseren’ ?
As Mahatma Gandhi said ‘you must be the change you want to see’ (In Celeste, 2000), a
‘Schitterende Organisatie’ is what it is, this article is about how to ‘Schitterend Organize’. As Gandhi stated about change in general also applies for ‘Schitterend Organiseren’, you must act like a ‘Schitterende Organisation’.
Method and Method and Method and
Method and the the the the Conceptual ModelConceptual ModelConceptual ModelConceptual Model
Brewer and Hunter (in Pennink, 2004) argue that many social science research methodologies each have their own strengths and weaknesses. Instead of choosing one method they argue that it is wiser to make use of combinations of methods. Its fundamental strategy is to attack a research problem with an arsenal of methods (Brewer and Hunter, In Pennink, 2004). The most important reason for using more methods is because it creates a better possibility to further develop the theoretical insights. Their method is named the ‘multi method approach’. For this research we can divide three parts which all answers one of the three research questions. In the first part one methods is used, in the second and in third part two methods are used.
1- How to place ‘Schitterend Organiseren’ into the Management and Organization literature? This question will be answered in Theory Part 1, ‘Schitterend Organiseren’ in the literature. In this part a clarification with the use of literature will be given why ‘Schitterend Organiseren’
2- What are theoretical principles of Schitterend Organiseren’ ?
This question will be answered in Theory Part 2, Refining of the concept ‘Schitterend Organiseren’ worked out in ten principles. With the use of literature the definition of principles and the meaning of principles in the article will be explained. The objective is to find principles that taken all together form a consistent basis of the concept ‘Schitterend Organiseren’. There are different assumptions for finding these principles:
----A principle must be an important basis foundation
-Principles must be based on temporary knowledge in Change Management literature -There can be approximately a maximum of ten principles because of time constraints -Both books about ‘Schitterend Organiseren’ give important insights
-Literature of Homan, a professor in change management and connected to Pentascope is taken along and serves as a basis
Marcel Kuhlmann, a senior consultant and a member of the ‘core team’ ‘Schitterend Organiseren’, and the writer of this article found thirty basic convictions as a starting point for this research. Literature was used to substantiate these convictions and in doing that our realization started that the starting point of ‘Schitterend Organiseren’ is social construction. It became a puzzle to find a consistent completeness of ten principles that form the basis of the concept. The result of this puzzle is reproduced in Figure 2, the conceptual model of this article. This model is the theoretically foundation which is an answer on research sub-question two.
3- What are active principles of ’Schitterend Organiseren’ ?
To find if the theoretically found principles appear in the empirical world, consequently if principles are active principles, ten interviews with the key experts of ‘Schitterend Organiseren’ were hold. If these experts claim that a principle is one which they use in their work with ‘Schitterend Organiseren’ and is important, it will be an active principle, if not it is only a theoretically based principle. The article finalizes with a conclusion within a reflection.
Figure 2. Conceptual model, in the central ‘Schitterend Organiseren’
Pentascope Pentascope Pentascope Pentascope
Pentascope is a Dutch consultancy firm founded in 1990. Pentascope is a specialist in implementing change. The network of 300 professional staff members and 500 partners are active with six offices throughout The Netherlands. The qualified changers like project managers and interim managers provide assistance in change- and implementation processes. They work together with their customers because a true and lasting result demands involvement from them and their staff.
In the next chapter an explanation will be given how to place the concept ‘Schitterend Organiseren’ in the literature, an answer on research question 1.
Authenticity Authenticity Authenticity Authenticity Plural Plural Plural Plural Reality RealityReality
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THEORY THEORY THEORY THEORY PART PART PART PART 1111
‘SCHITTEREND ORGANISEREN’ ‘SCHITTEREND ORGANISEREN’ ‘SCHITTEREND ORGANISEREN’
‘SCHITTEREND ORGANISEREN’ IN THE LITERATURE IN THE LITERATURE IN THE LITERATURE IN THE LITERATURE
This part will explain how to place ‘Schitterend Organiseren’ into the literature of management and organization, and especially in change management literature. While ‘Schitterend Organiseren’
is a enchanting, stimulating approach for many people, there is no clarification of how to place it into the existing literature. And because this article’s purpose is to substantiate ‘Schitterend Organiseren’ this chapter’s objective is to put ‘Schitterend Organiseren’ in a broad perspective of Change Management.
First the development of organizational change will be given. Second social constructionism, the approach underlying of ‘Schitterend Organiseren’ will be explained. Third, the two main approaches in change management literature according to Beer and Nohria (2004) are mentioned and the ‘Angelsaksische’ (Anglo-Saxon) model and the ‘Rijnlandse’ model will be explained, as well as the common aspects with Organizational Development. At least what ‘Schitterend Organiseren’ is will be defined.
Many attempts such as ‘Organizational Learning’, ‘The Culture Excellence Approach’ ‘the Search for Excellence’ had the growing belief that existing modernist theories, such as the Contingency theory, could no longer take account for the changes taking place. Modernism is a term used to describe these values, rationale and institutions that have dominated the Western societies since the Age of Enlightenment. Postmodernists, as a reaction on modernists, argues that scientific knowledge is a social construction (Burnes, 2004). ‘Schitterend Organiseren’ adopts a social construction perspective.
Social construction is an approach concerned with the processes by which people construct, maintain and change social and organizational reality (Burnes, 2004). It is a broad and diverse perspective within the social sciences and as such would require a book length treatment to survey (Dickins, 2004) therefore a briefly explanation will be given. The central concern of social constructionism are the social processes that are involved in our conceptualizing of the world, including our own psychological machinations and states (Boghossian, 2001). It is important to keep in mind that the objectivity of the institutional world, however massive it may appear to the individual, is a humanly produced, constructed objectivity. The institutional world is a objectivated human activity, and so is every single institution. It is through the social process that reality takes on meaning and that our lives are formed and reformed through the dialectical process of socialization (Berger and Luckmann, 1966). Within constructionist thought, a social construction is a concept or practice which may appear to be natural and obvious to those who accept it, but in reality is an invention or artifact of a particular culture, society or human (Berger and Luckmann, 1966). The verb ‘to construct’ comes from the Latin ‘con struere’, which means to arrange or give structure. Ongoing structuring (organizing) processes are the conceptual heart of constructionism (Mahoney, 2004). Berger and Luckmann (1966) argue that all knowledge, including the most basic, taken-for-granted common sense knowledge of everyday reality, is derived from and maintained by social interactions. So is ‘Schitterend Organiseren’ a social construction itself. When people interact, they do so with the understanding that their respective perceptions of reality are related, and as they act upon this understanding their common knowledge of reality becomes reinforced.
Beer and Nohria (2000) introduce two different approaches to organizational change. Two approaches guided by very different assumptions about the purpose and the means of change; Theory E (economic-value-driven change) and Theory O (organizational capability-driven change). Theory E has as its purpose the creation of economic value and focuses on the formal structure and systems. Change is driven from the top and is planned and programmatic. Theory O has as its purpose the development of the organization’s human capability. Its focus is on the development of a high-commitment culture. Change is more emergent, less planned and programmatic. Key values include involvement of all employees in improving the company, fair treatment of workers, support for the community around its plants, and openness and truthfulness in the company. Likert (in Cummings and Worley, 2001) characterizes four different types of management systems. From very autocratic, top down (System one) to almost the opposite, (System four) the participative system. Participative systems are designed around group methods of decision making and supervision, this system fosters high degrees of member involvement and participation. Work groups are highly involving in setting goals, making decisions, improving methods, and appraising results. Communication occurs both laterally and vertically, and decisions are linked throughout the organization by overlapping group membership (Cummings and Worley, 2001). Like the ‘Theory O’ and the participative system, ‘Schitterend Organiseren’ focuses on the human side of change, and puts a human perspective central rather than systems and structures.
In The Netherlands Van Luijk and Schilder (1997) state that there are two important models, the ‘Angelsaksische’ model and the ‘Rijnlandse’ model. The first, the ‘Angelsaksische’ model, sees a company as a 'money making machine' for its owners. The Executive Board has as its main interest the financial interests of the shareholders. Compared with the ‘Angelsaksische’ model, the ‘Rijnlandse’ model, which distance itself from this traditional ideas, substantiate itself on socialism. In this model the shareholder is not placed as the central objective. The organization is considered as a place where all kinds of interested parties or 'stakeholders' meet, not only the shareholders, but also the employees, the society, the environment and politics. This model focuses on the human being, on trust, cooperation, coaching, flexibility and stakeholder value (Brouwer and Moerman, 2005). The purpose of an organization’s management is to organize and search for a balance between all the parties involved (Luijk, van and Schilder, 1997). The ‘Rijnlandse’ model is in consensus with ‘Schitterend Organiseren’.
Organiseren’, draws heavily on humanistic psychology to understand behaviour in organizations. It provides a more complex and positive view of human behaviour than those offered by the other forces in the field (Boonstra, 2004). It proposes that people are inherently good and have a substantial capacity for self-determination, creativity, and psychological growth. Moreover, human beings are not only driven to gain things they lack, but also to seek opportunities to experience new things and develop their full human potential. This positive view is embedded in ‘Schitterend Organiseren’. Also like OD sees ‘Schitterend Organiseren’ change as a participative change process where participation and collective reflection are the two main building blocks. Neither money, nor products, but the employee is the core resource of a company. In the few last years this belief has gained importance and acceptance (Boonstra, 2004). These aspects of OD, and not OD in general, are deeply embedded in ‘Schitterend Organiseren’.
There is much literature written about how ‘not to organize’, as a reaction on modernist attempts. Like the management book ‘De Intensieve Menshouderij’, it explains how managers rule their employees. In doing that the managers act mostly unconscious and rational ‘milk’ their employees and discharge them (Peters, 2004). Or the book ‘Kantooroorlog’ where Vroemen (2005) describes that in The Netherlands there is already a war for decades which made many victims. A million Dutch employees can, or do not want to work any more. Many of them are ill and exhausted. His book explains what goes wrong in the organizational world of today. ‘Schitterend Organiseren’
accommodates to the need for an approach that, like Vroemen and Peters, perceive this unsatisfactory world of organizations, but also show how to ‘wonderfully or sparkling’ organize.
‘Schitterend Organiseren’ is an answer to the need for an approach that advances what humans expect from a company. A company will be judged on its behaviour towards the environment (Planet), but also on its contribution to the social side of our common society (People). In addition to that, companies have to survive on something (Profit). A company performs well if it can find a good balance between these three components. These ‘three Ps’ are irreversibly linked with each other. ‘Schitterend Organiseren’ is a stimulus, an initiative on a very high level of abstraction how to organize in today’s world with respecting ‘People, Planet and Profit’.
Figure 3. ‘Schitterend Organiseren’, the difference between ‘vinken’ and ‘vonken’, Hoogendoorn and Vos, 2006.
In the next chapter an explanation of the ten theoretically found principles will be given, the purpose is to answer research question 2.
‘Vinken’ ‘Vinken’ ‘Vinken’
‘Vinken’ ‘Vonken’‘Vonken’‘Vonken’‘Vonken’
Humans as assets Humans as humans
Profit as leading principle A balance in People, Profit, Plant
Fragmentation Think holistic, connection
Ratio Ratio and feeling
People inside the organization The organization is inside the people Focus on weakness and imperfection Focus on talents and strength Think that you do not have influence Personal leadership
Solve Prevent
Owner of the world Bailiff of the world
Short term Long term
Quantity Quality
Anxiety Love and hope
Unconsciousness Conscious
THEORY THEORY THEORY
THEORY PART PART PART 2222 PART REFINING OF THE CONCEPT
REFINING OF THE CONCEPT REFINING OF THE CONCEPT
REFINING OF THE CONCEPT ‘SCHITTEREND ORGANISEREN’‘SCHITTEREND ORGANISEREN’‘SCHITTEREND ORGANISEREN’‘SCHITTEREND ORGANISEREN’ WORKED OUT I
WORKED OUT I WORKED OUT I
WORKED OUT IN TENN TENN TEN PRINCIPLESN TEN PRINCIPLES PRINCIPLES PRINCIPLES
In this part firstly the definition of the word ‘principle’ will be given, and what principles are in substantiating ‘Schitterend Organiseren’. Secondly the ten principles will be defined and substantiated with literature and will be operationalized. This part of the article is the substantiation with principles of ‘Schitterend Organiseren’.
Principles Principles Principles Principles
Core principles provide the solid ground on which to base the design. Principles are a common suppositions throughout, enabling flexibility in practice. Processes can be copied but mastery of principles will enable you to create new tools for yourself (Beedon and Cox, 2002). Hock (in Merry, 2006) defines principles as ‘a behavioural pursuit of the community, a clear, unambiguous statement that gives insight in the basis conviction, to see how the whole and the parts will behave themselves’. Principles are our indicators during our travel, mutual agreed issues which lead and give direction to ourselves and others. Essential beliefs and values about human organizing and change (Whitney and Trosten-Bloom, 2003). Principles are the natural insights, insights which are not open to question because they speak for themselves (Wierdsma, 1999). Principles are natural laws that you need to respect in building your or a (eco)system (Bommerez & Hoppenbrouwers, 2007). These definitions of principles have a shared fundamental idea, that a principle provides the assumption, it provides the basic idea, the initial concept. Principles of
‘Schitterend Organiseren’, are the core assumptions, the basic thoughts, the point of departion of the concept how to ‘Schitterend Organiseren’.
THE TEN PRINCIPLES THE TEN PRINCIPLES THE TEN PRINCIPLES THE TEN PRINCIPLES Princip Princip Princip Principlllle 1e 1e 1e 1 Plural Plural Plural Plural RRRRealityealityealityeality
This first principle will be explained with a modernist perspective example, where after the postmodernist perspective, which is more in accordance with ‘Schitterend Organiseren’, will be explained.
best realizable goal or direction according to the party or people involved (Wierdsma, 2000). It is a different (and new) line of thinking about managing as a fundamentally social process (Hosking, 1997). These new leaders will have not the loudest voice but the most attentive ear (Bennis, 2000).
This principle is about the conviction that reality is social constructed with as a result the possible existence of plural realities. These plural realities of human beings are valuable for companies, and when making use of these plural realities, it will result in more valuable and sustainable change. It concerns using variety, diversity and subjectivity as enabler of organisational development and transition.
Princip Princip Princip Principlllle 2e 2e 2e 2 Inv Inv Inv
Involving all Stakeholdersolving all Stakeholdersolving all Stakeholdersolving all Stakeholders
only be appropriate when top management is genuinely committed to involving their workforce and co-creating with them (Nixon, 1998).
This principle states that in a change process all stakeholders need to be involved to create a shared vision, and a greater understanding of the whole, the parts and its connections. A system identity, the assessment of a system can only be done by including its surroundings. Involving all stakeholders enables organisation development and transition.
Princip Princip Princip Principlllle 3e 3e 3e 3 Shared N Shared N Shared N
Shared Need for eed for eed for eed for CCChangeChangehange hange
basis for the way Feltmann (2005) introduces his ‘think-advising’ when motivating the shared need for change. Feltmann (2005) states that believes of humans, for example: ‘we do not need any change’, can be stuck in a person’s head because of their believes and the language used. The art of leaders or consultants is to give leeway in a person’s ‘truth claim’ towards his or her convictions. It helps if someone will see that that his or her view is indeed possible and legitimate, but that this is not the only possible, nor only correct, or most appropriate way given the situation.
This principle is about entering into a change process only when there is a shared need for that change process. It concerns offering access to self interpretation of information, where own interpretations and awareness create a insight that it is necessary to change something.
Principle 4 Principle 4 Principle 4 Principle 4 Act Act Act
Act IIIIntegral ntegral ntegral ntegral
change at all levels of the organization, within their industry, and within the worldwide business community (Landrum, 2005).
Figure 4. Wilber’s AQAL model
This principle is about acting in a integral way. That a change process involves all the four quadrants of the AQAL model.
Principle 5 Principle 5 Principle 5 Principle 5 Consistent Consistent Consistent
Consistent DDDirectionDirectionirectionirection
In a change project or process the approach and the purpose needs to be consistent with each other. For example; Bax (2003) argues that consistency is essential. He states that there must be a balance in Technology, Environment, Culture and Structure. These four variables must be consistent on a axis of mechanical and organical regimes. Consistency is a harmonious uniformity or agreement among things or parts. For this article we use the definitions of Barrett (2006) because it links the model of Ken Wilber with consistency. According to Barrett (2006) there are four definitions that needs consistency:
Personal Consistency: The alignment of an individual’s values and beliefs with his or her actions and behaviours.
Structural Consistency: The alignment of a group’s values and beliefs with their actions and behaviours as described in the collective rules, laws, and processes and structures of governance. Values Consistency: The alignment of an individual’s values with the group’s values.
Mission Consistency: The alignment of an individual’s sense of purpose or mission with the group’s stated purpose or mission. (Barrett, 2006). For a well grounded change to occur there must be a parallel and simultaneous shift in personal alignment, structural alignment, values
alignment, and mission alignment (Hoogendoorn and Pieterse, 2007). All four relationships must change in the same direction, and so, they need to be balanced and consistent with each other, see Figure 5.
Figure 5. The four definitions of consistency
This principle states that a change process needs four kinds of consistency: personal consistency, structural consistency, values consistency and mission consistency.
Principle 6 Principle 6 Principle 6 Principle 6 Evolution Evolution Evolution Evolution Match Match Match Match
With the theory of Spiral Dynamics we will address the following principle. Eight different colours form the basics of Spiral Dynamics, they form a spiral, which all represents different ‘wMemes’. The ‘wMemes’ are different basis systems of thoughts and basis convictions (Beck and Cowan, 1996). Spiral dynamics is based on research into the worldviews and values systems that people possess throughout their lives. It is a model of growth in subjective personal and cultural
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Structural Consistencyructural Consistencyructural Consistencyructural Consistency
internal external individual collective intentional intentionalintentional intentional (I) (I) (I) (I) behavioral behavioralbehavioral behavioral (IT) (IT)(IT) (IT) cultural cultural cultural cultural (WE) (WE) (WE) (WE) social socialsocial social (ITS) (ITS) (ITS) (ITS) Mission Consistency Mission ConsistencyMission Consistency Mission Consistency internal external individual collective intentional intentionalintentional intentional (I) (I) (I) (I) behavioral behavioralbehavioral behavioral (IT) (IT)(IT) (IT) cultural cultural cultural cultural (WE) (WE) (WE) (WE) social socialsocial social (ITS) (ITS) (ITS) (ITS) Values Co Values CoValues Co
Values Consistencynsistencynsistencynsistency
internal external individual collective intentional intentionalintentional intentional (I) (I) (I) (I) behavioral behavioralbehavioral behavioral (IT) (IT)(IT) (IT) cultural cultural cultural cultural (WE) (WE) (WE) (WE) social socialsocial social (ITS) (ITS) (ITS) (ITS) Personal Consistency Personal ConsistencyPersonal Consistency Personal Consistency internal external individual collective intentional intentionalintentional intentional (I) (I) (I) (I) behavioral behavioralbehavioral behavioral (IT) (IT)(IT) (IT) cultural cultural cultural cultural (WE) (WE) (WE) (WE) social socialsocial social (ITS) (ITS) (ITS) (ITS) Personal Consistenc Personal ConsistencPersonal Consistenc Personal Consistencyyyy internal external individual collective intentional intentionalintentional intentional (I) (I) (I) (I) behavioral behavioralbehavioral behavioral (IT) (IT)(IT) (IT) cultural cultural cultural cultural (WE) (WE) (WE) (WE) social socialsocial social (ITS) (ITS) (ITS) (ITS) Personal Consistency Personal ConsistencyPersonal Consistency Personal Consistency internal external individual collective intentional intentionalintentional intentional (I) (I) (I) (I) behavioral behavioralbehavioral behavioral (IT) (IT)(IT) (IT) cultural cultural cultural cultural (WE) (WE) (WE) (WE) social socialsocial social (ITS) (ITS) (ITS) (ITS) Structural Consistency Structural Consistency Structural Consistency Structural Consistency internal external individual collective intentional intentionalintentional intentional (I) (I) (I) (I) behavioral behavioralbehavioral behavioral (IT) (IT)(IT) (IT) cultural cultural cultural cultural (WE) (WE) (WE) (WE) social socialsocial social (ITS) (ITS) (ITS) (ITS) Structural Consistency Structural Consistency Structural Consistency Structural Consistency internal external individual collective intentional intentionalintentional intentional (I) (I) (I) (I) behavioral behavioralbehavioral behavioral (IT) (IT)(IT) (IT) cultural cultural cultural cultural (WE) (WE) (WE) (WE) social socialsocial social (ITS) (ITS) (ITS) (ITS) Structural Consistency Structural Consistency Structural Consistency Structural Consistency internal external individual collective intentional intentionalintentional intentional (I) (I) (I) (I) behavioral behavioralbehavioral behavioral (IT) (IT)(IT) (IT) cultural cultural cultural cultural (WE) (WE) (WE) (WE) social socialsocial social (ITS) (ITS) (ITS) (ITS) Mission Consistency Mission ConsistencyMission Consistency Mission Consistency internal external individual collective intentional intentionalintentional intentional (I) (I) (I) (I) behavioral behavioralbehavioral behavioral
((((IT)IT)IT)IT)
worldviews. It uses this worldview analysis to evaluate why and how events occur in social situations for both individuals and groups. The purpose of development is to match a cognitive mindset with a particular array of life conditions that face an individual or group. Through changes in the external life conditions, new insights and through new ideas people develop themselves. Evolution arises when the dominant logic is no longer sufficient to solve the questions or social constructions. The current ‘thinking’ does not suffice and therefore there can be a devaluation towards a ‘lower dominant logic’ or towards a ‘higher dominant logic’ (Herold, 2005). Humans changes their thoughts about the things around them. Spiral Dynamics matches the development of ‘thought’ to the interaction and change processes in organizations. From certain ‘wMemes’ you perceive the reality, you give meaning to the things which you see yourself on the basis of your wMeme (Herold, 2005). Imagine an organisation which is controlled by an ambitious management team which searches especially for own success, where competition is central and where initiative taking is appreciated (orange). Imagine that the largest group of employees especially prefers clarity, and want to fully trust the management and obey them. This will give tension/stress (Hoogendoorn and Pieterse, 2007).
This principle concerns the matching of the change approach with the most important basis convictions (wMemes). The intervention methods - and techniques, must be appropriate with the existing basis convictions, or these methods and techniques are preceding the existing basis convictions. Principle 7 Principle 7 Principle 7 Principle 7
FFFFreedom of Creedom of Creedom of Creedom of Choicehoicehoice and Empowermenthoice and Empowerment and Empowerment and Empowerment
Literature about empowerment and the freedom of choice mostly adopt a modernist perspective. First the modernist perspective will be explained to introduce empowerment and freedom of choice, second the more ‘Schitterend Organiseren’ perspective will be explained.
one’s who are the closest to the customer (Verhoeven, 1999). The main advantage is that organizations can anticipate faster towards their customers.
If reality is social constructed, someone cannot delegate that a subordinate is ‘responsible’, therefore the literature from Verhoeven is used to explain this principle in a ‘Schitterend Organiseren’ perspective. Verhoeven (1999) speaks about coaching as the leadership style where the leader ‘steers without playing the boss’. This leadership style also accommodates some fundamental needs of people within an organization:
- Human need to give meaning
- Human need to give own direction to their existence - Human need to act with positive authorisation
The key words in empowerment are not ‘dependence’, but ‘support initiatives’ and ‘creativity’. You cannot force people to do something that is ‘out of themselves’, or force people to be responsible. Own choices, the choice to cooperate, independence, that are central values (Verhoeven, 1999). The employees make a choice, and want it themselves. Juran (in Verhoeven, 1999) correctly addresses the essential principle of ‘selfcontrol’. Management and employees will only feel themselves responsible if they have influence. Own responsibility is in essence: act autonomous and voluntary (Choose). Act with engaged and with initiative (Want) and act creative (Respond) (Sprenger, 1999) .
Important is that people are not totally ‘empowered’ to do things their own way. They are not free to ignore tasks they do not like and do as they please. Rather, they are free to only make their own decisions within defined guidelines and parameters that are determined by others (Tugan, 2007). Others can be, stakeholders involved, social systems, colleagues and other groups of people. Without sufficient direction and support, responsibility is not empowerment— it is downright negligence (Tugan, 2007).
This principle states that employees have a free choice to cooperate and have selfcontrol. People are empowered and create guidelines and parameters with others, so that there are not ignored but have freedom to act and to choose to cooperate.
Principle 8 Principle 8 Principle 8 Principle 8 Ongoing Ongoing Ongoing
Ongoing DDDialogueDialogueialogueialogue
support and stimulate the knowledge-creating activities of individuals or to provide the appropriate contexts for them (Nonaka, & Takeuchi, 1995).
This principle states that an organization needs to support an ongoing dialogue in two ways: to create the right recognizable environment for dialogue such as time and a meeting place, and it stimulates and inspires involving in dialogue. The practice in communicating is in dialogue instead of debating. Principl Principl Principl Principleeee 9 9 9 9 Act Transactional Act Transactional Act Transactional Act Transactional
Wierdsma (2004) states that there are two forms of organizations: the positional and the transactional organization. This part first introduces what a positional organization is and second what the transactional organization is, and its main difference with the positional organization namely the focus on action.
The positional organization is a organization with a strong focus on truth in an organization, and time and energy of employees will devote to achieving consensus about it. Study and thinking are crucial: diagnosis is separate from action, and thought precedes action. As a result, action is postponed (Wierdsma, 2004). This organization process is geared towards reducing variety. The organization is seen as a closed system, an entity which is separated from its environment and those connected with it (Hosking, 1997). In foregoing principles is stated that the plural reality, with as a result the broadening of variety, is an essential assumption of ‘Schitterend Organiseren’, so logically the assumptions of a positional organization do not match ‘Schitterend Organiseren’. Important in the explanation of the positional organization is that action is postponed, that there is a lot of thinking and talking about the truth, because thought precedes action. In the foregoing principles of this article the focus is on diverge meanings, thoughts, directions and truth, while there is not a direction and focus towards action. This is why the transactional organization makes sense.
The focus on transactional, on action, means that the agreement is lifted from the arena of truth and the ‘continuity of differences’ becomes crucial (Dongen, van, 1996). Mills (1967) state that the willingness of stakeholders to act on the basis of a agreement increases if the agreement is temporary and if rules have been agreed. Organizing in order to realize transactions is not more diverging, but because of an action focus, on converging into action.
This principle states that being ‘transactional’ is needed in a change process; remain the differences but action is needed to converge meanings and to support a change process. It can be temporal or not: it is about to create action and to converge instead to diverge, because otherwise the change itself will be postponed.
Principle 10 Principle 10 Principle 10 Principle 10
Authenticity and the Authenticity and the Authenticity and the
Authenticity and the AAAAuthentic use of the uthentic use of the uthentic use of the uthentic use of the fffforegoing oregoing oregoing oregoing PPPPrinciplesrinciplesrinciplesrinciples
unit, organization, community, or entire society. Authentic leaders are transparent about their intentions and strive to maintain a seamless link between their values, behaviours, and actions. It does not concern a representation of an autonomous and isolated inner original; authenticity needs harmonisation with the language and the community (Wierdsma, 2004). Conditions for authenticity means that the person concerned is in contact with its own feelings and experiences, with its own ambivalence, and its own inner dialogue. Wierdsma (2004) uses the hypothesis that there exist a direct relation between one's acceptance of his or her own plural reality and the willingness to offer space in the plurality of the external situation. The concept of authentic leadership asks for a radical shift in our mindset about the principles and functions of leadership and the efficacy of our leadership practice. Authentic leaders earn the allegiance of others not by coercion or manipulation but by building trusting relationships. Authentic leaders are aware of their own limitations, are tolerant of imperfection in others, and help others learn, grow, mature and succeed (Duignan and Bhindi, 1997). Authentic leadership is a process that draws from the leader’s positive psychological capacities and a highly developed organizational context that encourages transparency and ethical behaviour (Michie and Gooty, 2005).
This principle states that only the sincere use of the foregoing principles is ‘Schitterend Organiseren’, they cannot be used as a trick without taking the authenticity into account. Words and behaviour of the people involved are authentic and the focus is towards the company.
The next chapter will give the results, the results from the empirical based evidence of this study which is an answer on research question three.
RESULTS RESULTS RESULTS RESULTS
THE TEN THEORETICALLY BASED PRINCIPLES IN THE EMPIRICAL WORLD OF THE TEN THEORETICALLY BASED PRINCIPLES IN THE EMPIRICAL WORLD OF THE TEN THEORETICALLY BASED PRINCIPLES IN THE EMPIRICAL WORLD OF THE TEN THEORETICALLY BASED PRINCIPLES IN THE EMPIRICAL WORLD OF
’S ’S’S
’SCHITTEREND ORGANISEREN’CHITTEREND ORGANISEREN’CHITTEREND ORGANISEREN’ CHITTEREND ORGANISEREN’ACCORDING TO TENACCORDING TO TENACCORDING TO TENACCORDING TO TEN KEY EXPERTS KEY EXPERTS KEY EXPERTS KEY EXPERTS
The step from theoretical principles to active principles will be explained in this results part. The word ‘active’ in active principles refers to the empirical world. In the same way how it is used in the medical world where ‘active’ in active principle means: A constituent of a drug, on which the characteristic therapeutic action of the substance largely depends (Soanes and Stevenson, 2006). An active principle is a principle that empirical applies. For this research ‘active’ means when the principle is used in practice by key experts of ‘Schitterend Organiseren’. Ten interviews with key experts, consultants of Pentascope, were hold. In the interviews each principle was discussed separately and respondents could comment if they use the principle and how they use it. This way of using examples involves the practical side of ‘Schitterend Organiseren’, how the concept is used in working with customers. Because ‘Schitterend Organiseren’ is a dynamic concept which requires personal and context specific adjustments every time, involving the customer is a prerequisite in the development of the concept itself. The interview concluded with a question where the respondent could rank each principle from a ‘very important’ to ‘very unimportant’ principle of ‘Schitterend Organiseren’ (see appendice 1 for the interview questions). In this part the ten principles will be treated successively and answer the question: ‘what are the active principles of ’Schitterend Organiseren’ ? The horizontal axis of the figures used in the results part contains the five scales from ‘very important’ to ‘very unimportant’. The vertical axis contains the quantity of respondents chose that option. For each principle one example out of the interviews will be explained. Principle 1 Principle 1 Principle 1 Principle 1 Plural R Plural R Plural R Plural Realityealityealityeality
The plural reality is for every respondent at least an important principle of ‘Schitterend Organiseren’. For forty percent of the respondents it is even an essential aspect. These four respondents find this principle so obvious that they cannot imagine how to work without using this principle.
Figure 6. Key expert valuation of the plural reality for ‘Schitterend Organiseren’
An example: ‘When talking with a customer about a problem in his company, you realise that he explains everything about the organization from his view. In doing that he presents his image of the company and the situation, and you as a consultant create again an image of his image which is not a final truth. That realisation is the principle of plural reality’.
Principle 2 Principle 2 Principle 2 Principle 2
Involving all Stakeholders Involving all Stakeholders Involving all Stakeholders Involving all Stakeholders
Sixty percent of the respondents find this principle a basic thought of ’Schitterend Organiseren’. Of the remaining four respondents, two find it an important principle as well. Two key experts think that this is not a differentiated principle of ’Schitterend Organiseren’.
Figure 7. Key expert valuation of involving all stakeholders for ‘Schitterend Organiseren’
An example: ‘In work conferences I always use opinions of internal employees and external stakeholders such as: customers, subcontractors and other parties to create a broader perspective of the things that go right and go wrong. It is very significant, and you need the opinions of stakeholders because there is no solution if you do not know the stakeholders opinions’.
10 9 8 7 6 5 4 3 2 1 Principle 2 Principle 2 Principle 2 Principle 2 Involving all Stakeholders Involving all Stakeholders Involving all Stakeholders Involving all Stakeholders
Principle 3 Principle 3 Principle 3 Principle 3 Shared N Shared N Shared N
Shared Need for eed for eed for eed for CCChangeChangehange hange
While Kotter (2007) states that this is one of the essential steps in change, and while the theory in this article is grounded with literature of Feltmann (2005), twenty percent of the respondents are neutral towards this principle and one respondent find it an unimportant one in the empirical world. Seventy percent of the key experts state that this is at least an important principle of
‘Schitterend Organiseren’.
Figure 8. Key expert valuation of the shared need for change for ‘Schitterend Organiseren’
An example: ‘In a transformation of the municipality ‘Delftshaven’ we used a meeting as a ‘time travel’. All the employees acted like it was new years eve 2009. Questions were: which goals are achieved in 2009? What makes us proud? That created a sense of urgency, that the present way of working was not the desired way of working. This shared sense of urgency was needed to start the change’. Principle 4 Principle 4 Principle 4 Principle 4 Ac Ac Ac
Act It It Integral t Integral ntegral ntegral
All the key experts state that Wilbers AQAL model applies in the empirical world of ‘Schitterend Organiseren’. It is about involving the internal and external aspects and the individual and collective sides of a change process as well.
10 9 8 7 6 5 4 3 2 1 Principle 3 Principle 3 Principle 3 Principle 3 Shared Need for Change Shared Need for Change Shared Need for Change Shared Need for Change
Figure 9. Key expert valuation of act integral for ‘Schitterend Organiseren’
An example: ‘Parking control in The Hague is the perfect example that without intervening on all the four quadrants goals will not be accomplished. They did everything without one quadrant of the AQAL model, that is why we now we execute a project for this organization’.
Principle 5 Principle 5 Principle 5 Principle 5 Consistent Consistent Consistent
Consistent DDDirectionDirectionirectionirection
This principle is an intensification of the foregoing principle, and ninety percent of the key experts state that this is important in ’Schitterend Organiseren’. One respondent explains that it is important, but without any inconsistency there will not be change. That respondent chose ‘neutral’.
Figure 10. Key expert valuation of the consistent direction for ‘Schitterend Organiseren’
An example: ‘One of the purposes of a major change is an increase in fairness and openness of the people in the organization. The management team is not fair and open itself which creates an inconsistency. For ‘Schitterend Organiseren’ a change of the management team is needed so that they are open and fair about their values and in their behaviour. This inconsistency is only a little example that change is needed in a consistent way to be successful.
Principle 6 Principle 6 Principle 6 Principle 6 Evolution Evolution Evolution Evolution Match Match Match Match
Twenty percent does not perceive this as an important principle. Eighty percent endorse this principle as a(n) (very) important principle of ‘Schitterend Organiseren’.
Figure 11. Key expert valuation of the evolution match for ‘Schitterend Organiseren’
An example: ‘In an accountants department it is very important to be transparent about the steps you make, the things you do, with who and why because it matches the basic convictions of the people involved. The method and message need to encourage the people to start moving’. Principle 7 Principle 7 Principle 7 Principle 7 Freedom of C Freedom of C Freedom of C
Freedom of Choice and Empowermenthoice and Empowermenthoice and Empowerment hoice and Empowerment
Freedom of choice and empowerment is for seventy percent of the key experts a(n) (very) important principle of ‘Schitterend Organiseren’. Thirty percent is neutral towards this principle.
Figure 12. Key expert valuation of the freedom of choice and empowerment for ‘Schitterend Organiseren’
An example: ‘Without own choices of people change will not work. If forcing of consultants is needed it is killing the motivation of the people involved. I also believe that self empowerment has its boundaries, and therefore limitations and direction for employees are needed for successful empowerment’. 10 9 8 7 6 5 4 3 2 1 Q ua nt ity o f Re sp on de nt s Valuation Principle 7 Principle 7Principle 7 Principle 7
Freedom of Choice and Empowerment Freedom of Choice and EmpowermentFreedom of Choice and Empowerment Freedom of Choice and Empowerment
Principle 8 Principle 8 Principle 8 Principle 8 Ongoing Ongoing Ongoing
Ongoing DDDialogueDialogueialogueialogue
All experts confirm that dialogue is a(n) (very) important principle of the concept but it is very difficult to use in practice.
Figure 13. Key expert valuation of the ongoing dialogue for ‘Schitterend Organiseren’
An example: ‘In a meeting I started with explaining that it is forbidden to agree with other people. Not a fixation on convincing others but on exploring and being emphatic while creating, learning and seeing new possibilities. This way of communication is a different and valuable way for creating better and new insights’.
Principle 9 Principle 9 Principle 9 Principle 9 Act Transactional Act Transactional Act Transactional Act Transactional
Ninety percent state that this is an important or even very important principle of ’Schitterend Organiseren’. One respondent sees this as unimportant for ’Schitterend Organiseren’.
Figure 14. Key expert valuation of act transactional for ‘Schitterend Organiseren’
An example: ‘Within bureaucratic organizations (like a municipality) it is in the genes of the organization to act positional with as a result postponing change. I started to let divisions act on temporal agreements, which gives new options and information for future steps’.
Principle 10 Principle 10 Principle 10 Principle 10
Authenticity and the Authentic use of the foregoing Princip Authenticity and the Authentic use of the foregoing Princip Authenticity and the Authentic use of the foregoing Princip Authenticity and the Authentic use of the foregoing Principlesleslesles
This is the only principle which all the experts find it a very important principle.
Figure 15. Key expert opinions valuation of authenticity for ‘Schitterend Organiseren’
An example: ‘Take yourself along to your work’, ‘being authentic is as essential aspect of your role as a consultant. It is a consultants job to discover what the important issues are. People flawless feel if intervening steps are used sincere or as a trick, and only your true own being and the use of the methods and techniques is successful’.
Conclusion of the Results Conclusion of the Results Conclusion of the Results Conclusion of the Results
To conclude this results part all the ten figures of this part are combined with as a result Figure 16. This figure presents that 88% of the key expert opinions towards the ten theoretically principles are in the category ‘very important’ or ‘important’. Ten percent of the key expert opinions are ‘neutral’, and only two percent is ‘unimportant’. This outcome confirms that this article has an empirical foundation as well.
Valuation
Figure 16. The opinions of the key experts about the ten principles combined
The next part is the conclusion of this article, and in the discussion limitations and future research options are mentioned.
Q ua nt ity o f Re sp on de nt s 10 9 8 7 6 5 4 3 2 1 0
Principle 1 / Plural Reality
Principle 2 / Involving all Stakeholders Principle 3 / Shared Need for Change Principle 4 / Act Integral
Principle 5 / Consistent Direction
Principle 6 / Evolution Match
Principle 7 / Freedom of Choice and Empowerment Principle 8 / Ongoing Dialogue
CONCLUSION CONCLUSIONCONCLUSION CONCLUSION
Accommodating to the need for more substantiation of the concept ‘Schitterend Organiseren’ this article’s purpose is to substantiate ‘Schitterend Organiseren’ with active principles. It resulted in defining how ‘Schitterend Organiseren’ can be placed in the literature of management and organisation and especially in change management literature. Secondly, ten theoretically based principles of how to ‘Schitterend Organiseren’ are worked out. Thirdly these ten principles are tested empirically in interviewing ten key expert consultants of Pentascope that uses the concept of ‘Schitterend Organiseren’ in their work. In this conclusion part the research questions will be answered and the final conclusion will be given.
How to place How to place How to place
How to place ‘Schitterend Organiseren’‘Schitterend Organiseren’‘Schitterend Organiseren’‘Schitterend Organiseren’ into the into the into the into the LLLLiterature?iterature?iterature? iterature?
‘Schitterend Organiseren’ is an approach that adopts a social construction perspective. The perspective is concerned with the processes by which people construct, maintain and change social and organizational reality (Burnes, 2004). Within the constructionist thought, a social construction is a concept or practice which may appear to be natural and obvious to those who accept it, but in reality is an invention or artifact of a particular culture, society or human (Berger and Luckmann, 1966). This is the basic rule of ‘Schitterend Organiseren’.
Beer and Nohria (2000) introduce two different approaches to organizational change where Theory O (organizational capability-driven change) is in line with ‘Schitterend Organiseren’. It has as its purpose the development of the organization’s human capability. Its focus is on the development of a high-commitment culture. Change is more emergent, less planned and programmatic. Key values include involvement of all employees in improving the company, fair treatment of workers, support for the community around its plants, and openness and truthfulness in the company. ‘Schitterend Organiseren’ focuses on the human side of change, and puts a human perspective central rather that systems and structures.
Organizational Development (OD), like ‘Schitterend Organiseren’, draws heavily on humanistic psychology to understand behaviour in organizations. It provides a more complex and positive view of human behaviour than those offered by the other forces in the field (Boonstra, 2004). It proposes that people are inherently good and have a substantial capacity for self-determination, creativity, and psychological growth. Moreover, human beings are not only driven to gain things they lack, but also to seek opportunities to experience new things and develop their full human potential. This positive view is embedded in ‘Schitterend Organiseren’.
There is much literature written about how ‘not to organize’, as a reaction on modernist attempts. Book written explain what goes wrong in the organizational world of today. ‘Schitterend Organiseren’ accommodates to the need for an approach that perceive this unsatisfactory world of organizations, but also show how to ‘wonderfully or sparkling’ organize. ‘Schitterend Organiseren’
is an answer to the need for an approach that advances what humans expect from a company. Three Ps’ are irreversibly linked with each other, People, Profit and Planet. ‘Schitterend Organiseren’ is a stimulus, an initiative on a very high level of abstraction how to organize in today’s world with respecting ‘People, Planet and Profit’.
What are P What are P What are P
What are Principles?rinciples?rinciples?rinciples?
Principles provides the assumptions, it provides the basic ideas, the initial concept. Principles of
‘Schitterend Organiseren’, are the core assumptions, the basic thoughts, the point of departion of the concept how to ‘Schitterend Organiseren’.
Ten Theoretical and Active Ten Theoretical and Active Ten Theoretical and Active
Ten Theoretical and Active Principles of ‘Schitterend Organiseren’. Principles of ‘Schitterend Organiseren’. Principles of ‘Schitterend Organiseren’. Principles of ‘Schitterend Organiseren’. This part answers the following questions combined:
-What are the theoretically principles of ‘Schitterend Organiseren’ ? -What is stated in the literature about these principles?
-What are active principles of ‘Schitterend Organiseren’ ? THE TEN PRINCIPLES
THE TEN PRINCIPLES THE TEN PRINCIPLES THE TEN PRINCIPLES
Principle 1 / Plural Reality Principle 1 / Plural Reality Principle 1 / Plural Reality Principle 1 / Plural Reality
This principle is about the conviction that reality is social constructed with as a result the possible existence of plural realities. These plural realities of human beings are valuable for companies, and when making use of these plural realities, it will result in more valuable and sustainable change. It concerns using variety, diversity and subjectivity as enabler of organisational development and transition. Hundred percent of the respondents value the plural reality as a(n) (very) important principle of ‘Schitterend Organiseren’, see Figure 17.
Figure 17. The percentage of respondents value the plural reality as a(n) (very) important principle of ‘Schitterend Organiseren’
An example: ‘When talking with a customer about a problem in his company, you realise that he explains everything about the organization from his view. In doing that he presents his image of the company and the situation, and you as a consultant create again an image of his image which is not a final truth. That realisation is the principle of plural reality’.
Principle 2 / Involving all Stakeholders Principle 2 / Involving all Stakeholders Principle 2 / Involving all Stakeholders Principle 2 / Involving all Stakeholders
This principle states that in a change process all stakeholders need to be involved to create a shared vision, and a greater understanding of the whole, the parts and its connections. A system identity, the assessment of a system can only be done by including its surroundings. Involving all stakeholders enables organisation development and transition. Eighty percent of the respondents value the involvement of all stakeholders as a(n) (very) important principle of ‘Schitterend Organiseren’, see Figure 18.
Figure 18. The percentage of respondents value the involvement of all stakeholders as a(n) (very) important principle of ‘Schitterend Organiseren’
An example: ‘In work conferences I always use opinions of internal employees and external stakeholders such as: customers, subcontractors and other parties to create a broader perspective
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Pe rc en ta ge o f Re sp on de nt s Plural Reality Valuation (very) important
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Pe rc en ta ge o f Re sp on de nt s
of the things that go right and go wrong. It is very significant, and you need the opinions of stakeholders because there is no solution if you do not know the stakeholders opinions’.
Principle 3 / Shared Need for Change Principle 3 / Shared Need for Change Principle 3 / Shared Need for Change Principle 3 / Shared Need for Change
This principle is about entering into a change process only when there is a shared need for that change process. It concerns offering access to self interpretation of information, where own interpretations and awareness create a insight that it is necessary to change something. Seventy percent of the respondents value the shared need for change as a(n) (very) important principle of ‘Schitterend Organiseren’, see Figure 19.
Figure 19. The percentage of respondents value the shared need for change as a(n) (very) important principle of ‘Schitterend Organiseren’
An example: ‘In a transformation of the municipality ‘Delftshaven’ we used a meeting as a ‘time travel’. All the employees acted like it was new years eve 2009. Questions were: which goals are achieved in 2009? What makes us proud? That created a sense of urgency, that the present way of working was not the desired way of working. This shared sense of urgency was needed to start the change’.
Principle 4 / Act Integral Principle 4 / Act Integral Principle 4 / Act Integral Principle 4 / Act Integral
This principle is about acting in a integral way. That a change process involves all the four quadrants of the AQAL model. Hundred percent of the respondents value the integral acting as a(n) (very) important principle of ‘Schitterend Organiseren’, see Figure 20.
Figure 20. The percentage of respondents value the integral acting as a(n) (very) important principle of ‘Schitterend Organiseren’
An example: ‘Parking control in The Hague is the perfect example that without intervening on all the four quadrants goals will not be accomplished. They did everything without one quadrant of the AQAL model, that is why we now we execute a project for this organization’.
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Pe rc en ta ge o f Re sp on de nt s
Shared Need for Change Valuation (very) important
