The document discusses managing organizational change through involving people and focusing on human behavior, sensemaking, and interactions. It recommends preparing people for change, provoking action through sharing experiences and acting together, and preventing "energy leaks" that distract from the change. The key messages are that change happens through human experiences, communication is important but action is most powerful, and managers should ensure all activities truly support the change goals.

1. Change Effect Guidance
Hans de Haan (2013)
Optimazing the effects of interventions in
organizational changes
a random bunch of loosely connected lines
may very well form a perfect organism …
… if you want to see it
Hanze University IFM
November 28, 2013

2. Rehearsal:
If you want to manage a change
 with a considerable impact on people

 What
should you do?
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3. Kotter (1996)
What to do to manage a change
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4. Exercise:
If you yourself have to make a big decision
 like in

◦ buying a house
◦ moving in with your girlfriend
◦ adopting a new vision, strategy, way of working and a
new working environment and new colleagues

if you sincerely question your heart
 What
will guide your decision?
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5. The 6 principles of “YES!”
If there’s
 liking
 reciprocity
social proof
 commitment
& consistency
 authority
 scarcity
Cialdini (1993)

I will go along with you because
- I don’t want to disappoint you
- I owe you something
- e.g. if you trust me, I’ll trust you
- my friends do
- if I choose for it, I’ll go for it
- and you seem to be reliable too
- my ‘expert’ / ‘leader’ tells me to
- this seems to be a unique opportunity
- and I’m afraid to miss it
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6. Come along …
All theories in a nutshell
 A conclusion
 Jumping into the deep: The How

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7. Theories
Classical Change Management
Lewin (1938)
restraining
forces
driving
forces
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8. Theories
Social constructionism
Berger (1966)
on paper
in real life
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9. Theories
Smith (2003)
Chaos-/Complexity theory
many, many
stories
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10. Theories
Chaos-/Complexity theory
uncontrolled rapids
Homan (2013)
Change Mirror ®
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11. Theories
The extremes
Classical
Non-Classical


models
linear
best practices
(what to do)
planned
unilateral
little involvement

random interactions
chaos
human behavior
(what really happens)
guided
polyvocal
by involvement

Kotter, Quin, DeCaluwé

Boonstra, Homan









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12. Conclusion
A prudent conclusion
As long as 70% of changes fail
 stick to the best practices of Project
Management and Change Management to
choose what to do
 but look into your own heart if you want to
know how …
 … it’s all about

◦ human behavior
◦ sensemaking
◦ interactions
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why do I react as I do?
I want to profit
from the way we cooperate
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13. Jumping into the deep
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14. Framework
A framework
told
believe /
ambitions
behavior
wish/need
to change
measure/
intervention
plan
goal
sensemaking
reacting
me
believe /
ambition /
values
1. prepare
& align
confirming
my
3. prevent
energy leaks
making it
your own
ik
network
2.
provoke
action
(less visible)
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15. Align & Feed
Prepare, Align & Feed
1. prepare & align
2. provoke action
3. prevent energy leaks
Know what’s happening, align what needs to be aligned to enable collective
aiming, feed the change on the places where it should be fed to enable growing
with all involved
 at the place where sensemaking happens
 in the drives
 in the interaction
 at the moment it happens
 broadwise
 within

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16. Align & Feed
Sensemaking
(just one out of many aspects)
Sensemaking addresses two powers
impuls
van ‘t Hek (2012)
change ability
& flexibility
sensemaking
robustness &
resilience
which makes it possible to balans
change ability ++
robustness ++
facilitating
give room
offer sense
steering
organize reflection
force sensemaking
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17. Align & Feed
It’s all in the interactions
an ingrained pattern
everyone follows
Why are the desires of the architect so often
inconsistent with the human instinct?
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18. Align & Feed
When it happens
Growing
need
Decision
phase
Change
process
Operational
phase
Change happens here!
Be
aware
Be
convinced
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Be the
change
Be
prepared
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19. Align & Feed
Wilber (1996)
Broadwise
1. plot all the changes in
every quadrant
2. choose interventions
covering multiple
change aspects
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20. Provoke action
Provoke action
1. prepare & align
2. provoke action
3. prevent energy leaks
Put principles to work that provoke people to shape and realize their own
development
sharing
 acting together
 offering freedom of choice
 longing
 using existing power
 showing congruency
 putting a “thus …?”

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21. Provoke action
Sharing
Communication
 Dialog
 Workshops
…

“No sorry, I missed that one”
“I thought YOU
where the change manager?”
“Ok, let ‘s go back to business!”
communication =/= telling
•make the multiple reality productive
•there’s a lot more to do then talking
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22. Provoke action
Congruency
what you believe and what you say
 what you say and what you do
 way of changing and desired change
 goal and (individual) practice

or else I’ll freeze because …




I don’t like tricks
don’t ask me te do what you do neither
again you see, the real problem isn’t solved
apparently this has nothing to do with me
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23. Provoke action
Congruence with practice
Dominant
thinking
Organizational
characteristics
Interventions
Bleu (we)
Structure, standards,
ordering
Planned change,
outlines, processes,
instructions
Result driven,
competition,
improving, choise
Problem solving
methods, benchmarks,
scorecards (balanced
scorecard, HR-scorecard)
Green (we)
Quality of relations,
sharing knowledge
and insight, wellbeing
of all
Co-creation methods,
Large scale
interventions, work
conference, interactive
development, value
driven approach
Beck (1996)
Orange (I)
Customer
centric
processes
Spiral Dynamics
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24. Provoke action
“Thus …?”
… what are we going to do tomorrow?
 … at what frequency do we evaluate that?

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25. Prevent Energy leaks
Prevent energy leaks
1. prepare & align
2. provoke action
3. prevent energy leaks
Preventing people to spoil energy on things that deflect
resistance
 expanding
 beating a dead horse
 not involving people that are involved
 to see it as a change project
…
in general question everybody:

• does this contribute to the change
(or to something else)
• if not: how can it be deflected to the
change itself
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26. Prevent Energy leaks
Resistance
•takes a lot of energy
•doesn’t contribute to the change
•feeds another story
•attracts people away from the change
prevent it (or consider it a message you didn’t)
 deal with it as:

◦ sincere concern
◦ natural fear about an uncertain future
◦ understandable anger over what is lost
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27. Prevent Energy leaks
Beating a dead horse
•exhausting and not productive
•provokes discussion
•gives no hope
•at the end people walk away
leave it
 use another horse
 and see how it comes to life again

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28. Summary
Required to remember







It’s all about:
◦ human behavior
◦ sensemaking
◦ interactions
Focus on how to do it, not on what to do
Change starts when people feel the need and ends when
they are changed; try to be there
Talking is essential, but acting is the most powerful stimulus
for doing
Always ask everybody: does this contribute to the change?
Remember your own thoughts about changes you've suffered
Do for others just what you want them to do for you (Luke 6:31)
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29. Thus …?
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