A practical and inspirational workbook for professionals who want to work towards improving the cohesion within organisations. Analysing complex problems through reduction has become the basis of many management approaches. Reduction creates the belief that everything can be objectified and is therefore tangible, predictable and repairable. Reduction eradicates the feeling for the “human dimension” and creates a distance between reason and emotion, between thinking and doing. Perhaps we should try to look differently at complexity and approach problems from the larger whole, rather than nonlinear and asynchronous. A first step would be to see the whole and try to understand this by entering into a dialogue with our environment. This free downloadable workbook will help you and your colleagues with this. The workbook contains several practical models and methodologies based on the INK/EFQM body of thought and Systems thinking that can support you in your quest for the essence and strength of the composition of your organisation. If you wish to receive the free PDF version or buy a hard copy of the workbook, you can go to: www.liefting-consulting.com

1. Cohesion and Dialogue, the keys to excellence
A practical and inspirational workbook for professionals
who want to work towards improving the cohesion
within organisations.
Written and designed by Remco Liefting

2. 2
The$ workbook$ “Cohesion$and$ Dialogue,$ the$ keys$to$ excellence”$with$ its$corresponding$ models,$ diagrams$and$ images$ is$by$ Lie>ing$ Consul?ng$ and$is$licensed$ under$ the$ Crea?ve$ Commons$
ABribu?onCNonCommercialCNoDerivs$3.0$Unported$License.$See$crea?vecommons.org$for$more$informa?on$about$the$content$of$this$license.$
Please$ contact$the$ publisher$if$you$wish$to$use$ any$por?on$of$this$publica?on$for$ commercial$purposes.$The$ Management$ Challenge®$is$a$registered$trademark$of$Vanderveldt$BIC.$Copyrights$for$“The$ model$ of$connec?ons”,$
alias$the$ “INK/EFQM$ Naviga?on$Map”,$ “The$ storyboards”,$ “The$ four$ perspec?ves”,$ “The$ Dynamic$Plan”$and$the$ “Ques?onnaire$ Organising$ Efficiency”$belong$ to$the$ author.$Copyright$for$ the$ “Eye$ of$the$ Master”$ belongs$ to$
Vanderveldt$BIC.$All$rights$are$reserved.
Although$this$publica?on$was$created$with$the$ greatest$care,$ the$ presence$ of$ possible$(prin?ng)$errors$and$omissions$cannot$ be$ vouched$for,$ and$the$ author(s),$ editor(s)$and$publisher$ therefore$do$not$accept$liability$for$ the$
consequences$of$possible$mistakes$and$omissions.
Title:$ $ Cohesion$and$Dialogue,$
$ $ the$keys$to$excellence
Author:$ $ Remco$M.$Lie>ing
Publisher:$ $ Lie>ing$Consul?ng
Printer:$ $ Books4you$BV$C$PrijsPrinter
Photographs:$ ShuBerstock.com
ISBN:$ $ 978C90C819219C4C7$(Ebook)
NUR:$ $ 801
First$prin?ng,$September$2013.
This$workbook$(in$ English$ or$ in$ Dutch)$ is$ free$ to$
download$as$a$ pdf$document$ from:$ book.lie>ingC
consul?ng.com.$Through$this$website$you$can$also$
order$a$hard$copy.
lie>ingCconsul?ng.com
info@lie>ingCconsul?ng.nl
remcolie>ing
nl.linkedin.com/in/remcolie>ing/
@remcolie>ing
+31$(0)$35$887$22$24
Beukenlaan$43,$1231$BW$Loosdrecht,$The$Netherlands
Hardcopy or
free download:
book.liefting-consulting.com

3. 3
Cohesion and Dialogue,the keys to excellence
A practical and inspirational workbook for professionals
who want to work towards improving the cohesion
within organisations.

4. 4
Perhaps,we,should,try,to,look,
differently,at,complexity,and,
approach,problems,from,the,
larger,whole.
Every,organisa1on,has,its,own,
"flow".,It,is,this,"flow",that,runs,
through,all,connec1ons,and,gives,
character,to,the,composi1on,of,the,
organisa1on.
Synergy,is,what,we’re,
looking,for.,By,properly,designing,
the,system,,it,can,contribute,to,the,
development,of,the,organisa1on,
and,its,people.
The,strength,of,life,
preserva1on,ensures,that,you,are,
s1ll,working,with,outdated,and/or,
ineffec1ve,tools.,
In,order,to,
operate,in,a,dynamic,market,,it,
is,important,that,more,op1ons,are,
available,to,create,value,for,all,
stakeholders.
An,excellent,organisa1on,not,
only,performs,well,,it,also,knows,
why,it,performs,well,and,it,knows,
how,to,con1nue,to,perform,well,in,
the,future.,
ReThink(driven,organisa1ons,or,
departments,more,frequently,
ques1on,the,exis1ng,structure,and,
applied,methods.,
If,Rethinking,is,the,ambi1on,,
then,you,will,have,to,work,on,
increasing,the,capacity,for,self(
reflec1on,at,the,individual,,team,
and,organisa1onal,levels.
The,effect,of,making,a,
management,system,transparent,
is,that,it,creates,an,environment,
which,provides,more,opportuni1es,
for,reflec1on.

5. 5
We$find$ourselves$in$an$era$where$we$ques?on$the$way$we,$as$a$society,$deal$
with$ complex$ problems.$ The$ influence$ of$ major$ economic$ and$ social$
developments$ and$ the$ increasing$ use$ of$ ICT$ applica?ons,$ including$ social$
media,$ generate$ a$ new$ vision$ on$ organising$ work.$ If$ one$ follows$ the$
developments$in$ the$ media,$ or$ recently$ visited$ a$ conference,$ one$ cannot$
escape$ the$ numerous$ 2.0$ and$ 3.0$ movements$ that$ try$ to$ answer$ the$
challenges$of$tomorrow.$Many$of$these$movements$look$at$the$split$between$
the$ individual$ on$ the$ one$ hand,$ who$ needs$ space$ to$ work$ on$ a$ socialC
interac?ve$rela?onship$with$himself$ and$his$or$her$environment,$and$on$the$
other$hand$the$oppressive$control$and$coordina?on$principles$of$the$exis?ng$
organisa?on$styles.$These$movements$stand$for,$among$ others,$empowering$
individuals$ and$ socialising$ the$organisa?on.$ The$underlying$ issues$focus$ on$
themes$such$as$u?lity$ and$necessity,$holding$ on$ and$lejng$ go,$ having$ and$
gaining$ confidence,$ taking$ or$ assigning$ responsibility,$ control$ and$ chaos,$
crea?ng$(new)$connec?ons$and$the$role$of$leadership.$
Our$era$shows$that$the$world$is$complex,$that$an$organisa?on$is$complex.$An$
organisa?on$is$no$longer$a$dis?nct$en?ty,$but$a$system$of$ people,$resources$
and$ working$ methods,$ with$ proper?es$ that$ cannot$ be$ deduced$ from$ the$
proper?es$of$ each$ component.$I$have$encountered$ many$ metaphors$in$the$
form$of$business$models$that$aBempt$to$simplify$this$complexity.$This$is$called$
framing.$Framing$is$a$methodology$in$which$a$number$of$aspects$of$complexity$
are$ highlighted$ explicitly$ and$ implicitly.$ These$ highlighted$ aspects$ help$ to$
propagate$a$certain$reading$or$opinion$of$the$descrip?on.$This$certainly$does$
not$have$to$ be$ nega?ve,$ but$ the$effect$of$ framing,$ or$ simplifica?on$ of$ the$
complexity,$ can$ lead$ to$ a$ oneCsided$ approach$of$ the$ truth.$ Our$search$for$
simple$solu?ons$to$complex$problems$is$due$to$our$inability$to$deal$effec?vely$
with$ complexity.$ It$ is$ a$ property$ of$ the$ human$ mind$ to$ create$ generally$
applicable$ concepts$ and$ these$ are$ by$ defini?on$ always$ imperfect$ and$
incomplete.$Analysing$complex$problems$through$reduc?on$has$become$the$
basis$ of$ many$ management$ approaches.$ Reduc?on$ creates$ the$ belief$ that$
everything$ can$ be$ objec?fied$ and$ is$ therefore$ tangible,$ predictable$ and$
repairable.$Reduc?on$eradicates$the$feeling$for$the$“human$dimension”$and$
creates$a$distance$between$reason$and$emo?on,$between$thinking$and$doing.
Perhaps$ we$ should$ try$ to$ look$ differently$ at$ complexity$ and$ approach$
problems$from$the$larger$whole.$Try$to$approach$situa?ons$in$a$nonlinear$and$
asynchronous$ fashion.$ A$ first$ step$ would$ be$ to$ see$ the$ whole$ and$ try$ to$
understand$this$by$entering$into$a$dialogue$with$our$environment.$
This$workbook$will$help$you$and$your$colleagues$to$discover$the$strength$of$
the$cohesion$of$organising$elements$within$your$organisa?on$and$how$mutual$
rela?onships$have$evolved$over$?me.$It$will$provide$you$with$new$insights$into$
the$workings$of$your$organisa?on$and$will$help$you$to$determine$what$is$right$
and/or$(un)necessary$ for$the$next$step$ towards$your$organisa?on$in$ a$new$
tomorrow.$What$this$future$will$look$like,$no$one$knows,$but$it$is$closer$than$
you$ think.$ In$ the$ next$ chapter$ of$ this$ workbook$ you$ will$ encounter$ a$
perspec?ve$on$the$organisa?on$of$the$future.$This$perspec?ve$is$in$fact$a$point$
of$view$and$serves$as$a$star?ng$point$for$explora?on.$
The$remainder$of$ the$workbook$is$of$ a$more$prac?cal$nature$and$ contains$
tools$ and$ models$ to$ help$ you$ understand$ the$ current$ complexity$ of$ the$
organising$elements$within$your$organisa?on.

6. 6
Sustainable & Values-
based Organising
It$ is$ clear$ that$ current$ economic$ thinking$has$ reached$ a$ dead$ end.$ The$ old$ economic$
paradigm,$ focused$ on$ profit$ maximisa?on,$ growth,$ focus$ on$ shareholder$ interest$ and$
compe??on,$has$ brought$ us$into$a$deep$crisis.$As$has$now$become$clear,$holding$on$ to$
these$paradigms$doesn’t$ really$help$to$get$ us$ out$ of$this$crisis,$even$ though$ we$have$a$
structurally$sound$and$highly$developed$economy.
Holding$on$to$the$old$economic$paradigms$also$doesn’t$do$jus?ce$to$the$developments$in$
technology,$ the$ rapid$ development$ in$ communica?on$ technology,$ the$ development$
towards$a$knowledge$economy,$the$needs$of$the$new$genera?ons$in$the$labour$market,$the$
demand$ for$ and$ need$ for$ more$ sustainable$ forms$ of$ economic$ development$ and$ the$
increasing$global$ interdependence$ of$socioCeconomic$and$ social$ developments.$All$ these$
developments$lead$to$an$economic$model$where$op?misa?on$is$the$objec?ve,$coopera?on$
within$standard$network$connec?ons$is$the$norm,$ac?vi?es$are$carried$out$independent$of$
?me$and$place,$and$value$is$the$target.
Within$organisa?ons$the$aim$should$therefore$not$be$to$get$the$old$mechanisms$back$on$
track,$but$ to$think$about$a$fundamentally$different$ way$of$dealing$with$clients,$partners,$
employees,$the$produc?on$process$and$the$ul?mate$objec?ves$of$all$these$efforts.$Within$
the$ new$ economy,$ the$ focus$ should$ no$ longer$ be$ on$ organisa?ons$ with$ their$ s?fling$
hierarchies$and$on$powerCbased$ins?tu?ons.$
The$founda?on$lies$in$a$different$ way$of$organising,$where$meaning$is$the$basis$for$value$
and$where$the$client$is$ in$charge.$Where$organising$is$ based$on$ a$sustainable,$effec?ve,$
innova?ve$ and$ flexible$ partnership$ which$ is$ based$ on$ the$ selfCorganising$ ability$ of$
professionals$ in$ collabora?on$ with$ all$ stakeholders.$ Where$ people$ work$together$ on$ a$
shared$interest$(value),$based$on$an$equal,$open,$learning$and$innova?ve$ajtude.
More$and$more$organising$connec?ons$manage$to$interpret$this$with$a$successful$strategy.$
The$Perspec?ve$below$provides$a$context$of$opinions,$beliefs$and$experiences$that$ could$
help$us$to$understand$this$strategy.$Beware,$The$Perspec?ve$is$not$a$model$or$framework,$
but$rather$a$"point$of$view".$A$point$from$which$we$can$understand,$learn$and$develop.$The$
star?ng$point$of$an$explora?on.
Professionals+
Customers+
Alliances+Resources+
©"Lie&ing"Consul.ng"|"Perspec.ve"Sustainable"&"Values;based"Organising"
Strategy+
Leadership+
Processes+&+
Networks+
Enable+People+to+Create+Shared+Values+
Organising+Sustainable+&+ValuesBbased+

7. 7
The Perspective
Model,designed,by,Remco,LieMing,and,Jos,Kok
In$order$to$operate$in$a$dynamic$market,$it$is$important$that$more$op?ons$are$available$to$
create$value$for$ all$ stakeholders.$Not$ a$single$organisa?on$will$be$ successful$in$ the$new$
economy$if$the$organisa?on$doesn’t$have$a$considerable$degree$of$manoeuvrability.$Agility$
determines$ success.$Agility$or$ flexibility$is$a$basic$requirement$to$enable$rapid$switching$
from$one$winning$strategy$to$another$and$to$implement$it.$$
Strategic Transparency
Determining$ a$ strategy$ is$ a$ con?nuous$ process$ that$ will$ require$ close$ involvement$ of$
internal$and$external$stakeholders.$The$degree$of$this$strategic$transparency$influences$the$
focus$of$all$components$of$the$system$in$order$to$work$towards$a$common$goal.$Important$
themes$ in$this$process$are$ the$direc?on$from$which$the$strategy$process$is$ constructed$
(horizontal$ vs.$ver?cal),$the$ topicality$and$quality$of$ the$underlying$data,$the$manner$ in$
which$responsibili?es$and$decisions$are$taken$(in$a$?mely$manner)$and$the$ability$to$learn$
and$react$rapidly.
The$strategy$process$also$encourages$a$culture$where$innova?ve$ideas$are$transformed$into$
new$ ways$of$ thinking$and$ working$ to$ promote$ learning,$ innova?on$ and$ organisa?onal$
development.$It$links$the$development$of$people,$products$and$services$to$the$mission$of$
the$organising$connec?on.
From having to using
An$ increasing$ number$ of$ (casual)$ coali?ons$ will$ be$ created$ that$ manage$ to$ realise$ a$
specifically$defined$goal,$a>er$which$they$will$have$liBle$or$no$right$to$exist.$In$other$words,$
with$this$philosophy$it$is$no$longer$a$maBer$of$“having”$resources,$but$of$“using”$resources.$
This$means$that$in$the$new$economy,$the$outsourcing$trend$will$ con?nue$and$is$likely$to$
increase.
Professionals$will$have$the$freedom$to$determine$how$many$resources$are$needed$to$meet$
(market)$demands$and$they$will$decide$how$many$and$what$(suppor?ng)$services$they$will$
procure.$Resources$ are$allocated$to$where$ they$are$needed$ (demandCdriven$ alloca?on).$
Informa?on$C$focused$on$value,$effec?veness$and$efficiency$C$is$available$everywhere$and$
accessible.$ Technologies$ that$ offer$ flexible$ collabora?on,$ informa?on$ sharing$ and$
integra?on$opportuni?es$will$increasingly$be$used$to$facilitate$the$capacity$to$absorb$and$to$
share$power$with$respect$to$knowledge.
The Client directs
Virtualisa?on$of$economic$life$leads$to$clients$being$increasingly$in$the$lead$of$the$design$of$
the$produc?on$process.$The$client$organises,$directs$and$formulates$his$own$opinion$about$
the$quality$of$the$rela?onship,$the$added$value,$the$product$and/or$service.$The$client$looks$
for$transparency,$speed,$convenience$and,$where$possible$and$necessary,$demands$(early)$
par?cipa?on$(coCcrea?on)$in$the$realisa?on$of$the$solu?on$to$his$needs.
The$ structure$ and$ organisa?on$ of$ ac?vi?es,$ processes,$ systems$ and$ networks$ are$
determined$ on$ the$basis$of$ ques?ons$ and$ needs$of$ these$(poten?al)$ clients.$The$ client$
ul?mately$dictates$ the$process,$and$ procedures$ are$at$ the$ service$ of$ the$ client.$In$ this$
context,$organising$means$giving$control$back$to$the$client,$so$that$the$client$can$decide$for$
himself$what$is$right$for$him/her.$
There$is$s?ll$ room$for$ a$good$ process$design,$except$that$ it$is$no$longer$confined$to$the$
physical$ boundaries$ of$ an$ organisa?on.$ Processes$ will$ intersect$ with$ organisa?onal$
connec?ons$ and$ will$ increasingly$ acquire$ the$ character$ of$ network$ connec?ons.$ The$
underlying$processes$ are$ (fully)$ integrated$ and$ connected$ in$ the$ environment.$It$ is$ an$
organic$rela?onship$ of$ force$fields,$where$ there$is$ a$permanent$ interac?on$ between$ all$
stakeholders.$People$create$value$together,$permanently$or$incidentally,$taking$advantage$
of$value$networks.$Par?cipa?on$is$realised$in$a$fully$open$process$in$real$?me.
As$a$tool$for$this,$work$flow$management$will$be$experiencing$strong$growth.$On$the$one$
hand$this$facilitates$rela?vely$easy$connec?ng$with$partners$in$a$process,$and$it$also$makes$
an$important$contribu?on$to$selfCdirec?on$of$employees.$

8. 8
Change is a constant
Processes$are$evaluated$on$the$basis$of$the$contribu?on$they$make$to$the$whole$and$one$is$
able$ to$ fundamentally$ and$ radically$ modify$ processes$ in$ order$ to$ generate$ significant$
improvements.$Learning$and$ developing$is$no$longer$a$requirement,$but$an$effect$ of$the$
manner$in$which$the$network$is$successful.$Through$coClearning$and$coCcrea?on$one$learns$
quickly$and$effec?vely$from,$with$and$in$prac?ce.$The$validity$of$assump?ons$and$methods$
becomes$a$subject$of$discussion$because$of$con?nuous$experimenta?on,$which$also$places$
the$focus$on$developing$things$that$work$and$contribute$to$the$desired$effect.$
Together with others
Innova?ons$are$the$result$of$collabora?on$ with$others.$Internal$ and$external$ sources$are$
combined$ for$ both$ the$ development$ and$ the$ market$ launch$ of$ new$ technologies$ and$
products.
New leadership
Leadership$ inspires$ and$ creates$ a$ culture$ of$ ownership,$ par?cipa?on,$ accountability,$
professionalism$ and$ it$ ac?vates$ selfCdirec?on,$ either$ among$ professionals,$ or$ by$
professionals$ in$ collabora?on$ with$ clients,$ alliances$ and$ other$ stakeholders.$ Leadership$
does$not$ refer$ to$ a$posi?on$or$ a$ role,$but$ to$ how$ behaviour$ is$tuned$ (collec?vely)$and$
focused$on$crea?ng$an$effec?ve$and$sustainable$capacity$to$organise.
We$will$have$to$realise$that$leadership$is$increasingly$interpreted$in$virtual$space,$and$that’s$
not$ easy.$Many$ leaders$ have$ developed$ during$ a$ ?me$ when$ leadership$ was$ based$ on$
physical$ presence.$ In$ the$ new$ economy,$ where$ ac?vi?es$ are$ becoming$ less$ and$ less$
aBached$to$?me$and$place,$leadership$will$also$become$decreasingly$?ed$to$?me$and$place.$
In$ addi?on,$work$will$ increasingly$be$carried$ out$in$temporary$(net)working$groups.$This$
means$that$ leaders$will$ need$ to$ become$proficient$ in$ the$ use$of$ advanced$ informa?on$
technology$in$order$to$effec?vely$guide$work$processes.
The Client directs
The, “Broodfonds”, (Bread$ Fund)$ is$ a$ disability$ insurance$ provision$ for$
independent$ entrepreneurs.$ The$ “Broodfonds”$ acts$ like$ a$ “gi>$ circle”.$If$
someone$is$ ill,$an$ amount$ is$ donated$ by$ all$ par?cipants.$This$ amount$ is$
intended$to$cover$basic$living$expenses,$a$basic$provision.$$The$par?cipants$
are$responsible$for$its$implementa?on.$Number$of$groups:$35$Forma?on$in$
progress:$ 20$ Total$ number$ of$ par?cipants:$ 999$ Average$ number$ of$
par?cipants$per$ group:$28.5$Number$ of$loca?ons:$19$Sick:$In$the$month$of$
April$2013$there$were$14$sick$par?cipants$in$14$groups.$$
[source:$www.broodfonds.nl]
“Noordenwind”,(North$wind)$is$an$associa?on$for$the$collec?ve$ownership$
of$wind$turbines$in$the$northern$Netherlands.$Its$objec?ve$is$to$ place$and$
operate$wind$turbines$and$other$devices$to$generate$renewable$energy$and$
to$promote$and$s?mulate$renewable$energy,$where$possible.$Noordenwind$
combines$the$strengths$of$ac?ve$people$who$ want$ to$contribute$to$clean$
energy,$ but$ who$ do$ not$ have$ the$ opportunity$ to$ own$ their$ own$ wind$
turbine.$$
[source:$www.noordenwind.org]
“Buurtzorg,Nederland”,(Neighbourhood$Care$Netherlands)$is$an$innova?ve$
concept$ for$ nursing$care$at$ home.$The$capacity$to$resolve$issues$and$the$
professionalism$ of$ employees$ is$ fully$ exploited$ by$ allowing$ small$
autonomous$ Neighbourhood$ Care$ Teams$ of$ nurses$ and$ caregivers$ to$
provide$health$care.$These$Neighbourhood$Care$Teams$are$supported$by$a$
na?onal$ organisa?on.$The$ teams$use$modern$ ICT$applica?ons$that$ allow$
administra?ve,$management$and$overhead$costs$to$be$kept$to$a$minimum.$
[source:$www.buurtzorgnederland.com]

9. 9
Without$physically$control,$it$becomes$even$more$important$to$focus$on$values,$beliefs$and$
the$ability$to$lead$staff,$however$they$may$be$organised,$in$order$to$achieve$the$objec?ves,$
and$to$connect$individual$mo?ves$to$collec?ve$mo?ves.
Focus on impact
Profit$maximisa?on$is$no$longer$the$ul?mate$goal.$It$ will$be$a$truly$balanced$approach$by$
the$different$stakeholders,$where$op?misa?on,$transparency$and$social$accountability$will$
be$ key$ words.$ Achieved$ results$ (output)$ of$ partCschemes$ will$ therefore$ be$ of$ minor$
importance.$Some$degree$of$control$will$con?nue$to$be$necessary,$but$too$much$will$lead$
to$unnecessary$and$undesirable$overreac?ons.$Ul?mately$it’s$about$the$impact$(outcome)$
created$ collec?vely.$ The$ major$ challenge$ in$ the$ near$ future$ will$ be$ how$ to$ work$
con?nuously$ to$ obtain$ a$ dynamic$ balance$ between$ the$ financial$ capital,$ social$ capital$
(available$ resources$to$ connect$ with$ each$ other),$mental$ capital$ (the$ ability$to$ act)$and$
collec?ve$capital$(the$collec?ve$intelligence$of$the$system).

10. 10
Professionals+
Customers+
Alliances+Resources+
©"Lie&ing"Consul.ng"|"Perspec.ve"Sustainable"&"Values;based"Organising"
Strategy+
Leadership+
Processes+&+
Networks+
Enable+People+to+Create+Shared+Values+
Organising+Sustainable+&+ValuesBbased+
Flexibility$is$a$basic$
requirement$to$enable$rapid$
switching$from$one$winning$strategy$
to$another$and$to$implement$it.
Determining$this$strategy$is$
a$con?nuous$process$that$will$
require$close$involvement$of$internal$
and$external$stakeholders.$
The$strategy$process$also$
encourages$a$culture$where$
innova?ve$ideas$are$transformed$into$
new$ways$of$thinking$and$
working.$
(Casual)$coali?ons$will$be$created$
that$manage$to$realise$a$specifically$
defined$goal.$In$other$words,$we$no$
longer$talk$of$“having”$resources,$but$
of$“using”$resources.$
Professionals$will$have$the$
freedom$to$determine$how$many$
resources$are$needed$to$meet$
(market)$demands$and$they$will$decide$
how$many$and$what$(suppor?ng)$
services$they$will$procure.$
The$structure$and$
organisa?on$of$ac?vi?es,$
processes,$systems$and$networks$
are$determined$on$the$basis$of$
ques?ons$and$needs$of$
(poten?al)$clients.$
Processes$intersect$
with$organisa?onal$
connec?ons$and$have$the$
character$of$network$
connec?ons.$
The$client$
ul?mately$dictates$the$
process,$and$procedures$
are$at$the$service$of$
the$client.$
Processes$are$evaluated$on$
the$basis$of$the$contribu?on$they$
make$to$the$whole$and$one$is$able$to$
fundamentally$and$radically$modify$
processes$in$order$to$generate$
significant$improvements.$
Leadership$inspires$and$
creates$a$culture$of$ownership,$
par?cipa?on,$accountability,$
professionalism$and$it$ac?vates$selfC
direc?on,$either$among$professionals,$
or$by$professionals$in$collabora?on$
with$clients,$alliances$and$other$
stakeholders.$
That’s how we see it!

11. 11
Professionals+
Customers+
Alliances+Resources+
©"Lie&ing"Consul.ng"|"Perspec.ve"Sustainable"&"Values;based"Organising"
Strategy+
Leadership+
Processes+&+
Networks+
Enable+People+to+Create+Shared+Values+
Organising+Sustainable+&+ValuesBbased+
$
What are your thoughts about this?

12. 12
There is another way
The$world$is$moving$fast$and$everything$can$be$different$tomorrow,$that’s$a$
fact.$Therefore$it’s$important$to$start$designing$a$form$of$organisa?on$that$
can$ deal$ with$ this.$ Old$ methods,$ encased$ in$ tradi?onal$ management$
systems$ with$ procedures$ and$ instruc?ons,$ o>en$ prevent$ this.$ Yet$
some?mes$ we$ simply$ cannot$ change$ this.$ Laws$ and$ regula?ons$ are,$ for$
example,$an$important$ driver$ to$ describe$things$to$ten$decimal$places$and$
to$inspect$and,$if$necessary,$punish$devia?ons.$
The$ strength$ of$ a$ management$ system$ is$ the$ desire$ for$ con?nuity$ and$
perfec?on;$to$ work$towards$ quality$in$a$thoughtul$way.$However,$this$ is$
also$ its$ biggest$ pitall.$ If$ it$ tries$ too$ hard,$ it$ may$ be$ genera?ng$ mostly$
bureaucracy$and$ frustra?on.$One$ thing$that$ a$ system$ does$ not$ allow,$ is$
reframing.$Each$ system$is$based$ on$fundamental$principles,$rules$of$play,$
which$ are$ not$ nego?able.$ Lejng$ go$ of$ old$ systems$ begins$ with$ the$
admission$ of$ new$ energy:$ energy$ from$ outside,$ energy$ from$ forward,$
energy$from$valua?on,$energy$from$passion.$This$can$be$organised,$but$not$
by$means$of$processes$and$instruc?ons.
We$must$ teach$ the$organisa?on$ to$ once$again$ become$aware:$to$learn$to$
look$at$ its$own$ac?ons$and$to$learn$to$ make$them$discussable.$As$a$result$
we$improve$the$quality$of$organisa?onal$and$ development$capacity$of$the$
organisa?on$ and$ we$ create$ an$ environment$ where$ we$can$ be$ flexible$ in$
dealing$with$the$challenges$of$tomorrow.
The$following$pages$in$this$workbook$will$help$you$on$your$way.$Let’s$play.
Focus
Consistency
Connection
Reflection
Challenge

13. 13
The Eye of the Master©
p. 31
turnover(
orders(
produc-on(adver-sement( R1(
new(
staff(
share(trained((
personnel(
quality(
workload(
ou:low(
professionals(
B1(
B2(
Limit:(-me(and(
capacity(to(work(
complaints(
B3(
Limit:(-me(for(
structural(solu-ons(
s(
s(
s(
s(
s(
s(
s(
s(
s(
s(
o(
o(
Systems thinking & doing
p. 41
INK-EFQM Navigationmap p. 19
synergy'
Patchwork Unravelled
p. 15
Dynamic Planning
p. 59
The$doCitCyourself$pages,$star?ng$at$page$73,$can$be$used$to$visualise$your$brain$work.$The$
workbook$also$contains$a$number$of$Internet$references$for$downloading$other$items.
Copyright*2012,*Liefting*Consulting
Approach
Dimension Reacting Anticipation Reframing Redesigning
Central1Triad Fragile Fragile Robust Antifragile
Focus Activity Process Structure System
Characterisation PlanADoACheckACorrect PlanADoACheckAAct PlanADoAStudy PlanADoAStudyAAdapt
Tone1of1Voice React*on*the*basis*of*existing*
routines,*standards*and*
guidelines.
Identifying*and*extrapolating*
patterns*and*trends*from*the*
past*to*the*future
Investigate*whether*the*
assumptions*underlying*the*
methods*are*still*valid
Watching*the*system*that*
the*problems*and*solutions*
are*part*of
Tone1of1Attitude Ignore,*flight*or*fight Intervention*to*prevent*
recurrence
Reflecting*on*mental*models Continuously*redesigning*
work*structures,*processes*
and*organisational*culture
Learning1level Conditioning SingleAloop*learning DoubleAloop*learning Deutero*Learning
Errors? Error*=*bad Error*=*information Error*=*opportunity Error*=*correct
Central1Learning1Question Who*and*What? Where*and*When? Why*and*When? How*else?
What1is1our1basic1attitude? Rigid Planned Flexible Dynamic
How1do1we1work? Routine Mechanistic Systemic Organic
What1do1we1think1is1important? Frugal Suitability Effectiveness Relevance
Where1is1our1focus? SupplyAoriented QuestionAorientated ClientAorientated ValueAorientated
Where1are1we1headed? Objectives Indicators Results Dynamic*objectives
How1do1we1regulate1work? Rules Standards Principles Virtues
How1are1we1organised? Department Team Network Mesh
How1do1we1relate1to1others? Subcontractor Supply*Chain Partner Alliance
What1do1we1vallue? Effort Result Outcome Effect
What’s1guiding1us? Instruction Managing Directing SelfAdirection
What1are1our1responsibilities? Commitment Performance Functioning Develop
How1do1we1deal1with1information? Receiving Sending Sharing CoAcreate
How1do1we1view1development? Training Training Learning Grow
How1do1we1reflect? Research Discussion Dialogue Connect
Instruments Activity*Based*Costing ValueABased*Management Rolling*forecast Beyond*budgeting
Time*Management Process*Management Operational*Excellence Business*ReAengineering
Management*By*Objectives Balanced*Scorecard OneAPageAStrategy Continuous*Strategy*
Development
Control Audit Appreciative*Assessments Open*Dialoque
Decision*Rules Root*cause*analysis Risk*Management Scenario*Planning
Quality*Control Quality*Management Business*Excellence Social*Excellence
Performance*Benchmarking Process*Benchmarking Strategic*Benchmarking Open*Innovation
Performance*Appraisal Performance*Management Competence*Management Talent*Management
Marketing Satisfaction*Management Loyalty*Management Relationship*Management
Bossing Managing Coaching*&*Intervision Leading*&*SelfAManagement
Typical*instruments
Levels1of1action
Characterization*of*actions
ReActing ReThinking
Theory*A*Results*Driven Heuristics*A*EffectADriven
De 4 compositions
p. 52
Organising Efficiency
p. 57
Copyright*2012,*Liefting*Consulting
It#is#clear#to#us#where#the#organisation#is#headed. Totally*disagree Disagree Agree Quite*agree
We#have#confidence#in#the#chosen#direction. Totally*disagree Disagree Agree Quite*agree
It#is#clear#to#us#how#we#can#contribute#to#this. Totally*disagree Disagree Agree Quite*agree
Our#proposed#actions#constitute#a#logical#and#understandable#whole. Totally*disagree Disagree Agree Quite*agree
We#regularly#tailor#our#activities#to#our#expectations,#and#vice#versa. Totally*disagree Disagree Agree Quite*agree
We#are#able#to#respond#to#(new)#developments#quickly#and#adequately. Totally*disagree Disagree Agree Quite*agree
We#receive#good#support#from#other#teams. Totally*disagree Disagree Agree Quite*agree
We#provide#good#support#to#other#teams. Totally*disagree Disagree Agree Quite*agree
We#have#an#equivalent#(cooperative)#relationship#with#all#our#stakeholders. Totally*disagree Disagree Agree Quite*agree
We#request#and#receive#continuous#feedback#on#our#performance. Totally*disagree Disagree Agree Quite*agree
We#give#each#other#highAquality#feedback. Totally*disagree Disagree Agree Quite*agree
We#regularly#use#feedback#to#reflect#on#our#assumptions. Totally*disagree Disagree Agree Quite*agree
We#create#sufficient#challenges#to#help#our#(personal)#development. Totally*disagree Disagree Agree Quite*agree
We#take#enough#freedom#and#time#to#learn#and#develop. Totally*disagree Disagree Agree Quite*agree
There#is#a#clear#balance#between#appreciation,#performance#and#development. Totally*disagree Disagree Agree Quite*agree
What#is#our#basic#attitude? Rigid Planned Flexible Dynamic
How#do#we#work? Routine Mechanistic Systemic Organic
What#do#we#think#is#important? Frugal Suitability Effectiveness Relevance
Where#is#our#focus? SupplyHoriented QuestionHorientated ClientHorientated ValueHorientated
Where#are#we#headed? Objectives Indicators Results Dynamic*objectives
How#do#we#position#ourselves? Department Team Network Mesh
How#do#we#relate#to#others? Subcontractor Supply*Chain Partner Alliance
What#do#we#vallue? Effort Result Outcome Effect
What’s#guiding#us? Instruction Managing Directing SelfHdirection
What#are#our#responsibilities? Commitment Performance Functioning Develop
How#do#we#deal#with#information? Receiving Sending Sharing CoHcreate
How#do#we#view#development? Training Training Learning Grow
How#do#we#reflect? Research Discussion Dialogue Connect
How#conscious#are#my#actions?
I*make*quick*
decisions*based*on*my*
current*experiences*and*
insights.
I*am*able*to*set*aside*
my*primary*reaction*and*
to*delve*into*the*
information.
I*am*able*to*
empathetically*listen*to*
others*and,*in*dialogue,*
to*consider*the*situation*
from*the*perspective*of*
others.
I*have*the*capacity*to*
let*go*of*the*past*and*to*
act*in*the*here*and*now.
How#conscious#are#the#actions#of#my#team/department?
We*are*tenacious*and*
therefore*not*open*to*
new*insights.
We*are*able*to*enter*
into*a*debate*with*each*
other*in*order*to*openly*
discuss*everyone's*
viewpoint.
We*are*able*to*enter*
into*a*dialogue*with*each*
other*in*order*to*
consider*the*situation*in*
its*entirety.
We*are*able*to*make*
room*for*each*other*in*
order*to*let*go*of*the*past*
and*to*connect*with*
things*to*come.
How#conscious#can#we#act#within#our#organisation?
The*organisation*
holds*on*to*its*current*
way*of*working.
The*organisation*is*
capable*of*allowing*
decisionHmaking*at*the*
appropriate*level.
The*organisation*is*
able*to*take*on*the*
challenge*with*internal*
and*external*
stakeholders.
The*organisation*is*
able*to*let*go*of*
hierarchical*thinking*and*
to*allow*room*for*selfH
management*and*selfH
organisation.
How#do#managers#encourage#us?
☐*Management*
reinforces*the*
hierarchical*style*of*
control*and*
accountability.
☐*Management*allows*
room*for*using*regulation*
and*competition*as*a*
coordination*mechanism.
☐ Management*
encourages*directional*
control*to*take*on*the*
challenge*together*with*
the*stakeholders.
☐*Management*
stimulates*the*release*of*
vertical*coordination*and*
allows*room*for*the*
development*of*
equivalent*relations*with*
all*stakeholders.
Questionnaire#Organising#Efficiency
Evaluation#of#our#actions
Characterization#of#our#actions
Awareness#of#our#actions
Examples#of#our#actions
In$ the$ first$ chapter,$ “Discovery$ and$
Deepening”,$you$ will$ be$introduced$ to$
four$ paradigms.$ These$ models$ can$ be$
used,$ alone$ or$ combined,$ in$ strategic$
team$ mee?ngs$ where$ a$ wide$ view$ of$
the$ organising$ capacity$ of$ the$
organisa?on$is$desired.
They$ help$ to$ indicate$ the$ degree$ of$
cohesion$ and$ you$ will$ discover$ the$
"flow"$ that$ runs$ through$ all$ connecC
?ons.$
In$ the$ second$ chapter,$“Understanding$
and$ Posi?oning”,$ a>er$ a$ brief$
explana?on$ you$ will$ find$ a$ fi>h$
paradigm$ that$ gives$ more$ insight$ into$
the$ reasons$ for$ the$ imbalance$ within$
your$organisa?on.$
In$ the$ third$ chapter,$ “Let’s$ Get$ To$
Work”,$I’m$providing$more$detail$about$
dynamic$planning$and$introduce$you$to$
“Rhizoming”:$the$discovery$and$dissemiC
na?on$ of$ new$ and$ renewed$ forms$ of$
organising$within$your$organisa?on.
Rhizoming
p. 67

14. 14
D I S C O V E R I N G
D E E P E N I N G

15. 15
THE
PATCHWORK
UNRAVELLED
A$special$trait
Step%1:
Discovering%quirks

16. 16
Symbiosis:,Management$tools$maintain$each$other$because$they$need$each$other$
to$survive.
Collusion:,The$secret,$decep?ve$understanding.$Management$tools$work$with$each$
other$in$such$an$obscure$fashion,$that$they$impercep?bly$work$to$the$disadvantage$
of$other$tools.
Muta1on:,Changing$the$original$character$of$a$system$or$a$tool.
Stacking:,The$use$of$a$variety$of$management$tools$leads$to$divergent,$separated$
effects.
Wear, and, tear:, The$ effect$ of$ a$management$ tool$ decreases$ because$ it$ doesn’t$
receive$aBen?on$(anymore)$for$its$maintenance.
Contradic1ons:,The$approaches$in$the$management$system$work$in$such$opposite$
direc?ons,$that$they$cause$substan?al$contradic?ons.
Façade:,Outward$appearance.$A$management$tool$or$even$a$complete$management$
system$is$used$for$the$benefit$of$improper$purposes.$
Synergy$can$be$caused$by$a$form$of$symbiosis$in$which$all$tools$benefit$and$s?mulate$one$
another.$This$is$viewed$from$a$biological$perspec?ve$on$mutualism.$Developments$merge$
and$reinforce$each$ other.$An$ example$of$this$is$ a$ suppor?ve$ MD$
programme$that$is$designed$around$an$organisa?onal$development$
project.$ Commensalism$ and$ parasi?sm$ also$ occur$ as$ symbio?c$
effects$in$a$management$system,$but$in$prac?ce$they$have$a$rather$
neutral$ or$ even$ a$ nega?ve$ effect.$ Commensalism$ is$ a$ type$ of$
symbiosis$where$ one$tool$ benefits$ from$ another,$while$ the$ other$
experiences$no$advantage$or$disadvantage.$
A colourful patchwork
Can$you$recall$why$things$are$done$the$way$they$are$done$within$your$organisa?on?$
Can$you$s?ll$see$the$cohesion?$
In$ prac?ce,$the$lack$of$cohesion$ within$organisa?ons$can$ create$strange$and$ some?mes$
frustra?ng$situa?ons.$We$talk$about$developing$competencies$of$employees$and$then$only$
evaluate$on$the$basis$of$sales$figures.$We$create$annual$plans$and$ac?vity$plans,$but$they$
are$not$?ed$to$budgets.$We’re$passionate$about$interes?ng$improvement$projects,$but$we$
have$forgoBen$what$they$were$supposed$to$contribute$to$the$ambi?on$of$the$organisa?on.$
In$my$role$as$Lead$Assessor$for$the$EFQM$I$rarely$encounter$an$integral$and$coherent$story,$
but$ usually$a$colourful$ patchwork$of$ approaches,$tools,$(unwriBen)$rules,$processes$and$
documents.$This$quilt$of$“management$tools”$does$not$always$provide$the$required$energy$
that$we$need$for$purposeful$development.$
Synergy$is$what$we’re$looking$for.$By$properly$designing$the$system$of$management$tools,$
it$ can$ contribute$to$ the$development$ of$ the$organisa?on$ and$ its$people.$With$synergy$I$
mean$the$degree$of$cohesion$leading$to$emergent$effects$that$are$greater$than$the$sum$of$
the$effects$that$each$of$the$individual$tools$could$achieve$on$its$own.$To$clarify,$I$don’t$see$
synergy$as$the$crea?on$of$unity$and$uniformity.$It$ is$especially$the$apparent$imperfec?on$
that$ leads$ to$ development.$ Some$ systems$ may$ in$ fact$ benefit$ from$ randomness$ and$
disorder,$allowing$ us$to$ deal$ with$the$unknown.$They$may$even$ benefit$ (unexpectedly)$
from$this.$Or,$as$my$esteemed$colleague$and$academy$builder$Cees$Hoogendijk$remarked:$
“A$disjointed$management$system$is$a$pleonasm$that$we$should$especially$cherish.”
In$the$course$of$?me$I$was$able$to$discern$several$nega?ve$effects$that$occur$in$a$disjointed$
management$ system.$ Perhaps$ you$ recognise$ some$ of$ these$ oddi?es$ within$ your$ own$
organisa?on.
symbiosis'

17. 17
With$parasi?sm,$one$tool$takes$advantage$at$the$expense$of$the$other.$A$good$example$of$
parasi?sm$is$the$effect$of$external$accountability$on$the$internal$planning$and$control$cycle.
The$effect$of$collusion$ is$usually$recognisable$in$ the$long$
term.$As$ tools$ evolve,$ ques?ons$ emerge$ that$ were$ not$
foreseen$ or$ preventable$ beforehand.$ For$ example,$ the$
impact$ of$further$ regula?on$ and$ increasing$ pressure$on$
accountability,$in$conjunc?on$with$the$introduc?on$of$e.g.$
Alterna?ve$ Working$ Prac?ces$ or$ selfCmanagement,$ will$
create$unprecedented$tension$on$many$fronts.
Change$can$ turn$out$to$be$posi?ve$or$nega?ve.$A$posi?ve$change$is,$for$
example,$ the$ transforma?on$ of$ the$ tradi?onal$ sejng$ of$ learning$
processes$ to$ a$ more$ academically$ orientated$ approach.$ A$ nega?ve$
change,$ which$ is$ o>en$ based$ on$ wear$ and$ tear,$ is$ more$ common.$ A$
compelling$example$is$performance$management$that$can$ul?mately$lead$
to$an$undesirable$bonus$culture.
An$ organisa?on$will$begin$to$stack$as$soon$as$the$various$
management$ tools$are$no$longer$ interconnected.$A$good$
example$is$the$use$of$client$surveys,$employee$surveys$and$
(internal)$ audits,$ each$ with$ its$ own$ improvement$
programme.$On$the$work$floor,$?me$and$?me$again$one$is$
confronted$ with$ “loose”$ improvement$ ac?ons$ that$ are$
unrelated$to$each$other.
Wear$ and$ tear$ occurs$ when$ compa?ble$ tools$ are$ not$ being$
connected$and$do$not$par?cipate$in$each$other's$development$and/
or$they$are$poorly$maintained.$Organisa?ons$which$work$with,$for$
example,$ a$ separated$ system$ of$ performance$ appraisals$ and$
Personal$ Development$ Consulta?ons,$ no?ce$ that$ both$ tools$ lose$
their$effect.$A>er$all,$entering$into$agreements$with$each$other$ cannot$ be$separated$from$
discussing$ development.$ Another$ example$ is$ the$ wellCknown$ (internal)$ audit.$ What$
ques?ons$does$the$auditor$ask$you?$Are$they$(s?ll)$relevant$to$you?
The$ crea?on$ of$ contradic?ons$ is$ the$ most$
frustra?ng$ effect$ that$ employees$ experience$
when$two$management$approaches$intersect.$A$
good$ example$ is$ the$ use$ of$ selfCmanagement$
(selfCorganisa?on)$as$a$management$principle$in$
addi?on$to$the$principle$of$?mekeeping.$On$the$one$hand,$the$organisa?on$gives$the$signal$
that$ employees$ are$mature$and$ responsible$enough$ to$organise$their$ work$as$they$like,$
while$on$the$other$hand$they$control$?me$management$and$don’t$or$hardly$focus$on$output.$
Let$alone$the$outcome.
Façades$ can$ occur$ anywhere.$ This$ is$ when$ tools$ or$ systems$ are$
(consciously$ or$ unconsciously)$ used$ inappropriately$ for$ other$
purposes.$ $ For$ example,$ if$ an$ organisa?on$ controls$ budgets$ and$
performance,$unwanted$ forces$will$ arise.$If$budgets$ are$determined$
on$the$basis$of$expected$input$and$output,$then$performance$will$not$
exceed$ the$ established$ expecta?ons.$A>er$ all,$managers$know$that$
this$ has$an$ impact$ on$next$ year’s$ budget.$Façades$are$ also$ evident,$for$ example,$when$
making$annual$ plans.$The$way$in$which$ this$happens$in$ many$organisa?ons,$is$more$ like$
performing$a$ritual,$ceremonial$dance.$Indeed,$it$is$the$o>en$separately$designed$round$of$
budget$talks$that$determines$the$con?nuity$of$a$department.
façade&
collusion(
muta%on(
stacking)
wear%and%tear%
contradic)ons+

18. 18
Examples from my organisation:
façade&
synergy'
symbiosis'
muta%on(
stacking)
collusion(
wear%and%tear%
contradic)ons+

19. 19
INK-EFQM
Management
Framework
Framework$for$connections
Step%2:
Identifying%the%relationships

20. 20
INK/EFQM$is$not$a$model.$It’s$a$way$of$thinking$and$working.$The$winners$of$the$awards$and$prizes$will$tell$you$
that$they$have$been$dealing$intensively$with$understanding$and$developing$the$quality$of$the$connec?ons$within$
the$organisa?on,$with$other$organisa?ons$and$with$their$clients,$and$that$this$trip,$because$that’s$what$it$is,$is$a$
unique$learning$experience$for$the$organisa?on$as$well$as$for$the$people$who$have$been$closely$involved$with$it.$
It’s$a$road$of$trial$and$error,$of$understanding$and$(re)considera?on.$It$o>en$starts$innocently$enough$with$a$selfC
evalua?on$or$posi?onCfinding.$And$then$the$ideas$grab$you.$They$ask$ques?ons$that$maBer.$They$reflect$on$the$
assump?ons$you$make$and$force$you$to$think$about$the$essence$of$organising.$
The$INK/EFQM$body$of$thought$is$as$wide$and$deep$as$you$will$allow.$The$wellCknown$framework,$the$model,$is$the$representa?on$of$the$body$of$thought$and$everyone$takes$whatever$they$
see$in$it.$The$INK/EFQM$model$is$composed$of$ten$areas$of$interest,$related$to$five$organisa?onal$areas$and$four$result$areas.$Rela?ve$to$each$other$they$provide$a$picture$of$the$current$or$
desired$state$of$affairs$of$an$organisa?on$(or$department).$The$result$areas$serve$to$systema?cally$map$the$performance$of$an$organisa?on.$The$organisa?onal$areas$illustrate$the$desired$
results$and$how$the$organisa?on$will$and$can$achieve$them.$The$tenth$area$of$interest$is$about$improvement$and$innova?on.$This$especially$clarifies$what$the$development$capacity$is.$The$
lines$between$the$areas$indicate$the$connec?ons$and$the$dynamics$between$the$areas$and$are$central$in$this$workbook.
What$is$the$true$added$value$of$the$organisa?on$for$the$
client$and$how$do$you$expect$to$achieve$this?$
How$successful$is$your$organisa?on$actually,$in$crea?ng$
a$balance$between$the$strategic$objec?ves$of$the$
organisa?on$and$the$personal$expecta?ons$and$
ambi?ons$of$the$employees?$
Do$your$leaders,$managers,$employees$and$partners$
have$the$ability$to$respond$to$the$environment$and$do$
they$know$how$to$recognise$and$hold$on$to$success?$
How$do$you$improve$and$work$with$your$rela?onships?$
Do$you$develop$networks$of$stakeholders$and$involve$
them$as$a$poten?al$source$of$crea?vity$and$innova?on?$
Do$you$take$responsibility$for$a$sustainable$future?$
And$how$do$you$conduct$and$maintain$a$dialogue$with$
all$stakeholders?
Leadership
People
Partnerships &
Resources
Strategy
Processes,
Products &
Services
People Results
Customer Results
Society Results
Learning and Innovation
Key Business
Results

21. 21
How$does$the$organisa?on$
manage$the$dialogue$with$all$
stakeholders$in$order$to$
translate$the$external$and$
internal$opportuni?es$and$
challenges$into$a$shared$and$
inspiring$vision$and$mission$
statement?$
How$does$the$organisa?on$
develop$an$appropriate$
management$system$that$is$
aligned$with$the$vision,$
mission,$values$and$ambi?ons?
How$does$the$leadership$stay$
personally$involved$and$know$
how$to$inspire$and$mo?vate$
staff,$(chain)$partners$and$
suppliers?
How$does$the$organisa?on$
manage$and$respect$staff$in$
line$with$the$strategic$and$
policy$objec?ves?
How$does$the$organisa?on$
translate,$based$on$internal$
and$external$informa?on,$the$
mission$statement$into$a$clear$
strategy$and$policy$with$clear$
plans?
How$does$the$organisa?on$
ensure$that$the$necessary$
resources$are$available$for$
business$opera?ons?
How$does$the$organisa?on$
iden?fy$and$develop$effec?ve$
primary,$suppor?ng$and$
management$processes$in$
order$to$realise$the$set$
objec?ves?
How$does$the$organisa?on$
ensure$that$the$processes$are$
carried$out$effec?vely$and$that$
staff$are$deployed$on$their$
competencies?
How$does$the$organisa?on$
ensure$that$the$effec?veness$of$
all$processes$are$con?nuously$
evaluated$and$improved?
Who$do$you$consider$your$
employees$and$what$do$they$
actually$think?$When$are$we$
successful$for$each$other?
Who$are$the$clients$and$
(chain)$partners$and$what$do$
they$expect?$Where$should$
we$be$headed$in$order$to$
realise$these$expecta?ons$and$
when$are$we$successful?
How$does$the$organisa?on$see$
the$society?$What$is$the$
organisa?on's$responsibility$
and$to$whom$or$what$is$it$
accountable?
Who$are$the$directors$and$
financiers?$What$do$they$
consider$to$be$cri?cal$to$the$
con?nuity$of$the$organisa?on?$
In$what$areas$should$the$
organisa?on$be$accountable?
The INK/EFQM Model
How$does$the$organisa?on$con?nuously$and$integrally$
design$improvements,$renewal$and$innova?ons?$
The offical name of the EFQM model in
Dutch is the INK Model. Promoted by the
Instituut Nederlandse Kwaliteit (INK).

22. 22
Plan,(,Do,(,Learn,(,Adapt
Three,Axis
Where$do$your$thinking$and$
ac?ons$begin?
Is$achieving$results$central$to$your$
ac?ons$and$is$everything$derived$
from$this,$or$do$you$believe$that$if$
you$are$good$for$the$organisa?on,$
the$results$will$follow$naturally.
Enablers,versus,Results
The$feedback$loop$in$the$
model$invites$you$to$examine$how$
the$achieved$results$can$be$
improved$by$taking$measures$in$one$
or$more$organisa?onal$areas.
The$human$axis,$the$business$
axis$and$the$resources$axis.$These$axes$
will$help$you$to$find$links$between$
investments$you$can$make$and$the$
possible$effects$for$the$various$
stakeholders.
The,‘flow’
The$flow$starts$with$the$Leadership$element,$where$the$basis$for$the$
organisa?on$is$formulated$and$where$the$energy$is$focused,$which$is$then$translated,$
using$Strategy$and$Policy,$to$Staff,$Resources$and$Processes.$These$are$the$processes$
that$ul?mately$convert$words$into$ac?on$and$whose$intended$effect$must$be$evident$
to$the$Clients,$Employees,$Partners$and/or$the$Company$and$of$course$ul?mately$to$
the$Directors$and$the$Financiers.
4 perspectives
people(axis
business(axis
resources(axis

23. 23
The connections model
Every$organisa?on$has$its$own$"flow".$It$is$this$"flow"$that$runs$through$all$connec?ons$and$
gives$ character$ to$ the$ composi?on$ of$ the$ organisa?on.$ What, is, actually, making, your,
organisa1on,so,unique?,Where,are,the,connec1ons,within,your,organisa1on?,What,is,the,
nature,of,these,connec1ons,and,what,do,they,currently,deliver?
Our$ first$step$in$this$expedi?on$will$ be$the$discovery$and$interpreta?on$of$the$connec?ons$
according$ to$ the$ four$ perspec?ves$ from$ the$ INK/EFQM$ philosophy.$ The$ “Model$ of$
connec?ons”$will$help$you$with$this.$This$model,$complemen?ng$the$wellCknown$INK/EFQM$
model,$visually$places$the$connec?ons$between$the$ten$main$ areas$central.$The$“model$of$
connec?ons”$proved$to$be$a$valuable$tool$in$prac?ce,$to$hold$dialogue$with$colleagues$about$
the$quality$of$cohesion$within$the$organisa?on.
Before$you$can$work$with$this,$it$is$important$to$know$a$bit$more$about$the$different$focus$
areas$and$how$they$relate$to$each$other.$The$“Direc?on$Ques?ons”$for$each$area$of$interest$
will$help$you$to$discover$the$flow$within$your$organisa?on$(or$department).$
Leadership
Leadership$is$about$the$way$leaders$keep$the$organisa?on$on$course$and$how$they$inspire$
development$ with$ a$ vision$ of$ the$future$which$ is$ formed$ in$ dialogue$with$ stakeholders.$
Leaders$align$business$opera?ons$to$this$and$can$be$seen$to$be$involved$in$the$development$
of$the$organisa?on.$Leadership$ is$not$just$ about$management,$but$ concerns$all$ levels$of$
leadership$ within$ the$ organisa?on.$ This$ makes$ it$ a$ lot$ easier$ to$ make$ the$ connec?on$
between$ Employees,$ Strategy$ and$ Policy,$ and$ Resources.$ The$ following$ five$ “direc?on$
ques?ons”$will$help$you$to$iden?fy$these$connec?ons$in$your$organisa?on:
How,does,the,organisa1on, manage,the,dialogue,with,all, stakeholders,about,the,
external,and,internal,opportuni1es,and,challenges?
How,is,the,vision,and,mission,statement,developed,and,shared?
How, does,the, organisa1on, develop, an,appropriate,structure, and, culture, that,is,
aligned,with,the,vision,,mission,,values,and,ambi1ons?
How,is,the,leadership,(personally),involved,at,all,levels,within,the,organisa1on?
How, does,the,leadership, manage,to, inspire,and, mo1vate,staff,,(chain),partners,
and,suppliers?
The$‘connec)ons$model’$|$INK3EFQM$Naviga)onmap

24. 24
Strategy
Strategy$ is$ about$ the$ way$ the$ organisa?on$ translates$ its$ mission$ statement$ into$ daily$
prac?ce,$into$the$results$to$be$achieved$for$all$stakeholders$and$into$the$processes$that$are$
needed$for$this.$In$other$words,$the$realisa?on$of$policies,$plans,$processes$and$budgets.$In$
addi?on,$Strategy$and$Policy$are$also$about$the$way$of$communica?ng$about$this,$inside$
and$outside$the$organisa?on.$Strategy$and$Policy$take$central$stage$on$the$“enablers”$side$
and$thus$directly$affect$all$other$condi?ons$creators.$The$following$“direc?on$ques?ons”$will$
help$you$to$iden?fy$these$connec?ons:
How,and, with, whom,does,the,organisa1on,translate,the,mission, statement, into,
dis1nct,strategies,,policies,,processes,and,specific,plans?
What,is,the,flow,of,communica1on,about,strategy,and,policy?
People
People$is$par?cularly$about$how$the$organisa?on$u?lises$the$knowledge,$skills$and$energy$of$
its$ employees$ (in$ line$ with$ the$ mission$ statement).$ How$ are$ the$ employees$ given$ the$
opportunity$to$develop$and$use$their$abili?es?$How$do$employees$gain$recogni?on,$respect$
and$apprecia?on$for$ their$ contribu?on?$Besides$ the$link$to$Leadership$and$ Strategy$and$
Policy,$there$is$also$a$clear$line$to$ Processes,$which$ is$where$the$energy,$knowledge$and$
skills$of$employees$are$converted$to$products$and$services$for$the$various$stakeholders.$The$
following$“direc?on$ques?on”$will$help$you$to$iden?fy$these$connec?ons:$
How, does, the, organisa1on, manage,, invest, and, respect, staff, in, line, with, the,
strategic,and,policy,objec1ves,and,how,does,it,know,how,to,op1mise,these?
Partnerships & Resources
Partnerships$and$Resources$is$ about$ how$the$organisa?on$ensures$the$ availability$of$the$
resources$needed$to$keep$the$business$running.$It's$about$the$way$resources$are$allocated$
to$ carry$out$the$ac?vi?es.$Resources$ mean$money,$knowledge$and$technology,$materials$
and$services.$The$manner$ of$coopera?on$with$suppliers$and$partners$also$falls$within$this$
element.$The$following$“direc?on$ques?ons”$will$help$you$to$iden?fy$these$connec?ons:$
How, does, the, organisa1on, ensure, that, the, necessary, (financial), resources,,
knowledge,,ICT,,materials,,etc.,are,available,for,business,opera1ons?
How,are,partners,and,suppliers,involved?
Processes, Products & Services
The$ way$ in$ which$ the$ organisa?on$ iden?fies,$ designs,$ controls,$ enhances$ and$ renews$
(innovates)$its$ processes,$rela?ve$to$ strategy$and$policy,$is$central$ here.$Management$ of$
processes$requires$a$balance$between$standardisa?on$and$regula?on$on$the$one$hand,$and$
space$and$freedom$for$the$professional$employee$to$func?on$adequately$in$prac?ce$on$the$
other$hand.$This$area$is$the$heart$of$the$INK/EFQM$model,$which$is$not$surprising.$It$is$the$
collabora?on$between$people$in$the$implementa?on$that$is$decisive$for$the$success$of$the$
organisa?on.$The$following$“direc?on$ques?on”$will$help$you$to$iden?fy$these$connec?ons:$
How, does, the, organisa1on, ensure, that, work, ac1vi1es, (processes),, from, the,
perspec1ve,of,the,stakeholders,,are,carried,out,effec1vely,and,efficiently,,and,that,
staff,and,partners,are,deployed,on,their,competencies?

25. 25
Customer & Partner Results
Customers,$partners$and$suppliers$are$of$paramount$importance$for$the$performance$of$the$
organisa?on.$ Partners$ are$ external$ organisa?ons$ who$ are$ involved$ in$ longCterm$
collabora?ons:$they$may$be$suppliers$and/or$clients,$some?mes$in$varying$roles.
People Results
This$area$of$interest$reflects$the$extent$to$which$employees$actually$feel$that$they$are$able$
to$employ$their$own$competencies.
Society Results
The$organisa?on$is$part$of$society.$It$is$society$that$ is$capable$of$influencing,$directly$and$
indirectly,$the$organisa?on$and$all$stakeholders.$In$addi?on$it$is$also$its$responsibility$to$be$
accountable.$For$example,$efforts$in$the$field$of$Corporate$Social$Responsibility$(CSR)$are$at$
the$forefront$in$this$area$of$interest.
Business Results
Directors$and$financiers$ul?mately$formulate$and$ issue$an$opinion$on$ the$performance$of$
the$ organisa?on.$ It$ is$their$ responsibility$ to$ influence$ the$ direc?on$ of$ the$organisa?on,$
which$makes$them$an$important$party.
The Stakeholders
Tradi?onally,$ result$ areas$ (Employees,$ Clients$ and$ Partners,$ Society,$ Directors$ and$
Financiers)$ within$ the$ INK/EFQM$ model$ indicate$ the$ extent$ to$ which$ stakeholders$
appreciate$the$organisa?on.$In$other$words,$to$what$extent$the$efficiency$of$the$efforts$on$
the$organisa?on$side$is$visible$and$usable.$The$model$also$poses$the$ques?on,$exactly$who$
are$the$stakeholders$and$what$ are$their$ expecta?ons.$The$ques?ons$that$ can$ be$asked$
from$this$perspec?ve$are$relevant$ in$discovering$the$rela?onships$with$ the$help$ of$the$
naviga?on$map.$
However,$in$ the$search$ for$ rela?onships$ it$ is$ not$ important$ to$ explicitly$focus$ on$ the$
quan?ta?ve$side$of$the$result$areas.$It’s$not$the$Key$Performance$Indicators,$but$the$Key$
Performance$ Ques?ons$ that$ are$ central$ in$ the$ model$ of$ connec?ons.$ The$ relevant$
“direc?on$ques?ons”$that$you$can$use$for$all$four$areas$are:$$
Who,exactly,are,the,stakeholders?,
What’s,their,objec1ve?,
What,do,we,give,them?,
What's,in,it,(for,us)?
What's,in,it,for,them?
What,do,they,do,towards,the,organisa1on?,
How,are,they,involved,in,the,various,ac1vi1es?
And,how,do,they,relate,to,each,other?
“The$work$of$organisations$is$not$judged$on$output,$but$on$outcome.$The$fact$is$that$it’s$not$
about$the$infrastructure,$but$about$flowing$through;$not$about$DTCs$(Diagnosis$Treatment$
Combinations),$but$ about$ healing;$not$ about$teaching$ contact$ hours,$but$ about$ learning.$
Although$less$feasible,$the$organisation$and$its$directors$are$ultimately$responsible$for$this.$
Outcome$has$more$to$do$with$what$it$does,$than$what$it$is.$Focusing$on$outcome$demands$a$
culture$that$could$choke$on$output$control”$
[Maarten$de$Winter,$author$of$the$sjoelbaksyndroom).

26. 26
The connections model
The$‘connec)ons$model’$|$INK3EFQM$Naviga)onmap

27. 27
How to use it - a roadmap
1. Form,a,team,with,colleagues.
Invite$up$to$ eight$colleagues,$preferably$people$with$an$open$and$cri?cal$
ajtude,$ and$ who$ are$ willing$ to$ par?cipate.$ It$ helps$ if$ they$ have$ been$
employed$within$other$departments$for$a$while$and$that$they$understand$
the$rela?onships$between$departments.$
2. Place,all,departments,on,the,INK/EFQM,Naviga1on,Map.
Iden?fy$ and$ include$ all$ departments$ within$ the$ organisa?on.$ Pay$ close$
aBen?on$to$the$place$that$you$choose$for$a$par?cular$department$and$how$
this$place$relates$to$ other$ departments.$This$step$focusses$on$processes$
that$are$ not$ directly$ visible$ and$ creates$ a$spa?al$representa?on$ for$the$
par?cipants$of$the$organisa?on$in$which$they$work.$
3. Iden1fy,a,recent,topic,that,affects,everyone.
A$ wellCchosen$topic$helps$when$ star?ng$ a$first$explora?on.$ This$could$be$
the$design$and$implementa?on$of$a$new$project$or$how$the$organisa?on$
handles$ client$ complaints,$ the$ response$ to$ a$ bad$ press$ release$ or$ the$
manner$in$which$a$reorganisa?on$is$implemented.$Discuss$up$to$three$or$
four$topics.$That's$really$enough$to$understand$the$essence$of$the$dynamics$
of$the$organisa?on.$
4. Together,,determine,a,number,of,routes.
The$INK/EFQM$ Naviga?on$ Map$is$simply$ intended$to$ start$ a$dialogue$on$
how$the$connec?ons$run$in$an$organisa?on$and$what$condi?ons$they$are$
connected$ to.$ The$ exis?ng$ roads$ in$ the$ INK/EFQM$ Naviga?on$ Map$ are$
theore?cal$and,$in$prac?ce,$an$ organisa?on$ has$more$ roads$that$can$be$
navigated.$ There$ are$ shortcuts,$ lanes,$ elephant$ paths,$ trails,$ streets,$
highways,$byways$and$walkways.$Your$team$has$of$course$the$freedom$to$
get$off$the$beaten$track.
5. Ask,ques1ons,and,listen
The$team$occasionally$ gets$bogged$down$in$concepts$or$it’s$hard$to$see$
where$ a$ turn$ can$ or$ should$ be$ taken.$ The$ descrip?ons$ and$ direc?on$
ques?ons$on$the$previous$pages$help$to$keep$the$search$going$and$to$find$
new$roads.
6. Iden1fy,the,decisions,that,you,make,with,each,other
Anecdotes,$examples,$discussions$and$ques?ons$will$help$you$to$find$the$
routes.$ Name$ the$eventual$ assessment$ you$ make$with$ each$other$ and$
place$one$or$more$road$sign$and/or$traffic$obstruc?on$to$symbolise$this$
assessment.$
7. Describe,the,traffic,rules
A$close$examina?on$and$analysis$of$the$completed$INK/EFQM$Naviga?on$
Map$will$allow$the$ team$to$ discover$ several$generally$ applicable$traffic$
laws.$ These$ traffic$ rules$ say$ something$ about$ the$ effects$ of$ these$
connec?ons.
8. Discuss,and,evaluate,the,clustering
Joint$reflec?on$on$the$created$clustering$creates$a$higher$level$of$analysis$
(at$ the$ system$ level)$ of$ the$ quality$ of$ the$ cohesion$ within$ your$
organisa?on$(or$department).
Blank$copies$of$the$Naviga?on$map$can$be$found$on$page$73.$
On$the$following$pages$you’ll$find$
two$examples$from$prac?ce.

28. 28
Examples
Case:,Implementa1on,of,Process,Management
Organisa1on, X, implements, Process, Management, to, connect, ambi1ons, with, the, various,
business,units.,Staff,are,closely,involved,with,this,introduc1on.,
To,promote,safeguarding,of,the,rela1onships,,a,project,is,started,to,direct,the,implementa1on.,
Process,Management,is,introduced,along,the,line,and,is,further,supported,by, a,Management,
Development, Programme., Safeguarding, processes, happens, in, accordance, with, established,
procedures.,Input,for,this,consists,of,client,indicators,and,complaints.
Findings
Clients,$(chain)$partners$and$suppliers$are$not$involved$in$the$design$of$the$processes.
Integra?on$with$other$ policy$ ini?a?ves$that$ promote$ a$ clientCdriven$process$ design$is$s?ll$
insufficient.
No$integrated$cycle$to$assess$the$process$design.
Casus:,Ontwikkelen,meerjarenbeleidsplan
The,crea1on,of,the,mul1(year,plan,within,organisa1on,X,involved,a,representa1ve,delega1on,
from, the,organisa1on., The,vision,and, mission,statement, of,the,organisa1on, was,used,as, a,
star1ng,point.,These,were,subsequently,translated,locally,in,consulta1on,with,the,employees.,
The,transla1on,of,the,objec1ves,into,concrete,results,takes,place,within,the,MT, and,is,also,
aligned,with,the,individual,employee,through,the,planning,mee1ng.
Findings
Clients,$(chain)$partners$and$suppliers$were$not$involved$in$the$development$of$the$mul?Cyear$
plan.
The$teams$have$not$been$involved$in$the$transla?on$of$goals$into$concrete$results.
Communica?on$about$the$policy$to$other$stakeholders$has$been$lacking.
Analysis
Based$ on$the$ discussions$ and$ findings,$ the$ MT$ that$ has$
done$this$exercise$described$the$following$“traffic$rules”$of$
organisa?on$X:
The$ "outside$ world"$ may$ not$ and$ cannot$ par?cipate$
directly$and$exert$influence.
Management$decides.$
Management$according$to$policy$is$not$selfCevident.
Employees$are$involved$and$are$allowed$to$think$along.
Learning$is$through$systems$and$not$through$people.
Sugges1ons
Convert$HRM$from$tac?cal$to$strategic.
Organise$structural$par?cipa?on$of$stakeholders.
Ongoing$development$of$the$policy$process.

29. 29
Examples
Case:,Implementa1on,of,the,organisa1on’s,direc1on
Organisa1on, Y, is, engaged, in, the, deployment, of, a, new, direc1on., The, “key”, is, in,
professionalising,of,staff, and,managers.,This,new,direc1on,requires,a, cultural,change.,To,give,
content,and,meaning, to,this,process,, several,ac1ons,(dialogues),were,undertaken,with,staff.,
However,,due,to,the,way,the,project,is,communicated,,it,is,perceived,as,a,one(way,affair.
Findings
Middle$management$is$insufficiently$included$in$the$dialogue.
Leadership$development$remains$underexposed.
Tempo$differences$are$created$(because$of$this)$between$the$execu?ves.
Case:,Societal,posi1on
Organisa1on, Y, is,firmly, planted, in, society., Organisa1on, Y, involves, various, stakeholders, in,
crea1ng,policy.,Ini1a1ves,of,employees,regarding,chari1es,are,supported,and,the,organisa1on,
has, an, ac1ve, policy, on,rela1ons, with, the, press., Society, highly, appreciates,the, efforts,and,
organisa1on,Y,regularly,receives,this,recogni1on,from,respected,authori1es.
Findings
Organisa?on$is$very$ac?ve$with$the$outside$world.
In$par?cular,$(local)$poli?cs$has$a$major$impact$on$policy.
However,$there$is$no$specific$policy$that$connects$all$outward$ini?a?ves$and$provides$a$focus.
Analysis
Based$ on$ the$ discussions,$ this$ team$ of$ organisa?on$ Y$
described$the$following$“traffic$rules”:
Society$and$poli?cs$override$interest$and$contribu?ons$
of$its$own$employees.
Middle$management$is$(s?ll)$not$a$connec?ng$element.
Reflec?ons$on$leadership$are$lacking.
Sugges1ons
Strengthen$dialogue$with$middle$management.
Develop$policy$on$social$ini?a?ves.
Revision$of$the$policy$portolio.

30. 30
Can we do with less?
The$ response$ of$ companies$ to$ the$ recession$ is$ par?cularly$ aimed$ at$ ?ghter$ control$ of$
expenditures$ and$ the$ ini?a?on$ of$ improvement$ programs.$ It$ appears$ that$ rela?vely$ few$
organisa?ons$have$an$eye$for$stopping$ongoing$programs$and$ac?vi?es.$It’s$?me$to$take$a$close$
look$at$all$projects,$ac?ons$and$tools$that$your$organisa?on$has$collected$over$the$years$and$to$
wonder$if$they$s?ll$have$their$value.$Is$there$s?ll$some$synergy$or$do$you$see$an$accumula?on$
of$tools$and$an$increase$of$contradic?ons?$
In$the$course$of$?me,$an$organisa?on$collects$numerous$tools$and$approaches.$Some$of$these$
originated$from$a$need$and$some$from$a$trend.$Each$profession$within$your$organisa?on$has$its$
own$vision$of$what$is$good$for$the$organisa?on.$The$strength$of$life$preserva?on$ensures$that$
you$are$s?ll$working$with$outdated$and/or$ineffec?ve$tools.$
What can you do about this?
Start$ with$ an$ inventory,$ because$ do$ you$ know$ how$ many$of$ such$ tools$ exist$ within$ your$
organisa?on?$The$INK/EFQM$Naviga?on$Map$can$help$you.$An$addi?onal$advantage$of$posing$
this$ques?on$is$to$call$for$a$discussion$about$what$is$exactly$meant$by$a$tool.$Did$you$know$that$
an$organisa?on$has$adopted$an$average$of$13$approaches,$with$their$accompanying$tools?
The$second$step$is$to$request$addi?onal$informa?on$for$each$tool.$Who$is$the$owner$and$who$
is$ the$ client?$Is$ there$ a$descrip?on$ of$the$approach$ and$ were$ objec?ves$ formulated?$ This$
second$step$will$surprise$you!
The$third$step$is$an$assessment$of$the$tools.$The$answers$to$the$ques?ons$alongside$provide$
targeted$informa?on$for$further$op?miza?ons.
Tweaking
Can$ (or$ should)$ we$ do$ with$ less?$Try$to$ recycle$ those$ tools$that$ would$ otherwise$be$ lost$
unnecessarily.$Modify$them$in$such$a$way$(Tweaking),$that$they$are$once$again$aligned$with$
ambi?ons.
Checklist:
Is the objective of the tool a derivative of
the mission, vision and strategy of the
organisation?
Is the operation of the tool transparent to
all relevant stakeholders?
Is the application supported by well-defined
processes?
Have the relationships with other tools/
activities been established?
Was the tool systematically introduced and
is it applied broad and deep?
Is the tool regularly evaluated for
effectiveness and efficiency, and adjusted
accordingly?
Do users see the added value of the tool in
relation to improving the quality of services
and/or products?

31. 31
The Eye
of the
Master
Create$your$own$storyboard
Step%3:
Tracking%the%dynamics

32. 32
Tracking the dynamics
An$excellent$organisa?on$not$only$performs$well,$it$ also$knows$why$it$ performs$well$and$it$
knows$how$to$con?nue$to$perform$well$in$the$future.$The$ques?on$ is:$Do$you$know$how$
well$ your$ organisa?on$ is$ performing$ and$ why$ that$ is?$ This$ is$ where$ you$ start$ your$
expedi?on$to$the$development$ of$the$composi?on$of$your$organisa?on$ over$the$years.$
Based$on$the$experiences$and$insights$gained$from$The$Management$Challenge®$you$will$
discover$ and$ follow$ the$ dynamics$ of$ the$ connec?ons$ that$ form$ the$ basis$ for$ the$
organisa?on$of$tomorrow.
The Management Challenge®
The$Management$Challenge®$is$a$simula?on$game$based$on$the$INK$Management$Model,$EFQM$
Excellence$ Model$ and$ the$ theories$ of$ Graves.$ The$ game$ allows$ par?cipants$ to$ learn$ and$
experience$ the$ effect$ of$ directed$ aBen?on$ to$ the$ development$ of$ the$ organisa?on$ and$ its$
employees.$The$Management$ Challenge®$simulates$the$opera?on$ of$a$(fic?onal)$ organisa?on$
over$ a$ maximum$of$ five$ years,$ depending$ on$ the$ dura?on$ of$ the$ game.$ Each$ quarter,$ the$
par?cipa?ng$teams$make$some$decisions.$They$make$their$choice$from$a$list$of$approximately$
130$measures.$These$are$measures$that$come$from$business$prac?ce$and$that$affect$different$
aspects$of$business$opera?ons.$If$the$teams$ignore$certain$areas$of$interest,$erosion$occurs$and$
the$ score$ in$ that$ domain$ will$ automa?cally$ drop.$ Some?mes$ it$ is$ also$ the$ connec?on$ of$
measures$that$determines$the$desired$effect.$This$element$is$also$clearly$woven$into$
The$Management$Challenge®.
The Eye of the Master©
To$clarify$the$effect$of$the$choices$of$a$team,$the$“founding$father”$of$the$game,$Willem$Jan$van$
der$Veldt,$designed$a$chart$that$looks$like$an$eye:$The$Eye$of$the$Master©$The$eye$displays$the$
dynamics$of$the$connec?ons$during$the$game$and$is$therefore$a$wonderful$tool$to$visualise$and$
analyse$the$dynamics$within$your$ own$organisa?on.$A$detailed$explana?on$ of$the$Eye$can$be$
found$alongside.
Create your own storyboard
On$ the$ basis$ of$ the$ examples$on$ the$ following$ pages$ you$ will$ be$ challenged$ to$
create$a$storyboard$of$your$ organisa?on$(unit).$To$do$ this,$study$the$dynamics$of$
the$ eyes$in$the$examples$ and$ use$ these$ as$a$ basis$ for$ your$ own$ storyline.$ The$
following$ques?ons$will$help$you$study$the$examples:
How$does$the$eye$look$at$first$sight?
Which$areas$of$interest$received$more$of$an$investment?
What$areas$score$rela?vely$low?
Is$there$a$visible$difference$between$the$“enablers”$and$the$“results”?
Is$there$a$visible$correla?on$between$the$different$areas$of$interest?
For$example,$do$you$recognise$the$three$axes?
Are$there$disturbances$in$the$flow?
Where$are$the$biggest$changes$in$subsequent$periods?
Did$you$expect$these,$based$on$the$descrip?ons?
Where$did$you$invest?
Do$you$see$the$rise$of$a$dynamic$in$?me?

33. 33
The$4$‘Results’The$5$‘Enablers’
Valua?on$of$an$area$of$
interest$on$a$scale$of$1$C10
Weighted$valua?on$of$the$
Enablers$on$a$scale$of$1$C10
Weighted$valua?on$of$the$
Results$on$a$scale$of$1$C10
Weighted$valua?on$of$
the$en?re$organisa?on$on$a$
scale$of$1$C10
People$axis
Business$axis
Resources$axis
Valua?on$of$the$colors$on$a$
scale$of$1$C10
L ! = Leadership
P! = People
S! = Strategy and Policy
P&R! = Partnerships & Resources
PP&S! = Processes, Products & Services
BR! = Business Results
SR! = Society Results
CR! = Customer Results
PR! = People Results

34. 34
Storyboard Enablers before Results
Client The Green Team Titel Ready - Steady - Go
Storyboard Enablers before Results Spot Group B Taaknr. D203
Shot 1: Start Position
The organisation’s condition is moderate. The
organisation gets a score of 5.7 from the
stakeholders. The stock market is also
moderately satisfied.
Shot 2: Year 3, Quarter 1
The MT highlights the seriousness of the
situation and the sense of urgency is shared.
An investment is made in joint leadership in
order to properly focus the energy.
Shot 3: Year 3, Quarter 2
The organisation continues to invest in itself
and is strongly introverted. It forgets,
however, to invest in the processes.
Shot 4: Year 3, Quarter 4
The MT maintains its policy, but also invests
firmly in the processes. Clients and
relationships see and appreciate that,
triggering better results.
Shot 5: Year 4, Quarter 1
Improving working conditions and the
balancing of competencies and responsibilities
is appreciated. However, the quality of the
processes declines slightly.
Shot 6: Year 4, Quarter 3
The results are good, but a downward trend is
visible. External stakeholders give the
organisation a score of 6.9 against 7.5 in Q1.
The ratio between inward and outward
attention becomes unbalanced.

35. 35
Storyboard No focus
Client Customized care Titel Flip - Flop
Storyboard No focus Spot Group B Taaknr. D203
Shot 1: Start Position
The organisation’s condition is moderate. The
organisation gets a score of 5.7 from the
stakeholders. The stock market is also
moderately satisfied.
Shot 2: Year 3, Quarter 1
The MT is on a safe course. There are
organisational measures and investments in
employees through training and improving
working conditions and processes.
Shot 3: Year 3, Quarter 2
The target groups are investigated and the
supply is made accessible. Processes are not
being maintained and the attention to
employees slackens.
Shot 4: Year 3, Quarter 4
The organisation collapses. The focus is gone.
The organisation makes outward “noises”, but
fails to invest in itself.
Shot 5: Year 4, Quarter 1
As a consequence, results decline rapidly. The
processes are again being addressed and
investments in its employees also take place. A
reassessment of the strategy is in place.
Shot 6: Year 4, Quarter 3
The foundation is partially back in shape, but
processes still need improvement. Clients are
not satisfied. The organisation will need to
consistently tackle its processes.

36. 36
• Client$Segmenta?on
• HRM$to$the$line
• Process$Ownership
• From$clientCorientated$to$clientCdriven
• Improvement$and$maintenance$of$the$service$
concept
• Coaching$and$support$for$managers
• Structured$measuring$and$improving
• Opera?onal$efficiency
• Further$development$of$eCservices
• Mul?channel$Approach
• Rela?onship$Management
• From$supply$to$marke?ng$
orienta?on
• Developing$entrepreneurship
• ResultCresponsible$Departments
• Structure$towards$a$matrix$organisa?on
• CoCcrea?on$with$clients$and$chain$partners
• Inves?ng$in$team$development
• Implemen?ng$processCorientated$work$and$thinking
• SelfCmanagement$as$a$guiding$management$
principle
• Implementa?on$of$competency$
management
• Revision$of$the$service$concept
• Ac?vity$Based$Cos?ng
Storyboard To Grow and Flourish
Client Organisation X Titel The real deal
Storyboard To Grow and Flourish Spot Big City Taaknr. 2005 - 2008 - 2011
2005
2008
2011

37. 37
The Storyboards explained
The$first$two$storyboards$represent$two$teams$from$the$same$group$who$par?cipated$in$
The$Management$ Challenge®$during$an$ MD$ programme.$Both$ teams$received$ the$same$
ini?al$informa?on$and$produced$different$development$paths$for$a$game$of$eight$quarters.$
Although$this$is$about$fic??ous$organisa?ons,$it$is$interes?ng$to$see$how$the$teams$came$to$
their$choices$and$what$the$resul?ng$effect$was.
In$ the$approach$of$the$“Green$Team”,$the$following$strategy,$chosen$by$the$team,$was$a$
constant$focus:$If$we$are$good$for$the$organisa?on,$results$will$follow.$In$quarter$1,$the$tone$
was$set$by$choosing$measures$that$were$based$on$power,$energy$and$community.$Ready$
for$a$fight,$they$pointed$out$the$seriousness$of$the$situa?on$and$the$need$for$change,$while$
clearly$seeing$the$need$for$involving$key$stakeholders.$The$effect$can$clearly$be$seen$in$the$
areas$of$Leadership$and$Employees.$By$quarter$4,$management$took$place$as$if$it$was$a$real$
company.$ The$ energy$was$focused$ on$increasing$produc?vity,$improving$the$ image$and$
con?nuously$ striving$for$ improvements.$ Although$ the$ efficiency$ of$ the$ efforts$ was$ not$
immediately$visible$in$quarter$2,$the$team$stuck$to$their$strategy$and$managed$to$reap$the$
benefits$in$quarter$4.$However,$in$the$third$quarter$of$year$4$the$results$slightly$declined.$
The$main$ reason$ was$ that$ the$ team$was$not$ quite$ keen$ enough$ on$ the$ quality$of$ the$
processes,$which$was$immediately$no?ced$by$the$client.
The$approach$of$team$“Care$ Made$to$ Measure”$ was$of$ a$different$ order.$ Their$ energy$
during$the$game$was$mainly$on$power$and$order.$The$results$they$got$back$each$quarter,$
was$leading$in$their$ac?ons.$Quarter$1$started$with$taking$organisa?onal$measures$and$staff$
training.$ A>er$ quarter$ 1$ the$ focus$ shi>ed$ to$ the$ outside$ and$ in$ par?cular$ on$ the$
achievement$of$results.$The$organisa?on$is$forgoBen,$which$is$clearly$reflected$in$quarter$4$
of$year$3.$The$resul?ng$dissa?sfac?on$of$the$employees$is$quite$evident$in$quarter$1$of$year$
4.$The$team$rallies$and$pays$more$aBen?on$to$the$management$theme.$The$effect$is$visible$
in$quarter$3.
The$ storyboard:$ “Grow$ and$ Bloom”$ is$ based$ on$ three$ selfCevalua?ons$ of$ a$ very$ large$
organisa?on$in$the$period$2005$to$2011.$The$measures$and$ambi?ons$shown$are$dis?lled$
from$ various$ policy$ documents$ and$ serve$ to$ illustrate$ where$the$ focus$ was$ during$ this$
period.$Since$2005,$a$course$was$set$that$was$supposed$to$decrease$the$bureaucra?c$way$of$
organising,$replacing$it$ with$ a$more$ entrepreneurial$culture$ and$ structure.$The$way$this$
happened$was$quite$managerial.$The$change$plans$were$made$by$the$policy$departments$
and$then$deployed.$The$client$was$the$central$theme$in$this$renewal$opera?on.$The$effect$
can$clearly$be$seen$ in$ the$“eye”$of$ 2008.$Obvious$steps$have$been$ made$in$the$ field$of$
Strategy$and$Policy,$Employees$and$Processes.$The$effect$was$par?cularly$no?ceable$with$
Customers$ and$ Partners$ of$ this$ organisa?on,$ which$ directly$ resulted$ in$ beBer$ grades$
(Directors$ and$ Financiers).$ The$ aBen?on$ to$ structure$ and$ policies$ drowned$ out$ the$
rela?onship$ between$ management$ and$ employees.$ A>er$ 2008,$ the$ organisa?on$ has$
con?nued$on,$while$more$aBen?on$was$given$to$human$axis.$This$effect$is$also$obvious$in$
the$“eye”$of$2011.
Create your own storyboard
Crea?ng$a$storyboard$of$your$own$team,$unit$or$organisa?on$helps$you$to$understand$the$
dynamics$of$the$connec?ons$even$beBer.$By$drawing$your$current$“eye”$and$comparing$it$
with$the$ac?ons$you$have$taken$in$previous$years,$you’ll$create$the$basis$for$your$analysis.$
In$ the$next$step$ you$dis?l$ the$prominent$ ac?ons$from$your$ current$ annual$ plan.$On$this$
basis$you$create$a$new$sketch$(see$next$page).$$
Drawing$the$“eye”$is$not$an$exact$science.$It$is$mainly$the$rela?ve$differences$between$the$
areas$of$interest$which$are$interes?ng$for$crea?ng$your$own$analysis.$For$this$exercise$it$is$
also$ true$that$ it$ will$ have$added$value$ if$it$ is$completed$together$ with$ your$ colleagues.$
Crea?ng$a$storyboard$is$a$valuable$addi?on$to$the$analysis$you$made$using$the$INK/EFQM$
Naviga?on$ Map.$ Through$ this,$ you$ have$ not$ only$ interpreted,$ but$ also$ deferred$ the$
dynamics$within$your$organisa?on.

38. 38
L
P
S
P&R
PP&S
PR
CR
SR
BR
Actions previous years:
Current Profile
L ! = Leadership
P! = People
S! = Strategy and Policy
P&R! = Partnerships & Resources
PP&S! = Processes, Products & Services
BR! = Business Results
SR! = Society Results
CR! = Customer Results
PR! = People Results

39. 39
Actions next year:
Profile Next Year
L
P
S
P&R
PP&S
PR
CR
SR
BR
L ! = Leadership
P! = People
S! = Strategy and Policy
P&R! = Partnerships & Resources
PP&S! = Processes, Products & Services
BR! = Business Results
SR! = Society Results
CR! = Customer Results
PR! = People Results

40. 40
If$ you$ want$ to$ understand$ the$ func?on$ of$ a$ car,$ you$ have$ two$ op?ons:$ take$ the$ car$
completely$apart$and$examine$and$analyse$all$components,$or$look$down$on$
the$ A12$ during$ rush$ hour$ and$ contemplate$ the$ trafficCjam.$ The$ first$
method$will$show$you$that$a$car$can$drive$and$that$it$requires$a$lot$of$
parts$ and$ of$ course$ a$ driver.$ The$ second$ method$ will$ clarify,$
among$ others,$ that$ the$ apparent$ sense$ of$
freedom$ is$ stronger$ than$ working$
on$ our$ environment.$ The$
func?on$ and$ effec?veness$ of$
management$ systems$ can$
therefore$ not$ be$ understood$
by$ (only)$ looking$ at$ the$
underlying$ processes$ and$
methodologies,$ but$ mainly$ by$
placing$these$processes$in$a$larger$
whole.$
This$is$called$Systems$Thinking.

41. 41
Systems
thinking
& doing
The$dynamics$in$perspective
Step%4:
Understanding%from
the%larger%whole

42. 42
Let's$start$ straightaway$with$a$first$brain$
exercise$on$ a$topic$which$ everyone$within$
an$organisa?on$ deals$ with:$The$assessment$ cycle.$
Because$ this$ cycle$ consists$ of$ several$ types$ of$
conversa?ons,$in$the$context$of$this$exercise$I$will$refer$to$it$as$the$
conversa?on$cycle.$This$cycle$o>en$starts$just$a>er$the$new$year$with$a$
planning$ conversa?on$ or$ an$ objec?ves$ conversa?on.$ Agreements$ are$ made$
about$deliverables$and$personal$development.$During$the$year,$these$are$followed$by$one$
or$more$progress$conversa?ons.$The$year$ends$with$a$performance$and/or$an$assessment$
conversa?on$that$serves$as$input$for$a$possible$adapta?on$of$the$reward.$
The$essence$of$the$conversa?on$cycle$is$to$annually$match$the$mutual$obliga?ons$between$
the$employer$and$the$employee.$What$can$and$should$you$expect$from$the$other,$what$do$
you$get$in$return$and$will$this$lead$to$"beBer"$performance.$For$the$sake$of$honesty$and$
fairness,$in$ the$course$ of$?me$ we$ have$developed$a$large$number$of$auxiliary$tools$ to$
support$ this$ process,$ such$ as$ checklists,$ forms,$ manuals,$ job$ profiles,$ language$
competence,$assessment$and$conversa?on$techniques,$et$cetera.$And$are$we$happy$about$
this?$Does$this$cycle$lead$to$beBer$ performance,$to$employees$who$are$involved$and,$if$
necessary,$to$ saying$goodbye$ to$ people$who$ do$not$fit$in$with$the$ambi?ons$that$ the$
organisa?on$has$in$mind?
Daily$prac?ce$ shows$ that$ one$ is$ o>en$ not$ capable$ of$ making$concrete$arrangements,$
neither$ in$ the$ field$ of$ the$ expected$ performance,$ nor$ on$ the$ developmental$ stage.$
Conversa?ons$are$o>en$guided$by$a$checklist$and$progress$conversa?ons$are$not$or$rarely$
conducted.$The$evalua?on$requires$a$lot$of$prepara?on$and$in$terms$of$score$o>en$ends$in$
the$middle.$On$to$the$next$cycle.$It’s$a$“must$have”$for$many$a$manager$ and$employee.$
And$yet$we$go$through$with$this$each$year,$and$every$three$to$four$years$we$overhaul$the$
system.$What’s$going$on$here?$And:$is$there$another$way?
Basic Principle 1:
If$an$ac?vity$leads$to$a$result,$it$is$likely$that$the$result$will$lead$
to$doing$more$of$the$same$ac?vi?es.$If$the$mo?ve$for$an$ac?vity$
is$to$obtain$a$result,$then$it$will$get$more$and$more$aBen?on.
This$is$a$reinforcing$principle$of$reciprocity$that$applies$to$many$processes$
within$an$organisa?on,$a$principle$that$leads$to$“prosperity”.
Basic Principle 2:
Obtaining$a$posi?ve$result$contributes$posi?vely$to$the$value$we$
assign$to$the$ac?vity.
For$ example:$I$ invest$ a$rela?vely$large$ amount$ of$?me$ maintaining$my$
contacts$ and$ this$ results$ in$ a$ lot$ of$ work$from$exis?ng$ rela?onships.$ I$
therefore$consider$networks$as$very$useful$ and$for$ me$it$is$an$important$
mo?ve$to$con?nue$my$way$of$networking.
exercise
ac#vi#es(results(
ac#vi#es(results(
meaning(

43. 43
Basic Principle 3:
Objec?ves$without$“meaning”$s?mulate$
ac?vi?es$that$do$not$lead$to$the$desired$
results.$$
The$main$func?on$of$the$conversa?on$cycle$is$to$give$direc?on,$meaning$and$value$to$the$ac?ons$required$for$success,$based$on$the$
ambi?on$ of$ the$organisa?on.$Objec?ve$ C$ Ac?on$C$Result$ C$Reward.$By$formula?ng$objec?ves,$ discussing$ ac?ons,$ quan?fying$and$
apprecia?ng$results,$an$extrinsic$element$is$added$to$the$intrinsic$mo?va?on,$a$new$mo?va?on.$The$addi?on$of$an$extrinsic$element$
leads$ to$ the$ s?mula?on$ of$ new$ ac?vi?es$ and$ results$ for$ which$an$ intrinsic$valua?on$ has$not$ (yet)$ been$ made,$or$ it$ leads$to$ the$
discon?nua?on$of$ac?vi?es$which$do$have$an$underlying$intrinsic$mo?va?on.$The$“art”$of$the$assessment$cycle$in$this$area$is$therefore$
in$connec?ng$the$extrinsic$mo?va?on$of$the$employee$to$the$intrinsic$mo?va?on.$If$this$fails$or$if$mo?ves$get$out$of$step,$the$following$
happens:$
Over$?me,$two$dynamics$will$appear,$each$with$its$own$mo?ve.$The$employee$will$con?nuously$try$to$(con?nue$to)$do$ac?vi?es$that$
really$are$meaningful$to$him$or$ her$ and$he$or$ she$will$also$be$engaged$in$ac?vi?es$that$are$driven$by$the$external$reward$with$the$
objec?ve:$ the$ reward.$ The$ mo?va?on$ for$ these$ ac?vi?es$ is$ therefore$ no$ longer$ directly$ linked$ to$ obtaining$ the$ desired$ result.$
Ul?mately,$the$results$will$diminish$as$the$primary$mo?ve$and$the$reward$will$become$the$desired$result.$
To$counteract$ this$ effect,$organisa?ons$ implement$ various$techniques$ in$ order$ to$ connect$ the$ meaning$(intrinsic)$and$ the$reward$
(extrinsic)$with$each$other.$However,$in$prac?ce$it$is$apparent$that$the$power$of$the$meaning$that$everyone$gives$his$work$is$so$great$
that$it$cannot$be$directed$through$a$reward,$or$the$power$of$the$reward$is$so$substan?al$that$it$leads$to$undesirable$behaviour.
Now$that$we$have$thought,$albeit$to$a$very$limited$extent,$about$the$workings$of$this$system,$where$would$we$find$possible$solu?ons$to$
counter$the$undesirable$effects?$Is$the$solu?on$in$the$further$development$of$policies,$procedures$and$instruc?ons$or$is$there$another$
path$we$ can$ walk?$One$ sugges?on$ would$be$to$ link$rewards$to$the$effects$ of$results,$rather$ than$to$the$results$ themselves.$The$
outcome.
There is another way...
Since$ the$ effect$ (the$ outcome)$ is$ the$
resultant$of$mul?ple$results$and$the$meaning$
that$a$professional$gives$to$his$work$is$o>en$
linked$to$this$higher$objec?ve,$it$is$also$logical$
to$relate$the$reward$to$this.$It$is$encouraging$
to$ do$ those$ ac?vi?es$ that$ really$ make$ a$
contribu?on.
Read$on$for$even$more$
prac?cal$examples.
ac#vi#es(results(
meaning(
rewards(
ac#vi#es(
ac#vi#es(
results(
meaning( reward(
effect(

44. 44
Synergy
You$may$find$it$strange$if$I$men?on$synergy$as$one$of$the$consequences$of$an$
incoherent$management$system.$And$so$you$ should,$because$synergy$is$what$
we’re$looking$for$ and$ what$ we$want$ to$ see$ in$the$organisa?on.$1$+$1$ =$3.$A$
beau?ful$outcome$that$leads$to$growth.$Within$system$thinking$this$is$called$the$
reinforcing$loop.$The$energy$that$is$created$when$two$or$more$ac?vi?es$merge$
is$so$powerful$that$this$energy$can$be$used$for$its$own$growth.$Synergy,$on$the$
other$ hand,$ requires$ maintenance$ and$ protec?on.$ Synergy$ is$ fragile$ and$
unstable.$A$single$(unwanted)$event$or$ac?on$can$cause$synergy$to$collapse,$or$
even$work$against$us.$Besides,$there$are$limits$to$growth.$Without$the$necessary$
maintenance$or$replacement,$growth$will$eventually$level$off$or$even$decrease.
For example
A$new$division$of$a$na?onally$opera?ng$organisa?on$ was$clearly$growing.$The$
leadership$had$properly$assessed$the$market$and$the$public$was$clearly$ready$
for$the$new$version$of$product$X.$Marke?ng$was$commissioned$for$ a$na?onal$
adver?sing$campaign.$This$immediately$resulted$in$a$huge$increase$in$orders.$The$opera?on$was$running$at$full$?lt$and$a>er$a$few$weeks$already,$there$came$the$first$indica?ons$of$a$high$
workload.$Based$on$the$exis?ng$plans,$the$demand$for$the$products$was$expected$to$con?nue$for$a$while$and$may$even$increase.$So$the$task$of$providing$addi?onal$capacity$was$up$to$HRM.$
Understanding the
dynamics
To,support,the,brain,exercise,on,the,conversa1on,cycle,,I,have,used,some,
(technical), diagrams, to, clarify, a, thing, or, two., This, method, stems, from,
Systems,Thinking.,Systems,Thinking,is,an,approach,that,seeks,to,maintain,an,
overview, of, the, whole,, rather, than, to, focus, on, individual, components,
without,considering,what,role,these,components,play,in,the,bigger,picture.,
By, visualising, the,rela1onships, and, the,underlying, dynamics, via, Systems,
Thinking,,a,broader,conceptual,framework,is,created.,A,broader,conceptual,
framework,gives,you,more,insight,into,the,problem,and,helps,you,in,finding,
solu1ons,that,are,more,fundamental,in,nature.,While,using,the,INK/EFQM,
Naviga1on, Map, and/or, making, your, own, storyboard,, you’ve, probably,
discovered, one, or, more, system, errors, within, your, organisa1on., At, the,
beginning,of, this,workbook,,I,talked,about,the,seven, possible,effects,that,
can, occur, in, an, incoherent, management, system:, Synergy,, Symbiosis,,
Collusion,, Muta1on,, Stacking,, Wear,, Contradic1ons, and, Façade., In, this,
chapter,I,discuss,two,effects,on,the,basis,of,systems,thinking.,,

45. 45
The$ first$ new$ employees$ went$ right$ to$ work.$ There$ was$ liBle$ ?me$ to$ work$ them$ in$
properly,$but$there$was$sufficient$capacity$of$wellCtrained$staff$to$resolve$this.$This$period$
of$high$work$pressure$took$its$first$toll.$A$number$of$highly$respected$professionals$could$
no$longer$accept$the$pace.$Not$because$they$could$not$work$hard,$but$the$pace$ul?mately$
came$at$the$expense$of$the$quality$of$the$product.$They$had$warned$about$this$several$
?mes.$However,$there$ was$ no$?me$ to$really$pay$aBen?on$to$ this,$neither$ in$ the$basic$
training$ of$ new$ employees,$ nor$ during$produc?on$ through$ mentoring.$Some$of$ these$
professionals$called$in$sick$and$one$of$them$saw$the$opportunity$to$work$elsewhere.$The$
stream$of$complaints$about$the$product$also$increased.$The$reputa?on$of$the$product$was$
under$pressure.$Several$“lean$experts”$were$hired$to$find$out$what$had$gone$wrong$in$the$
process.$Projects$were$ini?ated$to$repair$the$problems.$Just$before$the$first$improvement$
successes$were$made,$the$morning$paper$displayed$a$headline$in$large$leBers:$product$X$
does$not$work.$Greatly$exaggerated$of$course,$but$the$damage$was$done.$If$we$record$this$
case$into$the$INK/EFQM$Naviga?on$Map,$we$come$to$the$following$conclusions:
The$business$axis$in$this$organisa?on$is$the$“highway”$where$all$the$energy$is$going.
Financial$gain$is$given$priority$in$decisionCmaking.
HRM$is$at$the$service$of$ produc?on$ and$ there$is$no$balance$in$the$interac?on$ with$
policy.
The$path$ from$inflow$to$ produc?on$ is$a$difficult$one.$The$“beware,$people$at$work”$
mentality$ensures$that$new$employees$do$not$get$the$aBen?on$needed$to$be$able$to$
go$to$work$effec?vely.
SOS$signals$ are$ issued$ and$ the$ high$ pressure$ eventually$leads$ to$ a$ loss$ of$ human$
capital.
Customer$complaints$are$seen$as$incidents$that$have$to$be$solved.
Analysis
If$ we$ scru?nize$ the$ above$ case$ with$ systems$thinking,$we$ can$ see$ a$reinforcing$ cycle$
running$ through$ the$ business$ axis.$ The$ focus$ on$ commercial$ ac?vi?es$ generates$more$
customers,$which$ increases$produc?on.$This$success$ is$the$ “pacemaker”$for$ even$more$
commercial$ac?vi?es.$In$the$INK/EFQM$Naviga?on$Map$this$is$shown$as$the$black$line$and$
in$ the$ system$ paBern$ alongside$ it$ is$ indicated$ by$ R1.$ The$ R$ stands$ for$ “Reinforcing$
loop”$(reinforcing$cycle).$The$rela?onships$between$the$various$ac?vi?es$are$what$we$call$
causally$connected.$If$one$rises$then$the$other$will$also$rise,$more$or$ less,$and$vice$versa.$
This$rela?onship$is$indicated$by$an$S$(Same).$For$clarity,$I’m$indica?ng$these$connec?ons$in$
the$system$paBern$with$a$green$line.
This$case$also$shows$a$number$of$“opposing”$forces$which$act$as$a$brake.$In$the$INK/EFQM$
Naviga?on$Map$these$are$the$red$lines.$Since$the$success$of$the$reinforcing$cycle$for$these$
forces$ shows$ an$ opposite,$we$ call$ these$ cycles$ “balanced$ loops”$ (balancing$ cycle).$ The$
issues$ surrounding$the$ unqualified$ inflow$ and$ the$consequences$for$ the$quality$become$
visible$ with$ system$ paBern$ B1,$ the$ outlow$ through$ the$ work$ pressure$ with$ B2$ and$
customer$complaints$with$B3.$The$doBed$lines$indicate$that$the$effect$only$becomes$visible$
at$a$later$?me$(delay).
turnover(
orders(
produc-on(adver-sement( R1(
new(
staff(
share(trained((
personnel(
quality(
workload(
ou:low(
professionals(
B1(
B2(
Limit:(-me(and(
capacity(to(work(
complaints(
B3(
Limit:(-me(for(
structural(solu-ons(
s(
s(
s(
s(
s(
s(
s(
s(
s(
s(
o(
o(

46. 46
Collusion and Wear
A$wonderful$company$has$a$strong$focus$to$be$innova?ve$and$renewing.$With$
numerous$ini?a?ves$it$manages$to$put$up$a$good$performance.$These$ini?a?ves$
are$regularly$also$taken$up$by$other$companies.$They$are$true$pioneers.$Many$of$
the$deployed$processes$and$projects$within$the$company$flow$through$temporary$
support$structures$and$are$executed$simultaneously.$The$effect$of$this$drive$for$
renewal$and$innova?on$is$a$high$degree$of$energy$and$pride$among$employees.$
However,$the$employee$survey$also$highlights$that$it$is$too$much$and$that$things$
are$not$being$finished.
Analysis
This$ case$ clearly$ shows$ what$ happens$ when$ we$ employ$ the$ same$ resources$
without$coordina?on.$In$this$case$it’s$all$employees,$but$in$prac?ce$you$can$also$
see$ this$ happen$ in$ rela?on$ to$ specific$ departments,$ such$ as$ IT$ or$
communica?ons.$ In$ system$ thinking$ this$ paBern$ is$ called$ “overfishing”.$ The$
diagram$below$shows$how$the$various$ini?a?ves$are$ul?mately$constrained$ by$
the$available$capacity.$ Possible solutions
The$collusion$of$ac?vi?es$and$ini?a?ves$will$eventually$be$naturally$hampered$by$the$lack$
of$capacity,$with$all$of$ the$associated$ nega?ve$consequences.$Dosing$and/or$ limi?ng$the$
capacity$will$ o>en$be$chosen$as$an$interven?on$strategy.$In$ this$case,$it$ is$important$ to$
realise$that$the$demand$for$capacity$comes$from$several$par?es$and$that$this$problem$can$
only$be$solved$jointly.
What,do,you,think?,How,would,you,solve,this?succes%performance% R1%
Limit:%3me%and%
energy%employees%
B2%
s%
s%
performance%succes% R2%
s%
s%
Total%performance%
available%
capacity%
B1%
s% s%
o%

47. 47
Causally connected:
Causally connected (opposing):
Delay:
With stacking, the use of management tools leads to divergent,
separate effects. A typical example is the budget round. Annual
plans are made, but not aligned with budgets. Draw below, what
you think will happen.

48. 48
UNDERSTANDING
P O S I T I O N I N G

49. 49
What’s holding us back?
There$is$a$strong$call$for$fundamental$changes,$but$we$are$stuck$in$outdated$structures$and$
paBerns$that$ were$once$ upon$ a$?me$intended$ to$ give$freedom.$They$are$ restric?ng$us,$
especially$in$these$turbulent$?mes.$Many$organisa?ons$are$therefore$working$on$crea?ng$an$
organisa?onal$climate$that$can$handle$the$challenges$of$ tomorrow.$They$are$building$the$
future,$a$new$philosophy,$a$new$order.$This$road$of$ renewal$is$liBered$with$ tough$issues$
which$are$not$always$tackled$extensively,$because$the$current$organisa?onal$structure$and$
culture$simply$does$not$ allow$ it.$Especially$at$ this$?me$when$ the$revenue$model$ of$ the$
organisa?on$is$under$pressure$and$the$future$is$uncertain,$managers$and$employees$do$not$
risk$discussing$the$current$effec?veness$of$organising,$even$though$ this$is$when$it’s$badly$
needed.
A$ few$ exis?ng$ organisa?ons$ may$ be$ devising$ innova?ve$ new$ business$ models$ and$
structures,$but$these$are$usually$placed$outside$of$their$own$structure.$The$overwhelming$
majority$ is$ taking$ small$ steps$ in$ the$ sideline.$ There$ are$ nevertheless$ examples$ of$
organisa?ons$ that$ are$ making$ radical$ breakthroughs$ into$ the$ familiar$ philosophy$about$
organising.$Seats2Meet,$care$ins?tu?on$de$Hoven,$Buurtzorg$Nederland,$Finext$and$there$
are$many$other$familiar$names$in$the$list$of$examples$of$new$organising.
Within$the$current$context$however,$exis?ng$organisa?ons$don’t$have$the$luxury$to$act$upon$
this$broadly$and$directly.$Changes$must$take$place$from$the$current$situa?on,$with$current$
resources$and$ with$ current$ people.$It$ will$ have$ to$ be$a$step$by$step$ approach,$through$
projects$and$control.$There$is$no$other$way.$But$that$doesn’t$ mean$ you$cannot$take$steps$
towards$a$more$effec?ve$and$coherent$form$of$organising.
But, what’s,stopping,us,now?,How, is,it, possible,that, a,management,system,becomes,so,
out, of, balance, that, it, is,no, longer,helpful,,but, instead, hinders, us?,From$my$prac?ce$ I$
recognise$two$vital$causes:$the$validity$of$the$implemented$theories$and$techniques,$and$the$
role$of$staff$and$the$lack$of$maintenance.
Validity of theories and techniques
The$validity$problem$is$threefold.$The$first$problem$is$that$a$large$number$of$theories$and$
techniques$are$ quite$ obsolete$and$ no$ longer$ provide$ insights$and$ solu?ons$ to$ today’s$
challenges.$The$second$problem$is$the$stacking$of$theories$and$techniques$over$?me.$Old$
tools$ are$ maintained$ and$ are$ supplemented$ with$ newer$ and$ some?mes$ contradictory$
approaches.$The$third$problem$is$that$tools$are$o>en$tailored$for$a$specific$development$
level$and$are$not$capable$of$growing$with$the$organisa?on.
Archaic way of thinking
Over$the$past$decades,$a$lot$of$research$has$been$conducted$and$many$theses$have$been$
wriBen$about$the$rela?onship$between$societal$developments$and$our$vision$on$work$and$
on$organising$work.$Here$is$the$short$version:$Star?ng$with$the$industrial$revolu?on,$the$
aBen?on$has$been$placed$primarily$on$scien?fically$scru?nising$work$from$a$mechanis?c$
approach.$ The$ organisa?on$ (and$ the$ worker)$ is$ a$ machine$ that$ can$ be$ finely$ tuned.$
Subsequently$the$focus$shi>ed$to$the$coordina?on$of$work,$which$became$the$founda?on$
for$the$bureaucra?c$approach.$The$fact$that$we’re$dealing$with$people,$who$have$certain$
behavioural$characteris?cs,$became$a$point$of$discussion$since$1900.$$

50. 50
A$ quick$ inventory$ at$ a$ large$ Dutch$ ZBO$ (nonCdepartmental$ public$ body)$ yielded$ the$
following$result.$Ripe$and$green$together:$A3$annual$plan,$Review$Cycle,$External$Auditor$
control,$Process$Controls,$Complaints$processing,$SelfCAssessment,$Customer$Sa?sfac?on$
Survey,$Management$Review,$Error$List,$Project$Review,$Supplier$ assessment,$Signal$List,$
Balanced$ Scorecard,$ ISO,$ EFQM,$ Implementa?on$ Calendar,$ Management$ Contracts,$
Monitor$ interview,$Personal$Development$Consulta?ons,$Process$Audit,$Customer$Panel$,$
Visita?on,$Case$study$discussion,$Improvement$Groups,$Client$Council,$Intervision,$Lean$Six$
Sigma,$Market$Research,$Mentoring,$Training$and$educa?on,$Audit$ Plan,$Quality$Charter,$
Cer?fica?on,$Work$Instruc?ons,$
Guidelines.
Stacking$approaches$ and$ tools$
always$ has$ implica?ons$ and$
leads$ to$ the$effects$ men?oned$
earlier.$
This$ discussion$ was$ held$ in$ the$ context$ of$ the$ mechanis?c$ approach,$ where$ the$ basic$
assump?on$is$that$everything$is$repairable$and$controllable.$The$increasing$degree$of$scale$
and$complexity$of$organising$shi>ed$the$aBen?on$from$thinking$about$work$to$the$workings$
of$ an$ organisa?on.$ Added$ to$ this$ was$ the$ awareness$ that$ an$ organisa?on$ cannot$ be$
considered$as$a$separate$en?ty$from$its$environment$and,$besides$“profit”$and$“people”,$our$
“planet”$also$came$into$view.
During$ recent$ decades,$ our$ view$ of$ working$ and$ organising$ generated$ a$ diversity$ of$
management$ theories,$ approaches$ and$ tools$ that$ we$ can$ s?ll$ find$ within$ organisa?ons.$
Approaches$that$are$based$on$the$expecta?ons$that$people$will$faithfully$do$their$work$and$
that$ they$will$ work$harder$ and$beBer$ as$the$ reward$gets$higher.$Control,$discipline$and$
efficiency$are$ the$key$words.$We$now$find$ ourselves$in$an$ era$where$we$really$need$ to$
ques?on$ this$ way$ of$ thinking$ and$ organising.$ Societal$ ques?ons$ of$ today$ demand$
organisa?ons$and$professionals$who$can$adapt,$who$dare$to$adopt$innova?on$as$their$basic$
premise,$who$wish$to$coCcreate$and$to$be$accountable$for$their$ac?ons.
Stacking
The$following$overview$of$commonly$used$management$tools$(approaches)$originates$from$
the$annual$survey$by$Bain$&$Company$(Management$Tools$&$Trends):$Business$process$reC
engineering,$ Mergers$ &$ acquisi?ons,$ Shared$ service$ centres,$ Core$ competencies,$ Open$
innova?on,$Strategic$alliances,$Customer$segmenta?on,$Price$op?misa?on$models,$Supply$
chain$ management,$ Downsizing,$ Balanced$ scorecard,$ Enterprise$ risk$ management,$
Sa?sfac?on$ and$ loyalty$ management,$ Knowledge$ management,$ Mission$ and$ vision$
statements,$ Outsourcing,$ Rapid$ prototyping,$ Scenario$ and$ con?ngency$ planning,$ Social$
media$programs$and$Strategic$planning.$This$study$shows$that$in$2010,$organisa?ons$used$
an$average$of$ten$of$these$tools.$Larger$organisa?ons$naturally$used$more.$In$2006$this$was$
an$average$of$fi>een,$but$according$to$the$researchers$this$also$follows$the$dynamics$of$the$
economy.$If$organisa?ons$are$doing$well,$they$can$afford$more$budget$for$ new$ini?a?ves,$
while$in$difficult$?mes$these$ini?a?ves$are$not$taken$or$put$on$hold.
My inventory:

51. 51
Level%I%
Ac)vity%oriented%
Level%II%
Process%oriented%
Fase%III%
System%oriented%
Fase%IV%
Chain%oriented%
Leadership%Determines%
Direc)ve%
Focus%on%output%
Reac)ve%
Control%
Effort%
Manager%determines%
Focus%on%process%
Process%and%procedures%
Measure%and%improve%
Command%
Performance%standard%
Employee%determines%
Focus%on%rela)ons%
All%processes%
Preven)ve%
Trends%and%developments%
Customerfocus%
Society%determines%
Con)nuous%improvement%
Internally%and%externally%%
Effect%driven%
awareness%and%
selfFreflec)on%
Level Differences
Adop?ng$a$new$ methodology$is$ o>en$ a$difficult$process.$Similar$ to$a$
virus,$ some$ are$ rejected$ by$ the$ system.$ If$ the$ organisa?on$ has$ a$
tradi?on$ of$ following$ hypes$ then$ the$ organisa?on$ will$ eventually$
become$immune.$Integra?ng$a$new$tool$within$an$exis?ng$management$
system$is$therefore$a$process$that$takes$years.$And$one$is$not$yet$fully$
integrated$ before$ it$ is$ being$ replaced$ or$ overpowered$ by$a$ new$
development.$
One$reason$that$an$instrument$or$approach$is$not$accepted$is$
mostly$due$to$the$fact$that$it$ is$not$ in$line$with$the$level$ of$
development$of$the$organisa?on$and$is$too$far$ahead$of$
it.$ Although$ the$ inten?on$ is$ that$ the$ new$ approach$
brings$the$organisa?on$into$a$new$development$ phase,$
it$ is$ overpowered$ by$ the$ strengths$ of$ the$ exis?ng$
opera?ng$ procedures.$ One$ o>en$ doesn’t$ invest$ in$ this$
anymore,$ or$ renewal$ is$ lacking.$ Consider,$ for$ example,$ the$
introduc?on$ of$ Alterna?ve$ Working$ Prac?ces$ and$ the$ con?nued$
monitoring$of$working$hours$through$?mekeeping.
The role of staff and the lack of maintenance
The$ balanced$ scorecard$ is$ from$the$ department$ Planning$ &$ Control,$
Process$ management$ is$ from$ the$ department$ of$ Quality,$ and$
Competency$ Management$ is$ associated$ with$ HRM.$ It’s$ obvious$ that$
these$three$management$tools$are$connected$with$each$other,$and$that$
they$ can$ strengthen$ each$ other$ (synergy).$ The$ extent$ to$ which$
departments$seek$coherence$depends$on$the$extent$to$which$they$coC
operate$with$each$other$and/or$are$controlled.$In$many$organisa?ons,$
this$is$an$issue.$
Management$tools$are$also$not$maintained.$We$may$add$a$KPI$to$the$scorecard,$or$a$new$competence$in$the$
assessment$ form,$but$ a$ fundamental$ change$ is$ o>en$ overlooked.$ Similarly,$organisa?ons$ encourage$ the$
personal$ development$ of$ an$ employee$ through$ Personal$ Development$ Consulta?ons,$ but$ the$ appraisal$
interview$stops$at$assessing$established$performance$targets.$It$also$happens$that$certain$management$tools$
are$ being$ overdeveloped.$ For$ example,$ competency$ management$ is$ intended$ to$ use$ an$ unambiguous$
language$ to$ s?mulate$ the$ organisa?on’s$ thinking$ about$ behaviour.$However,$such$ dialogues$ end$ with$ a$
checklist$on$a$fiveCpoint$scale$during$the$performance$interview.