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Change 3.0 - Explore the 7 essential principles for organisational change from within

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What can you do to facilitate sustainable change in corporate / organisational settings? Change that will enhance the 'Antifragility' of your organisation. Help you learn how to keep on developing the flexibility and agility of your organisation?
How do you stimulate (behavioural) change from WITHIN the organisation? How can you use Clean Language & Systemic Modelling in an organisational change setting?
These are questions we continually ask ourselves, and have lead to an approach with principles rather than guidelines. Based around 7 essential principles to take into account. This slideshare provides a quick overview of these principles, including some questions you may ask yourself when you are not quite getting what you would like.

See more on: www.change3-0.eu

Published in: Business
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Change 3.0 - Explore the 7 essential principles for organisational change from within

  1. 1. CHANGE 3.0 - EXPLORING THE 7 ESSENTIAL PRINCIPLES GUIDING QUESTIONS
  2. 2. The seven ESSENTIAL PRINCIPLES of CHANGE 3.0
  3. 3. 1. OUTCOME ORIENTATION
  4. 4. 1. OUTCOME ORIENTATION • What is ‘the’ Desired Outcome and whose is this? • Are there multiple Desired Outcomes? • Has the DO been explored thourougly? • Is the DO within the circle of influence? • Is it logically possible, within the mechanics of the organisation? • Is it just about where to, or also how to get there? • Does the DO trigger a ‘Yes, I want that!!’? - does it have enough ‘ooomph’? • What if ‘it’ doesn’t happen?
  5. 5. 2. OWNERSHIP MINE
  6. 6. 2. OWNERSHIP • Whose Desired Outcome is it? • What does the owner do themselve? • Where is ownership possibly taken over by others? • Are there people who ‘suffer’ because of this, or have other desired outcomes? • What do these people do? • How do you know all of this? • (How) have you been asked to help? • Are questions, opinions, etc. being brought into interaction in any way? No, thanks!
  7. 7. 3. EXPLORING PERCEPTIONS
  8. 8. 3. EXPLORING PERCEPTIONS • What kind of perceptions are there roughly with regard to this topic / this Desired Outcome? • What needs to be true to make these perceptions logical? • Which behaviour, processes etc. confirm these perceptions? • Which ’elephants’ are flying around the room that need exploring (i.r.t. the Desired Outdome)?
  9. 9. CONNECTING PERCEPTIONS
  10. 10. 4. CONNECTING PERCEPTIONS • When you connect different perceptions, what emerges? • When you look from a completely different perception than your own, what do you see? And what happens to your perception then? • To what extent are perspectives being connected? • What is the quality of the interaction when perspectives are being connected? Think of e.g. listening, asking questions, being curious, and-and vs or-or thinking, attack and defend, stating opinions, yes-but, no, because, yes, and etc).
  11. 11. 5. WORKING WITH WHAT IS
  12. 12. 5. WORKING WITH WHAT IS • What are unwritten rules around this topic, that sustain or counteract the Desired Outcome? • What should be different according to you (but isn’t)? • How is being dealt with emotions? • Are there sacred cows & political issues at stake? • What might be there, though not visible? Who see different parts of reality from you? • How can you connect What Is with the Desired Outcome, and what happens then? • How does intention transfer to behaviour?
  13. 13. 6. CONGRUENCE
  14. 14. 6. CONGRUENCE • What kind of behaviour do you/others see that matches the Desired Outcome? • And what do you/others see that doesn’t match? • To what extent does the change approach chosen fit the character of the Desired Outcome? • Does the DO fit the organisation/sponsor? • What does it ask from the organisation? • Do you yourself act in accordance to the DO? • (How) do you learn from (perceptions of) congruent or incongruent behaviour?
  15. 15. 7. PATIENCE & PERSEVERANCE
  16. 16. 7. PATIENCE & PERSEVERANCE ACCUSTOMED TO FAMILIAR WAYS DIFFERENT PERCEPTIONS CONTRADICTIN G DESIRES SOCIAL PRESSURE • (How) are changes related to the Desired Outdome? (also the small ones) • (How) do you celebrate successes? • Where do you see beginnings of the ‘new’? • What is the inclination if things don’t go fast enough according to stakeholders/people involved? • Where do you see people fall back in old patterns, and how is that being addressed? • What is if doesn’t work? • (How) do you deal with uncertainty in liminal phases? • What is the natural reaction of the organisation then?
  17. 17. Want to know more? Visit our website: www.change3-0.eu (for Dutch readers, you can also go to www.gewoonaandeslag.nl)

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