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

  1. CHANGE 3.0 - EXPLORING THE 7 ESSENTIAL PRINCIPLES GUIDING QUESTIONS
  2. The seven ESSENTIAL PRINCIPLES of CHANGE 3.0
  3. 1. OUTCOME ORIENTATION
  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. 2. OWNERSHIP MINE
  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. 3. EXPLORING PERCEPTIONS
  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. CONNECTING PERCEPTIONS
  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. 5. WORKING WITH WHAT IS
  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. 6. CONGRUENCE
  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. 7. PATIENCE & PERSEVERANCE
  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. 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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