CHANGE 3.0 - EXPLORING THE 7
ESSENTIAL PRINCIPLES
GUIDING QUESTIONS

The seven
ESSENTIAL
PRINCIPLES
of
CHANGE 3.0

1. OUTCOME ORIENTATION

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?

2. OWNERSHIP
MINE

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!

3. EXPLORING PERCEPTIONS

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)?

CONNECTING PERCEPTIONS

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).

5. WORKING WITH WHAT IS

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?

6. CONGRUENCE

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?

7. PATIENCE & PERSEVERANCE

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?

Want to know more?
Visit our website: www.change3-0.eu
(for Dutch readers, you can also go to www.gewoonaandeslag.nl)