Change 3.0 is a systemic approach to organizational change focused on facilitating change from within the system, emphasizing that behavior influences culture rather than vice versa. It outlines seven essential principles for achieving desired changes, including creating antifragile organizations and simplifying processes. The approach encourages leaders to be open to uncertainty and personal change while addressing all influencing factors.

1. Wendy Nieuwland
CHANGE 3.0
– a systemic and ‘clean’ approach to
lasting organisational change
June 2018

2. Why?

3. Why?

4. Change 3.0: Facilitate change from
within the system

5. 'I say so, so you
will do it'
'If they understand it,
they will do it. Support
from people is necessary'
'The entire system plays a
part, in which each
person's "reality" defines
their behaviour'
assignment of
the board
commitment developing
systemically

6. Some assumptions behind Change 3.0
• Change is only change when (natural) behaviour has
changed
• Culture doesn’t lead to behaviour, but behaviour
leads to culture
• (Natural) behaviour is a result of underlying
perceptions of reality
• ‘Resistance’, failure etc. = information
• and many more…

7. The seven
essential
principles of
CHANGE 3.0

9. • Helping others realise their desired change: as a system as a whole, not just
parts
• The process does more though….
So maybe we have another agenda as well, such as:
• Creating more antifragile organisations: growing from what’s tricky, diversity –
becoming a ‘better’ organisation
• Taking people within & around the organisation seriously
• Making things easier, simplifying by taking away the ‘mess’
• …
What’s our agenda?

10. Apart from Clean Language, it actively makes use of (just to name a few):
Similarities & differences to other approaches
Systemic Modelling
Viral Change
Lean Start-up
(Agile development)
• Exploring & connecting
perspectives
• Emergent knowledge
• Focus on behaviour & spreading this
• Conviction change can be easy
• Expliciting assumptions
• Translating big ideas into concrete
steps
• Experimenting & learning
• We don’t (necessarily) teach the process
• More ‘dirty’ elements?
• Deeper into where behaviour comes
from
• ’Cleaner’ (no ‘installing’ behaviours etc)
• Topics are often broader & more
complicated/vague, it needs more than
this
• Not as thorough on hypothesis etc.
Similar Different

11. • That’s up to you to decide. Discuss:
a. Why should leaders not choose for an approach like this?
b. Why could they not do anything other than choosing this kind of approach?
Why bother?

12. 1. Be prepared to take time to develop your Desired Outcome
2. Be OK with not knowing the end result in detail beforehand
3. You need to allow for everything that is of influence on your Desired
Outcome needs to be addressed (no sacred cows)
4. It will also require something from you as a sponsor: are you willing to
change yourself as well?
What does it require from clients
– 4 requirements:

13. www.change3-0.eu
contact@change3-0.eu
(+33) (0)33 889 06 76
(+44) (0)7399 424 740
More info: