Jitse van Ameijde - Slideshare

2. Outline
•Introduction
•About me
•Research interests
•Metaphors
•Roles, relationships, values
•Purpose
•Traditional change model
•Learning change model
•Methodology

3. About me

4. Research interest
ExperienceManagement Literature
Change brings… Change brings…
More forms
Misery
Employees are…
Managers can be…
Employees are…
Managers are…
Happiness
Profit
Efficiency
Stupid
Resistant to change
In need of manipulation
Proactive
Dynamic
Clever
Bureaucracy
Really quite clever
Frustrated
Treated like children
Inconsiderate
Narrow-minded
Mean

5. Metaphors
Describing one domain of experience in terms of another
Examples:
• The heads of department had a heated debate in which emotions ran
high
• If we want to launch this project we will need to gain buy-in from top-
management
• The fierce competition meant that the company had to search for a new
strategic direction if it was to survive
• Despite the growth of the company the market share has plummeted
• Shareholders were unhappy when rumours about the merger reached
the newspapers
• So far the war on terror has claimed many casualties
Benefits of metaphors
• Provide insight into situations
• Structure understanding
• Capture lots of information in
relatively compact form
Potential dangers of metaphors
• Can lead to dogma if used without
being aware that a metaphor is used
• Conceal as well as reveal aspects of
a situation
• Can justify certain courses of action

6. Metaphors
Describing one domain of experience in terms of another
Examples:
• The heads of department had a heated debate in which emotions ran
high
• If we want to launch this project we will need to gain buy-in from top-
management
• The fierce competition meant that the company had to search for a new
strategic direction if it was to survive
• Despite the growth of the company the market share has plummeted
• Shareholders were unhappy when rumours about the merger reached
the newspapers
• So far the war on terror has claimed many casualties
Benefits of metaphors
• Provide insight into situations
• Structure understanding
• Capture lots of information in
relatively compact form
Potential dangers of metaphors
• Can lead to dogma if used without
being aware that a metaphor is used
• Conceal as well as reveal aspects of
a situation
• Can justify certain courses of action

7. Atomistic root metaphor
The world is made out of
elementary particles bouncing
through space
Entities have intrinsic properties
Things can best be understood
by studying them in their basic
elements
Relational root metaphor
The world consists of
relationships which bring into
being transient entities
Entities have relational
properties
The whole has properties which
cannot be understood from its
composite elements in isolation

9. Organisational metaphors
Goal-seeking metaphor
People and organisations can best
be understood as seeking to fulfill a
set of goals
Relationship maintenance
metaphor
People and organisations can best
be understood as seeking to
maintain a set of desirable and
evading a set of undesirable
relationships through time

10. Roles, relationships, and values

11. Roles, relationships, and values

12. Roles, relationships, and values

13. Roles, relationships, and values

14. Purpose
Developing a change methodology which:
• Is participative
• Leads to creative thinking
• Treats people ethically
• Minimises unintended consequences

15. Relationship maintenance
metaphor
What goals do we want to
achieve?
What problems do we need to
solve to achieve them?
How do we solve these
problems?
Goal seeking metaphor
What relationships do we want
to maintain through time?
What are the qualities of these
relationships?
What values underpin these
relationships?
What is the impact of the way
we maintain these
relationships?
Whose interests are served by
the maintaining these
relationships, whose interests
are not?

16. Traditional change model

17. Learning change model

18. Learning change model

19. Ethical & viable change

20. Viable change

21. Ethical change

22. Methodology

25. Are our concerns taken into account?
Are our interests catered for?
Does it support our thinking about change?
Does it lead to concrete suggestions for action?
Are data-protection guidelines followed?
Are participants treated in an ethical way?
Is confidentiality guaranteed?
Are objectives met?
Are resources invested well?

26. Is it methodologically rigorous?
Are claims supported by evidence?
Does it contribute to knowledge?
Are interests of stakeholders met?
Does research lead to a defensible thesis?

28. Roles: Co-explorers, playmates
Qualities: Open, respectful, trusting, critical,
inquiring
Underpinning values: Transparency, valid information, trust,
participation, autonomy, creativity

29. IS versus OUGHT TO

30. How do we want to work as a group (metaphors)
Mutual expectations (me<->group)
Find metaphors for stakeholders (difficult child, village idiot, strict teacher) is and ought, how do we
need to act for them to allow to be like ‘ought’? -> transforming relationships!!!
Relationships
Quantitative
(example of hospital cutting waiting list either as goal or relationship)
Qualitative
(example of university <->students -> service provider <-> customer)
Examples of judgments of fact and value