The document discusses different approaches to organizational change management. It describes various types of organizational changes that can occur and notes that change is complex, involves individuals, and may consist of many small changes. It also outlines elements of planned change such as context, actors, history, communication, and steering. The document then discusses four colors (yellow, blue, green, red, and white) that represent different lenses for understanding and managing organizational change. Each color print is described in terms of its assumptions, ideals, potential pitfalls, typical change agents, and focus areas.

1. Change Management
Introduction
Amersfoort
TG Business Improvers

2. Change Management
Organizational change has some hypes
and rages
– Dismantling, downsizing, asset stripping
– Reformulate, reorganize, rethink
– Merge, integrate
– Make cultural change
– Bending, forming, elevating
– Rationalize, re-engineer, revitalize
– Turn around, buy outs, leverage die-out
– Flattening, independent, remote places
– Organizations learn to learn, knowledge management
– Empowerment, open space meetings, networking ...
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3. Change Management
Some of the observations made with
respect to changing organizations
– Change is complex: it often involves many changes at once
– Change is about individuals
– A big change may consist of (very) many small changes
– A big change for the shop floor can be a little change for the
top and vice versa
– You can never know for sure whether a proposed change is
the right one
– If you do nothing, an organization still turns
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4. Change Management
Planned change is…
– Realizing aimed results
– Regarding the motive, context and philosophy
– By influencing the actors
– By walking through the change programme in phases and
steps
– By communicating and add meaning to what people are
doing
– In which the whole process will be managed by
– Deliberate interventions of change agents
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5. Change Management
Elements of Planned Change
Context
Actors
History Trigger Ideas Phases Results
Communication and sense making
Philosophy
Steering
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6. Change Management
There are (very) much desired outcomes
possible
Interactions
Primary &
Design & Products
Supporting
Control processes & Services Intended outcomes are
multidimensional:
- external and internal
- (im-)material
(physical and / or
People
mental)
­ (r) evolutionarily
- 0e t/m 3e order solution
- ...
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7. Change Management
To change design and control
Strategy
Management
Structure
style
Organize
Culture Systems
Staff
- Balance between the organizational variables
- Consistency of organizational variables
- Heterogeneity of the organizational variables
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8. Change Management
The change strategy’s key question: what
is the change leverage?
Relevant subquestions
– What should the outcome(s) be?
(The people who need to change, interactions, organizational processes)
– How was and is it now within the organization?
(The history and current state of affairs)
– Is it a jump or small steps, is it about to improve or to innovate?
(The nature and extent of the differences between current and desired)
– What resistance and blockages are there?
(The opposition, the absorption capacity, the change capacity)
– Are the change agents able and willing?
(The vision, strength, readiness, skill)
– What basic colour can we choose?
(Where do we make it easy and where difficult?)
– Is it really possible?
(The feasibility and realistic content)
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9. Change Management
Four reasons for using the colours during
a organizational change
– Firstly, provide a colourful change expert diagnosis: of
people, organizations, issues, ...
– Choose the most promising situational 'colour' in addressing
a change. What suits the issue, the organization, the ...?
– Be aware of your own preferred style, assumptions and
imbalance
– Make sure you use the same language as others when
talking about change without wrangling about "will change
only slightly as you ..."
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10. Change Management
Organizational change and five ways of
thinking about change
Something changes when you . . .
Yellow print Bring the interests of the most important players together by means of a
process of negotiation enabling consensus or a win-win solution
Blue print Formulate clear goals and results, then design rationally a systematic
approach and then implement the approach
according to plan
Red print Motivate and stimulate people to perform best they can, contracting and
rewarding desired behavior with the help of HRM-systems
Green print Create settings for learning by using OD interventions, allowing people to
become more aware and more competent on their job
White print Understand what underlying patterns drive and block an organization’s
evolution, focusing interventions to create space for people’s energy
‒ Change is in the eye of the beholder
‒ Each viewpoint has its ++ en --, ideals and pitfalls
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11. Change Management
Yellowprint thinking
Assumptions Ideals
Something changes when you: - Create common interests/win-win situations
- Search for common interests - To safeguard the feasibility of solutions
- Compel people to take certain positions
- Form coalitions
- Formulate new policies
Pitfalls
“Changing = a power game”
- Building castles in the air
- Power struggles (loose-loose)
Route Change agent
Result: unknown & changing along the way Role: facilitator who guards and uses his own
power base
Interventions e.g.:
- Alliance building Competencies e.g.:
- Arbitration/mediation - Indepence and self-control
- Creating/changing top structures - Sensitive to power relations
- Favoring protégés, promoting people to the fringes - Knowledge of the sector, strategy issues and
structuring issues
Safeguarding progress: Focus: positions and context
policy documents/power balance
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12. Change Management
Blueprint thinking
Assumptions Ideals
Something changes when you: - Progress can be planned; a better world can
- Define a clear result beforehand be ´built´
- Formulate a step by step action plan - The ´best´ solution (tangible aspects of
- Monitor progress and take corrective measures organizations)
- Foster stability and reduce complexity
Pitfalls
“Change = a rational process”
- To steamroller over people and their feelings
- To ignore irrational and external factors
Route Change agent
Result: delineated and guaranteed in advance Role: expert who formulates and implements
plans if mandated to do so
Interventions e.g.:
- Project management Competencies e.g.:
- Meeting procedures - Analytical skills
- Planning and control
- Time management - Expertise crucial to the project content
- Strategic analysis - Presentation skills
Safeguarding progress: Focus: expertise and results
monitoring, benchmarking, ISO systems
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13. Change Management
Redprint thinking
Assumptions Ideals
Something changes when you: - The optimal fit between organizational goals
- Use the right incentives to motivate people and individual goals
- Make it comfortable and interesting for people - A solution that motivates people
- Award and punish people (soft organizational aspects)
- Exercise care and safeguard fairness
Pitfalls
“Change = a trading exercise” - Sparing the rod, avoiding conflicts, ignoring
power struggles
- Smothering brillance
Route Change agent
Result: outlined beforehand but not guaranteed Role: systems expert who occasionaly makes
suggestions with regard to the content
Interventions e.g.:
- Appraisal and remuneration Competencies e.g.:
- Management of mobility and diversity - HRM methods
- Social gatherings - Organizing proper communication
- Soap box - Working in teams
- Exercising care
Safeguarding progress: Focus: procedures and atmosphere
HRM systems
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14. Change Management
Greenprint thinking
Assumptions Ideals
Something changes when you: - Learning organizations: with everybody, about
- Make people aware of their incompetencies everything, always
- People gain new insights and new skills - A solution that people helps develop
- Create settings for collective learning themselves
- Change people
Pitfalls
“Changing = learning” - To ignore that not everybody is willing or
capable of learning everything
- Overabundance of safety and reflection, lack
of decisiveness
Route Change agent
Result: envisaged beforehand, but not guaranteed Role: facilitator who supports people
Interventions e.g.: Competencies e.g.:
- Training, management development - Designing and facilitating learning situations
- Gaming - Knowledge of organizational development
- Coaching/intervision - Feedback skills
- Open systems planning - Empathy and creativity
Safeguarding progress: Focus: setting and communication
permanently learning organization
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15. Change Management
Whiteprint thinking
Assumptions Ideals
Something changes when you: - Spontaneous evolution
- Tap people´s own will, desire and strength - Self steering
- Remove obstacles to entrepeneurship and - Taoist “non-action”
optimize conflicts
- Discern underlying patterns and make meaning
- Create new heroes and rituals
Pitfalls
“Changing = releasing energy”
- Insufficient insight into underlying forces and
patterns
- Laisses faire, ´self-steering´ as an excuse for
management apathy
Route Change agent
Result:hard to predict (the road = the destination) Role: personality who uses his being as
instrument
Interventions e.g.:
- Self steering teams Competencies e.g.:
- Open space meeting - Pattern recognition and creation of (new)
- Personal growth/empowerment meaning
- Challenge sacredly held ideas and customs - Challenging the status quo
- Courage, and ability to deal with insecurity
- Authenticity and self-awareness
Safeguarding progress:
self steering Focus: patterns and persons
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16. Change Management
Some choices in the approach
Expert approach Co-creation
Phased solution Integral solution
Quick wins Structural improvement
Internal focus External focus
Input steering Output steering
Scope organization Scope supply chain
Target setting Analysis & feasibility
Standard Customized
Top-down Bottom-up
Control Responsible (within scope)
Phases approach Big bang
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17. Change Management
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