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Let me introduce myself

Clement Leemans

HRD as a strategic business lever
C. Leemans & S. Duts (2013)., Human Ressources Development as a strategic business lever. This article has been writ...
SHRM Practices
Is our HRM triggering the individual and collective behavior we want to see in a learning organization : autonomy, intra...
Job Crafting : A new look at job and workplace design
Amy Wrzesniewski, Justin M. Berg, & Jane E. Dutton., (2010). Turn the Job you Have into the Job you Want. Harvard Bu...
KBC Insurance A co-creative strategic process
INTRODUCTION: Process Consulting for a major ‘business strategy development’ project where we focused on involving a...
Support for internal facilitators Lafarge China
INTRODUCTION: Due to rapid growth and acquisitions, the Corporate University wanted to decentralize its integration prog...
INDAVER People Make Projects Work
Context & Issues Indaver is a waste management player, active on the Belgian, Dutch, German, GB and Irish market. Fo...
Organizing for Sustainable Performance
C. Leemans, (2016). Organizing for Sustainable Performance In this short four page leaflet, we present Move! as an OD Co...
Job Crafting
Leemans, C., (2014). Learning Organization & Job-crafting : A powerfull couple ? In this short article Clement Leema...
ERM Towards a Learning Organization
Context & Issues ERM Belgium - Holland, is a subsidiary of a large US based Environment and Sustainability consultan...
Coaching & Co : Community of Practice at UC Leuven Limburg
Move! worked with the University College Leuven-Limburg to set up a Community of Practice on 'Coaching & Co'. It bri...
Learning & Change
Our focus is on building Learning and Change Capabilities in the organization. That can take place in different contexts...
Change Management
Scott Keller & Caroline Aiken., (2000). The inconvenient truth about Change Management. Why it isn't working and wha...
Distributed Leadership
Leemans, C., (2017). Distributed Leadership. A powerful engine for Organizational Performance. Leadership Excellence Ess...
Move! 10th Anniversary
Move! 10 Years !!! In September 2004, so 10 years ago by now, Clement decided to change his Learning & Development D...
Shaping the Organization
At the end, it's not about Strategy, but about execution and results. And execution depends very much on what people do,...
Strategic HRM ?
Ulrich, D., (2010). Are we there yet ? What's next for HR ? Michigan Ross School of Business, Executive White Paper Seri...
Cristal Union A Learning Network as policy driver
Context & Issues In the organization a number of sugar and alcohol plants come together. Traditionally those plants...
Distributed Leadership & Autonomous Motivation
Paul Adler, Charles Hecksher & Laurance Prusak., (2011). Building a Collaborative Enterprise. Four Keys to creating...
Practice Areas
We develop exclusively customized approaches geared to your organizational challenges and focusing on sustainable busine...
Learning Organization
Garvin, David A., Amy C. Edmondson, and Francesca Gino. "Is Yours a Learning Organization?" Harvard Business Review 86,...
How Organizations Trigger Sustainable Performance.
C. Leemans. (2012) How Organizations trigger Sustainable Performance. A Mental Model for Organizational Development. In...
Engaging Experiential Learning Activities
C. Leemans, (2010). Engaging Experiential Learning Activities Ideally experiential learning happens “at work” and is...
The Lafarge Learning & Development Network
C. Leemans. (2004), The Lafarge Learning & Development Network. A collaborative effort to develop and implement orga...
Carglass Belux Performance Improvement Process
PROJECT DESCRIPTION: Context : The organization works with a lot of, relatively small, subsidiaries. The central HR depa...
Dialogic Organization Development
Gervase Bushe & Robert Marshak (eds.), (2013). Advances in Dialogic OD. OD Practitioner. Journal of the Organization...
Strategic Process
Gerry Johnson, Kevan Scholes and Richard Whittington., (2005), Exploring Corporate Strategy (7th Edition) Prentice Hall....
Using Consultants in Organizations
Edgar Schein, (1990). A General Philosophy of Helping : Process Consulting. Sloan Management Review. Process Consultatio...
Sustainable Business Development
Barry Colbert & Elizabeth Kurucz., (2007). Three Conceptions of Triple Bottom Line Business Sustainability and the R...
Strategic Leadership
A high performing organization is agile, capable of inventing rapidly new answers to the global, fast changing, complex...
Organizations in the Collaborative Economy & Peer-to-Peer
Bauwens & Kostakis., (2014) Network Society and Future Scenarios for a Collaborative Economy. The thinking about dis...
Collaboration between Turkey and EU companies
C. Leemans, M. Ozgödek, et al. (2013) International Network for Organizational Performance (INOP). Collaborating in Div...

Follow Move!

Scott Keller & Caroline Aiken., (2000).  The inconvenient truth about Change Management.  Why it isn't working and what to do about it.  Mc Kinsey & Company.

This article is making a stunning observation.  Since Kotter an astonishing quantity of research, books, process flows etc... have been produced to support organizational change.  And yet, a decade (article was written in 2000) later there has been no influence whatsoever on the success rate of change projects in organizations, what logically would have been expected.  And there is no reason to believe that another 15 years later that situation has changed.

This Mc Kinsey article was one of the first to try to understand : "what are we doing wrong?"  This is what the article proposes as answer to that question : "Literally thousands of prescriptions are put forward in various change management publications regarding how to influence employee attitudes and management behavior. However, the vast majority of the thinking is remarkably similar. Colin Price and Emily Lawson provided a holistic perspective in their 2003 article, The Psychology of Change Management, that suggests that four basic conditions have to be met before employees will change their behavior:

  • They must see the point of the change and agree with it, at least enough to give it a try
  • Role modeling: They must also see colleagues they admire modeling the desired behavior
  • Reinforcement systems: Surrounding structures, systems, processes and incentives must be in tune with the new behavior
  • The skills required for change: They need to have the skills to do what is required of them.

This prescription is well grounded in the field of psychology and is entirely rational. Putting all four of these conditions in place as a part of a dynamic process greatly improves the chances of bringing about lasting changes in the mindsets and behaviors of people in an organization—and thus achieves sustained improvements in business performance." 

Through our experience, Move! comes to a similar conclusion, although we formulate it a bit different and our viewpoints are broadly based on elements from social constructionist theories, experiential learning and self determination theory.  The big issue is not whether those four 'building blocks' of effective change are necessary... because they probably are, but 'HOW' they are created withing the organization.  It's not about the blocks, it's not about the steps, but it is about the process.  And then we see that at a crucial condition for success is mostly overlooked :

People need to precede the what and the how of change.  Most change processes start with an 'analysis' of the issues, finally creating a compelling story for change. Problem is that that analysis is mostly done by a small group of people, most of time senior management.  And that creates two major problems : the analysis in a complex organization can no longer be done from the top, it needs serious involvement of all stakeholders in and outside the organization in order to create a valid strategic change agenda.  And that being involved and co-creating the whole change process bring a solution to many problems in change processes often (wrongly) referred to as resistance to change :

  • you don't need to 'convince' your organization of the 'need for change'.  They concluded together, from their observations and analysis that change is necessary and why change is necessary.  It's their decision, so no reason to resist it afterwards.
  • they will not experience a situation where they are less informed, skilled, noticeable than others towards the new situation.  The skill building and development is done as they go through the change process... They 'make' the knowledge, they don't have to be trained afterwards.
  • The additional work the change brings will not be in 'competition' with their 'regular work' because the change has become their regular work.

The conclusion could be : It's not about communication, it'a about involvement and co-creation.  Or with words of Aiken and Keller : "You’re better off letting them write their own story"

A few more articles on Change Management are listed below :cocreationblog

 
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