In this section we share with you a number of articles, interviews or contributions to conferences that show aspects of our work and vision on Learning, Organizational Development and Change. Since we believe that 'Knowledge only grows when shared' we invite you to share this with your own networks.
Leemans, C., (2017). Distributed Leadership. A powerful engine for Organizational Performance. Leadership Excellence Essentials. April
In this short article Clement Leemans is discussing how leadership could effectively trigger learning, innovation and change capacity in an organization. He is exploring the distributed leadership concept where leadership is more seen as a system variable and not linked to a specific individual or position, but based on situational expertise and energy.
Move! 10th Anniversary
Move! 10 Years !!!
In September 2004, so 10 years ago by now, Clement decided to change his Learning & Development Director position for the role of independent OD and HRM consultant. Those years were very exiting years, lots happened and we had a chance to meet a lot of exiting people in exiting organizations.
Leemans, C., (2014). Learning Organization & Job-crafting : A powerfull couple ?
In this short article Clement Leemans reflects on how job-crafting could be a lever for organizational learning by creating for job holders accountability and ownership not only for their own job, but also for the contribution of that job to their internal customers and the overall sustainable performance of their organization. He is not looking at job-crafting as a purely individual process but as a systemic organization development exercise.
A slightly reworked version of this article was published in the December issue of Talent Management Excellence Essentials.
Collaboration between Turkey and EU companies
C. Leemans, M. Ozgödek, et al. (2013) International Network for Organizational Performance (INOP). Collaborating in Diversity.
Move! together with a number of Turkish consultants, took the initiative to create a network of people who work in HR, OD and Business consulting in order to offer Turkish organizations the support they need to expand their activities with/in the EU and vice versa. We combine modern insights and methodology on Change, OD and Leadership with a profound understanding of the Turkish and EU organizational and business cultures. When organizations contact us, we will look at the best possible team of consultants for that project. Our network consists out of 6 experienced consultants, but each of us we can draw on a large futher network of consultants and experts in different fields.
HRD as a strategic business lever
C. Leemans & S. Duts (2013)., Human Ressources Development as a strategic business lever.
This article has been written as a summary of a presentation Move! did for the Flemish Learning Network in March 2013 and it breaks with the general idea that strategic HRD would be mainly about translating the business strategy into developmental actions and policies in the organization. Although that is part of it, Move! argues that an important strategic role of HRD is SHAPING and Co-creating the business strategy. Shaping in two distinct ways : first by supporting and facilitating the organizational strategic process and making sure that it is based on sound processes and involving all stakeholders and secondly by contributing our HRD knowledge on the labour market, change management, innovation, organizational processes etc... which is crucial knowledge to forge an implementable and successful business strategy.
Organizing for Sustainable Performance
C. Leemans, (2016). Organizing for Sustainable Performance
In this short four page leaflet, we present Move! as an OD Consultant, our vision, activities and approach.
Engaging Experiential Learning Activities
C. Leemans, (2010). Engaging Experiential Learning Activities
Ideally experiential learning happens “at work” and is simply part of useful, effective, added-value work, where people don’t just do what they do, but keep their eyes open for what happens, try to understand that and adapt their course of action to improve the outcomes. That growing “awareness” for improvement opportunities simply by ‘processing’ experience or the insight that changes in the environment demand for a different approach, is nothing else but : LEARNING.
But in real work situations you cannot ‘direct’ what happens and in the heat of the moment, significant observations are not always addressed… the game must go on and workload or urgencies are often in the way of thorough processing of experience and experimenting new approaches.
In “off-work” circumstances, workshops but also team meetings for instance, you can create the context to process experiences at work and if there is no immediate ‘common experience’ as the offset of an experiential learning process, you can ‘introduce’ those (near to real) experiences through a number of learning activities.
The Lafarge Learning & Development Network
C. Leemans. (2004), The Lafarge Learning & Development Network.
A collaborative effort to develop and implement organization wide vision, strategy and practices on Learning & Development
This article describes how Clement Leemans facilitated the 'strategy development process' for HRD in a large multinational organization through the development of a highly collaborative network of L&D Managers comming from 70 different countries and business units. It functioned as a Learning Network and a Community of Practice that was a lever for implementing a vision on Organizational Learning throughout the organization.
This article was originally written for the MOPAN conference in Leuven on Multi-party Collaboration.
How Organizations Trigger Sustainable Performance.
C. Leemans. (2012) How Organizations trigger Sustainable Performance. A Mental Model for Organizational Development.
In this short article, we try to summarize our main ‘assumptions’ about how an organization can sustainably develop their performance. That mental model about Organizational Performance and Development guides also our ‘work’ as Organization Development consultant or process facilitator and more generally our Move! approach to organizational learning, change & performance improvement.
It is a plea, scientifically underpinned, for a collaborative organizational culture, creating the conditions to learn and to innovate.
The Organization Development approach is looking at the organization as a social system and sees behavioral change fundamentally as a systemic, social and relational process, triggered by the organizational ‘setup’ (the ‘architecture’ of the organization). “Organization development is a system-wide process of application and transfer of behavioral-science knowledge to the planned development, improvement and reinforcement of the strategies, structures and processes that lead to (sustainable) organizational effectiveness”. That means that we focus our interventions also on ‘the system’ and the interactions within the system. We do not think that individual coaching or training of individuals in (often) isolated competencies, will in and of itself change the way the system behaves nor will it result in sustainable change, learning capability or business results for the organization. Consultants who believe that, will still use from time to time coaching and training, but embeded in a holistic intervention, combining it with more organization focused tools such as : Large Group Interventions, Force Field Analysis, Action Research, Appreciative Inquiry, Team Coaching, etc…