Change

How do I view change?

The road to change and the eventual result are decided by people in the organization.

The road is influenced by past change and the current state of affairs, the dynamics and the goals and wishes that entrepreneurs and directors and the team want to work towards, the corporate culture and the need for change.

Change flows from thinking to doing to experiencing.

Not only in planned changes, but also in emergent change processes. In other words, from a cognitive process through a physical process to an emotional process. In practice, the emotional aspect is often hidden away or ignored.

Which is wrong, because it is simply there.



Change flows from thinking to doing to experiencing.

Wat can I do for you?

Change facilitator  | We reflect & structure | I ask & listen | Together we go for change success!

How? I involve employees in stages of the change process that are normally reserved for management. For me, as a change counsellor, participation starts from the moment we ask the questions ‘should we change at all, and why (not)’, ‘what does that mean for me’ and ‘what can I expect from you’. My work is characterized by both involving and being involved with the people ‘who matter’. In this way, together, we ensure that everyone changes (themselves), but that they do it together (not alone).

I am people-oriented. For me, asking questions, listening, looking and thinking take precedence over talking, assuming and providing answers. In addition, I am naturally inclined to order matters, not the ‘planning’ of the process, but where it concerns the work processes, tools and the organising of meetings.

Finally, I let time do its work. Delays and accelerations occur in processes. When can’t be planned, can’t be timed, and can’t be managed. But it will happen and therefore you must keep an eye out for it. For example, bread dough also needs time to bake, and interfering in the process is at best unwise. That clients sometimes get a little uneasy about this, I accept and even take for granted.

My beliefs.

  • There is no best way to achieve change.
  • Resistance to change is non-existent.
  • Talk to each other, not about each other.
  • Change takes time. Take the time.
  • Change is to attach meaning.
  • Involve people as early and as widely as possible.
  • The visible world cannot exist without the invisible world.
  • Successful change is not guaranteed. Ever.

My methodology.

Change is a custom process with fixed elements:

  • Talking with employees. I like to start with these conversations.
  • Discussions with client(s) and managers.
  • Bringing the question behind the question to the surface.
  • Job shadowing inside the company to find out what the issues are.
  • Finding out why change is necessary, who will be ‘winners’ or ‘losers’. We look for the common denominator and discus show we can manage the differences. The real question is the subject of conversation. Therefore, we don’t immediately start to focus on the possible solutions.