In order to gain insight into the change-minded preferences of Management consultants, various studies have been conducted. For example, a nationwide survey has been conducted under management consultants from various sectors. These studies have been conducted in collaboration with, among others, Léon de Caluwé
In order to gain insight into the changing organizational preferences of Dutch management consultants, 135 questionnaires were deployed. In this model, five different change-based assumptions are elaborated on people’s preference, their role as well as the intervention method(s) they most often use. The sample shows that the consultants predominate that people change on the basis of learning processes and self-organizing processes. At the same time, respondents indicate that they apply intervention methods that are grafted to the management and targeting of change processes. The English article has been published in 2007 in the Journal of Change Management. The research was conducted in collaboration with Nanja Schouten and Léon de Caluwé
What makes change complex is that what people perceive seems differentiated, while the problems themselves are interconnected as one. It is, for example, challenging to intervene in a situation in which people are relatively isolated and really don’t see the connection with the work of others beyond the boundaries of their in-group. In line with social constructionism, meaning is co-created and as stated by Robine “there is no other reality that that which we construct in relationship.” For example, information selection happens according to the idea that people have of the world, which subsequently confirms that idea. When new insights don’t match, they are not put into practice, resulting in various isolated and competing ‘realities’, wherein no one version is objectively correct.
The narrative we introduce in this white paper is in fact a prepublication of an upcoming book on this subject. It describes a personal story from an interventionist’s perspective. It presents a series of change interventions undertaken in a healthcare organization. For the whole story, including the reflection on the personal assumptions of the interventionist, regarding the cybernetic principles, we have to wait for the publication of the upcoming book.
Attention to sentiment, awareness and spirituality in organizations is greater than ever. Still, ratio, control, and top-down techniques are dominating the workplace. How is that possible? And what can managers do to find a balance between rational control and space for self-control? Antonie van Nistelrooij and his colleagues did a research under more than 100 CEO’s and come with some assumptions for breaking through this kind of paradoxes.
The assumptions we introduce in this white paper are in fact a prepublication of an upcoming book on this subject.