Change.day.hrc.2014

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Marco de Witte

After Lunch Speech De Kunst van Veranderen. Interveniëren op de onderstroom!

#ChangeDay2014
“Veranderverhalen in de spotlight!”

De Kunst van
Veranderen
Interveniëren op de
onderstroom
Marco de Witte
Mob: 0650523977, email: dewitte@hgrv.nl

Waarom organisatieveranderingen
mislukken?
Ze struikelen precies over datgene wat
veranderd moet worden, de attitudes en
het gedrag van medewerkers en

De rotonde
Veranderen: de afslag vinden op je rotonde!
13

Gedragsverandering
• Gedrag toont zich in relaties
• Het is sociaal, wederzijds op elkaar
betrokken gedrag
• Ik heb er goed over nagedacht, het moet
hier veranderen
• Impliciet zeg ik: jij moet veranderen !!
• Maar, …
• ik ga niet over de verandering van de ander
• Veranderen eindigt op anderen, begint bij
mijzelf …
• Is een uitnodiging aan de ander ook te
17

Stelling:
It is easier to act yourself in new ways
of thinking,
than think yourself in new ways of
action’
20
EXPERIE
NCE
CHANGE
!
ACT
Think

Hoe maak je een switch?
• Stuur de berijder aan
– Wat weerstand lijkt is vaak een gebrek aan duidelijkheid
– Geef kristalheldere (gedrags)instructies
– Berijder heeft richting nodig; eindbestemming
• Motiveer de olifant
– De berijder probeert op kracht de olifant te sturen.
– Hou je niet vol. Wat luiheid lijkt, is vaak oververmoeidheid.
– Zorg ervoor dat olifant zelf in beweging komt en meewerkt
– De olifant heeft motivatie nodig
– Verklein de verandering: zo krijg je de olifant in beweging!
• Effen het pad
– Wat een mensenprobleem lijkt, is vaak een situatieprobleem.
– Als je het pad effent maak je de verandering waarschijnlijker

Padoplossingen
• Veiligheid:
– Middenstreep, wegbewijzering, verkeerslichten, verlichting snelwegen, automatisch
schakelen, ABS, gordels, airbags, alcoholslot
– Kinderveilige stopcontacten, kinderveilige sluitingen op (medicijn)flessen
Opzomeren
– Automatische back ups tegen crashen
• Afvallen?
– kleinere borden, (wijn)glazen, schalen, bekers …..
– chips niet uit de zak, maar in een schaaltje
• Winkelinrichting
– Plaats melkkoeling achterin, klanten besteden dan meer tijd in winkel ,
Schapinrichting
– Verplichte wandelroutes in IKEA
– Assortiment keuze in kantines (op scholen?!)
Geur maakt orderlijker
– Frisdrankautomaten of watermachines?
• Kantoorinrichting
– Plaats kantoormeubilair zodat je direct oogcontact maakt met gesprekspartners (en

Padoplossingen
• Gokverslaving internet:
– Creditcard invriezen
• Sporten bevorderen:
NUDGES
– Abonnement kost E. 100,- maar je betaalt E. 150,- (iedere komst E.
5,- retour tot E. 100)
– Leg hardloopschoenen en sportuitrusting klaar voordat je gaat
slapen
• Opstaan bevorderen:
– Koffiezetautomaat met timer (koffiegeur haalt je uit bed),
wandelende wekker Steriele cockpit:
– gesprekken onder 3000 mtr. verbieden, alle info direct relevant voor
vliegen
• Stilte-uren op kantoor
– Tussen 11 en 12 uur niet mailen, telefoneren, koffiegesprekken;
geen afleiding, concentratie om te werken
• Klantgerichtheid bevorderen
– Automatische voice-response systemen uitzetten, direct
klantcontact bejaarden vertragen het tempo

Kern van de zaak
• Rationele analyse + emotionele betekenis
– Analyseren, Denken en Veranderen is minder
krachtig dan Zien, Voelen en Veranderen
• Sense-making
– Niet de zender, maar de ontvanger bepaalt de
betekenis
– De verandering landt in een mix van betekenissen en
ervaringen
– Alleen als de ontvanger zelf, in interactie, door
herijking en herschikking daarvan zin geeft aan de
verandering, verandert hij zijn gedragspatronen

Stelling:
It is easier to act yourself in new ways
of thinking,
than think yourself in new ways of
action’
28
EXPERIE
NCE
CHANGE
!
ACT
Think

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Change.day.hrc.2014

1. #ChangeDay2014 “Veranderverhalen in de spotlight!”

2. De Kunst van Veranderen Interveniëren op de onderstroom Marco de Witte Mob: 0650523977, email: dewitte@hgrv.nl

4. Centrale vraag: Wat werkt wel, wat niet

5. Visie op Veranderen

11. Waarom organisatieveranderingen mislukken? Ze struikelen precies over datgene wat veranderd moet worden, de attitudes en het gedrag van medewerkers en

12. Ik! de veranderaar in het midden

13. De rotonde Veranderen: de afslag vinden op je rotonde! 13

14. Ochtendritueel … 14

15. Oefening Armen over elkaar!

17. Gedragsverandering • Gedrag toont zich in relaties • Het is sociaal, wederzijds op elkaar betrokken gedrag • Ik heb er goed over nagedacht, het moet hier veranderen • Impliciet zeg ik: jij moet veranderen !! • Maar, … • ik ga niet over de verandering van de ander • Veranderen eindigt op anderen, begint bij mijzelf … • Is een uitnodiging aan de ander ook te 17

20. Stelling: It is easier to act yourself in new ways of thinking, than think yourself in new ways of action’ 20 EXPERIE NCE CHANGE ! ACT Think

23. Hoe maak je een switch? • Stuur de berijder aan – Wat weerstand lijkt is vaak een gebrek aan duidelijkheid – Geef kristalheldere (gedrags)instructies – Berijder heeft richting nodig; eindbestemming • Motiveer de olifant – De berijder probeert op kracht de olifant te sturen. – Hou je niet vol. Wat luiheid lijkt, is vaak oververmoeidheid. – Zorg ervoor dat olifant zelf in beweging komt en meewerkt – De olifant heeft motivatie nodig – Verklein de verandering: zo krijg je de olifant in beweging! • Effen het pad – Wat een mensenprobleem lijkt, is vaak een situatieprobleem. – Als je het pad effent maak je de verandering waarschijnlijker

24. Padoplossingen • Veiligheid: – Middenstreep, wegbewijzering, verkeerslichten, verlichting snelwegen, automatisch schakelen, ABS, gordels, airbags, alcoholslot – Kinderveilige stopcontacten, kinderveilige sluitingen op (medicijn)flessen Opzomeren – Automatische back ups tegen crashen • Afvallen? – kleinere borden, (wijn)glazen, schalen, bekers ….. – chips niet uit de zak, maar in een schaaltje • Winkelinrichting – Plaats melkkoeling achterin, klanten besteden dan meer tijd in winkel , Schapinrichting – Verplichte wandelroutes in IKEA – Assortiment keuze in kantines (op scholen?!) Geur maakt orderlijker – Frisdrankautomaten of watermachines? • Kantoorinrichting – Plaats kantoormeubilair zodat je direct oogcontact maakt met gesprekspartners (en

25. Padoplossingen • Gokverslaving internet: – Creditcard invriezen • Sporten bevorderen: NUDGES – Abonnement kost E. 100,- maar je betaalt E. 150,- (iedere komst E. 5,- retour tot E. 100) – Leg hardloopschoenen en sportuitrusting klaar voordat je gaat slapen • Opstaan bevorderen: – Koffiezetautomaat met timer (koffiegeur haalt je uit bed), wandelende wekker Steriele cockpit: – gesprekken onder 3000 mtr. verbieden, alle info direct relevant voor vliegen • Stilte-uren op kantoor – Tussen 11 en 12 uur niet mailen, telefoneren, koffiegesprekken; geen afleiding, concentratie om te werken • Klantgerichtheid bevorderen – Automatische voice-response systemen uitzetten, direct klantcontact bejaarden vertragen het tempo

27. Kern van de zaak • Rationele analyse + emotionele betekenis – Analyseren, Denken en Veranderen is minder krachtig dan Zien, Voelen en Veranderen • Sense-making – Niet de zender, maar de ontvanger bepaalt de betekenis – De verandering landt in een mix van betekenissen en ervaringen – Alleen als de ontvanger zelf, in interactie, door herijking en herschikking daarvan zin geeft aan de verandering, verandert hij zijn gedragspatronen

28. Stelling: It is easier to act yourself in new ways of thinking, than think yourself in new ways of action’ 28 EXPERIE NCE CHANGE ! ACT Think

29. #ChangeDay2014 “Veranderverhalen in de spotlight!”

Editor's Notes

#6: Afronden: DKVV Samen of Jan Het dilemma ratio en emotie laat zien dat we wat rationeel naar ons vak kijken. Verandermanagement, misschein in eerste orde vraagstukken, Maar tweede en derde orde is zeker niet te managen. Dan gebruiken we vaak de term veranderkunde, maar ook die klinkt ons nog te intentioneel in de orden. Vandaar de Kunst van veranderen. Als je echt de comfortzone moet verlaten. Krijg je gedoe. Dan spelen allerlei emoties die we maar al te vaak wegstoppen. Kijk eens naar dit filmpje It is easier to act yourdelf in new ways of thinkung, than think yourself into new ways of action Daar wensen we u veel leg bij. Hebreeuws voor ‘hart’!
#7: Het vier-ballenmodel = [The four-ball model]Waarom? De belofte = [Why? The proposition]Wie? Ik! De veranderaar = [Who? Me? The change agent]Wat? Organisatiekundig ontwerp = [What? Organisational design]Hoe? Veranderkundig proces vormgeven = [How? Shaping the organisational process]

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Change.day.hrc.2014

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Change.day.hrc.2014

Editor's Notes