Wendy Nieuwland studeerde communicatiewetenschap, gecombineerd met letteren, sociologie en psychologie.Meer over de auteurs
Seven essential principles for organisational change from withinPaperback Engels 2018 9781717374172
What can you do to make organisational changes successful, creating change that will last, without the constant need to draw it out of people? How do you engage people in change processes without becoming directionless?
This book answers these questions by focusing on letting changes emerge from within, using clear frameworks and the knowledge of how behaviour (and particularly group behaviour) changes naturally. In this way, you can work on creating sustainable change.
In this book, you’ll learn how to use people’s innate potential to change for organisational change. The book’s authors developed the model presented here based on many years of facilitating changes from within working with a broad variety of organisations. They’ve called this approach Change 3.0. Finally, a changed approached to change, taking in the challenges and reality of today’s world.
Change 3.0 takes form in the seven essential principles explored in-depth in this book, including many examples and case studies showing how this works in practice, as well as practical challenges for you to try out in your organisation. The cover of this book is mainly white, giving you the space to visualise your own desired outcome. In the end, Change 3.0 starts with you!
Wendy Nieuwland has facilitated organisations and teams to realise changes together since 1997, using her background in communication science (information studies), languages, sociology and psychology. With a good dose of pragmatic creativity, bringing things back to the essence and the necessary levity even when confronting the brutal facts, she guides organisations in finding their own unique answers to the challenges they’re facing.
Maaike Nooitgedagt started her career in 2001 as a clinical psychologist, then retrained as a leadership trainer and consultant a few years later. She uses this combined knowledge when facilitating organisational changes. With her sharp eye for patterns and knowledge of the background of human behaviour, she creates the conditions to let change emerge from within.
The authors work as organisational change facilitators both in the Netherlands (Gewoon aan de slag) and internationally (Change 3.0).
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PART 1: WHAT CHANGE 3.0 IS ABOUT 18
Change 3.0 –the (very) short version 19
Three concepts underpinning the Change 3.0 approach 21
Change 3.0 – the longer version 37
PART 2: THE ESSENTIAL PRINCIPLES OF CHANGE 3.0 46
1: Outcome orientation 52
In practice: a hospital team can’t shake the bad atmosphere 65
2. Ownership 73
In practice: A slow-burning conflict 82
3. Exploring perceptions – about elephants 88
In practice: tough firemen with trust issues 97
4. Connecting perceptions – an ode to ‘and’ 102
In practice: suspicion and caution in a project team 114
5. Working with What Is 118
In practice: hate and envy in the management team 132
6: Congruence – In every fibre of the organisation 137
In practice: In every fibre of the organisation 146
7. Patience and perseverance 151
In practice: from farming to hunting in a telecom company 168
Change 3.0 with Paul and James 174
And now it’s up to you to get started with Change 3.0 184
About us and what we do 187
Bonus chapter: mind your words. The role of language and metaphor in a change process 190
Where to find what – extended table of contents 207
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