Change management, learn to change
Drs. Kor van der Helm
17th of January 2014
A language for managing changes and
developed by Prof. De Caluwé en Vermaak
Change management
http://www.youtube.com/watch?v=__IlYNMdV9E
Change Management
de Caluwé & Vermaak
http://www.youtube.com/watch?v=RgEvL0aQxoE&feature=related
Four areas
• Look at change management processes
• Self-knowledge: knowing your own dominant
color
• People-knowledge: the dominant color of
your counterpart
• Enlarging your repertoire as an actor in
change management within your own setting
Conceptuel provisions
• It makes clear and it conceptualizes the
communication between people, it provides a
shared language
• It makes clear from which prepositions and
paradigms people think when they discuss planned
change, how to process change
• It provides situational concepts for the choice and
application of the change approach. Knowing this,
a more effective change approach can be
suggested / implemented
Coping with change
• Yellow:
negotiation and influencing
• Blue:
planning and measuring
• Red:
motivating and supporting
• Green:
learning and sharing
• White:
letting it go and facilitating
(de Caluwé en Vermaak, 2006)
The colors in main strokes
Yellow
Blue
Red
Green
White
The power: sun, the fire
• politics
• organizational structure
• influence / power / authority
f.e.: Union members, you are not allowed to smoke in the office
Making a blue-print
• the result is known from the beginning, is excellent described, and the
outcome can be forecast easily
• the beforehand agreed upon blue-print will be implemented
• organization
• organizing things
f.e.: HRM procedures, process agreements for demotion or outsourcing
The color of the blood of human beings
• the employee, employer should be influenced, seduced, motivated
• people, the people are the key, human resource management
• feeling
f.e.: HRM-department
Flourishing as it in nature
• learning, ability, capacity to learn, development
• (self)reflection
• (personal) growth
f.e.: management development , personal development plans
Includes all the colors
• room for maneuver in order to come to an unexpected result, everything
is still open
• self-organization / evolutional thinking, creativity
• beforehand not knowing which colors to use
f.e.: bottom up organizing
Issues / People will change if you.....
Yellow
.
.
.
.
can bring together the different interest
can force them to take a decision or certain opinion
can form a win-win situation or can create a coalition
can show and convince them of the advantages of certain opinions
(f.e. power, status, influence)
. can direct corporate thinking concerning the matters you pleases
Blue
.
.
.
.
.
Red
. motivate people in a effective way, f.e. through punishment or granting
favors when they perform well
. use advanced HRM-instruments for benefits, compensation, promotions,
status, etc..
. exchange favors they have granted you earlier
Green
. raise awareness of new developments or their shortcomings
. motivate the colleagues through showing new approaches in order to learn ,
to understand, to believe
. create valuable and common learning contexts
White
formulate upfront clear objectives, goals and results
prepare a SMART plan (A to B to C, etc.)
monitor and adjust those steps carefully on the basis of the formulated plan
have all under control and stabilize where needed
reduce the complexity as much as possible
. create opportunities where the human being can explore in a natural
context and contribute new meanings
. let the people use their own energy and creativity
. provide insight in dynamics / complexity
Yellow-print
Blue-print
Red-print
Green-print
White-print
Something will
change if you…
combine each
other’s interest
think first and
motivate people in
consequently execute the right way
the plan
bring people in a
learning environment
create room for
maneuver for
spontaneous evolution
in a…
power game
rational process
learning process
dynamic process
towards…
a reasonable
solution, win-win
the best solution, a
designed world
Interventions such
as….
Forming coalitions,
structuring the top
by a…
exchange exercise
a motivating solution, a solution, which
the best ‘fit’
people will discover
themselves
working according to appraising &
Development &
planning and strategic supporting; social
training; open
analysis
networking
systems
a solution, which enables
energy
process manager,
who uses power
when needed
an qualified expert
a HRM-expert
process manager,
who supports and
facilitates
Personality, who uses
itself as an instrument
and a focus at…
positions and
context
knowledge and
results
procedures and
sphere
setting and
communication
patterns and meanings
The result is…
unknown and
changing
described and
guaranteed
invented, not
guaranteed
a sketch, not
guaranteed
unpredictable
it is transparent
through…
policy documents
and power balance
measuring = knowing
HRM-systems
learning organization
self-organization
the pitfall is…
unrealistic ideas
lose-lose
neglecting external
and irrational aspects
neglecting power and
depressing systems
nobody should be left surface understanding
out; no or little action letting it go
Open space meetings
Self-coaching teams
Perform a workshop to
Formulate a mission to
Apply knowledge management to
have an agreement on
what to do with regards
to targets, policies
make sure to everybody
which result should be
achieved during the
negotiations
make mixed (assignment-)
teams in order to avoid
difference of opinions
concerning certain disciplines
blue
have a clear result at the
end of the workshop
be sure that in the
future we have an
agreement on such that
particular topic
prepare handbooks and to
develop information systems
red
create more ownership
within the organization
and have a good feeling
concerning the outcome
have a corporate
identity and
communicate within the
organization as a
community
green
make sure that each
one’s views are
learn from each other and
exchanged and there is
exchange knowledge
a better understanding
of each other’s meaning
set people together in order
they have more learning
situations
white
. enlarge consciousness
. raise energy
. facilitate creative
thoughts
. take ‘challenging’ projects
. create opportunities
. experiment with new things
yellow
facilitate a leap forward
.
.
.
.
appoint coaches
make internal trainings
make peer coaching obligatory
establish a rotation system for
different functions
Level in the organization
Group
Dominant color
Individual
Organization
Yellow
 Personal commitment
statement
 Outplacement
 Constructions of protection

 Confrontation meetings
 Third party strategy

 Top structure

Blue
 Management by Objectives
 Hygienic working
 Performance according to
the agenda
 Working in Project
 Archive behavior
 Decision making
 Strategic management
 Business Process Design
 Monitoring, auditing
Red
 Career Development
 Recruitment and Selection
 Task improvements / task
broadening
 Social activities
 Team roles
 Management by speech
 Support in organizations
 Mobility and diversity
 Triple ladder
Green
 Coaching
 Intensive clinic
 Feedback / mirror talks
 Team building
 Gaming
 Peer/group coaching
 Open systems planning
 Parallel learning
constructions
 Quality circles
White
 T-group
 Personal growth
 Networking
 Self-steering teams
 Open-space meetings
 Appreciative Inquiry
 Search conferences
 Rituals and mystic
 Destruct common agreed
upon ideas
Improving quality of
labor
Strategic alliances
Union-negotiations
de Caluwé & Vermaak
http://www.youtube.com/watch?v=w9KPPOBqvuw
Assignment 1: recognize your
own color
 Exercise:
• Remember a critical case / situation
(concrete, actual, important, often happening)
• Exchange this critical case / situation with
others in class (max. two persons)
• Mention the dominant color you see and
elaborate on this.
• Short plenary feedback concerning the
discovery of your dominant color and its most
important significance
Assignment 2: dealing with
your color
 Exercise
• Same group: suggest a solution /
intervention, which fits this casus / situation.
Remember your own preferences.
• Plenary session: invent the suggested
interventions and explain your own dominant
color .
Assignment 3: the color palet
Exercise
• What is your color? How did you discover
this? How does this intervene your actions
and behavior? How does this feel?
• How is the spreading of the colors in your
team? Are there any colors strongly
present? Are there colors missing? What
does this mean for the effectiveness of the
team?
General condition
In closing:
7. Balance
2.Denial
6. Meaning
5. Open for the
future
1. Shock
3. Crisis
• Do you recognize?
• How do you deal with this?
4. Letting go the past
time
Unplugged mood-tube
http://www.youtube.com/watch?v=g_rsujN9YxQ
The end