As a small scale consultancy, we have been facilitating organisational change from within since 2005, using an approach we call Change 3.0.
Often we will start off with a session to clarify the desired outcome and draw a process based on that. In which we can use anything from creative sessions, mapping shared reality to consultancy behind the scenes or team alignment processes. In either case, we use an agile approach to change: starting off small, learning from experience and adjusting accordingly.
Your unique situation is in the lead, using the principles of Change 3.0.
The sentences we use above to describe Change 3.0 in short, we packed with words that tell a lot about how we approach your change process. Have a closer look at these words to find out more. And of course, get in touch if you want to get a better idea of how we might be able to help you.
- In change 3.0, we approach organisations as living organisms. As an effect, we keep an eye on / work with how parts of the system will affect other parts of the system. Everything is connected, and together all patterns, reactions, procedures etcetera form a ‘logical’ web that holds it all in place. And is focussed on trying to do just that: keeping things the way they are (since this has/has had a function!). In order to create change, even in only a part of the organisation, it then makes sense that the entire (relevant) system plays a part. A very simple, yet important result of this is that if you want something in the organisation to change, chances are that you will also need to do something differently. And that this will not always be received with great thankfulness by other parts of the system. Consistency, perseverance, being open to feedback from the system,…. It is all part of the deal.
- Change 3.0 has strong roots in Clean Language & Systemic Modelling. Meaning, amongst others, we work with the understanding that every organisation is unique (and shares some patterns with others). Using this uniqueness & developing from within (rather than coming up with plans on paper) are what we aim to do in this approach.
- Change 3.0 is not a methodology, with clear-cut steps and activities that will always lead the way to success. Instead, it is an approach, helping you define what will fit in your situation, in your desired change. We have described the approach in seven essential principles to work on organisational change from within.
- in Change 3.0 we claim that change is only realised when behaviour is changed. Not just under pressure, but in a natural way on a day-to-day basis.
- Change 3.0 is not about an A-to-B plan with a detailed roadmap which, once reached, can be put aside. Instead it is about learning together in iterations, so that the change is part of the cells of the organisation itself (people, processes, patterns, etc.). During the process the desired change will be given meaning. Interpretations are explored, compared and a new joint language (based on a more joint perception) emerges. The end result thereby is always a logical part of the organisation itself and therefore will be continued. “It is part of the way things naturally run here now.”
- There is no linearity in Change 3.0. It is all about iterations and learning as fast as possible. You have to want to learn, also at the higher levels of the (relevant part of the) organisation to make this kind of approach do their job. And so, again, also be prepared to be vulnerable enough to get and use the ‘feedback’ from the system. Feedback in the traditional sense of the word, but also in terms of learning from the effect of interventions & actions. As an extremely useful side effect, you will as an organisation become more ‘antifragile’ – learn and get stronger from diversity, mistakes, changes in your surroundings etcetera.
- Change 3.0 is essentially outcome driven. It doesn’t aim to just solve problems, but achieve what you do want to have happen. And this is very much your own desired outcome, not prompted by what clever (or not so clever) consultants tell you you should achieve or do. ‘Ownership’ is central in the approach: both having to give and take ownership. When we are involved, this means we will nag you with annoying questions instead of prompting answers ourselves. Not because we have no ideas of our own, but because you will simply not achieve your lasting change if it is based on ideas of others. Within your organisation, the same principle applies: people will not simply change because you tell them to (people tend to do what they do despite what you tell them to). This is where the shared part comes in: it is not a one off desired outcome that you work with, but more desired outcomes within a desired outcome.