Change 3.0

What can we do for you?

As a small scale consultancy, we have been facilitating organisational change from within since 2005, using an approach we call Change 3.0. We offer anything from one on one consultancy behind the scenes to full scale facilitation. With your unique situation in the lead, using the principles behind 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.

Systemic
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.
'Clean'
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.
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.
Organisational change
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.
Lasting change
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.”
Learn
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.
Shared desired outcome
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.

1.., 2.., 3.0!

Change 3.0 implies there also is a 1.0 and 2.0. So what’s the difference?

Change 1.0 is:
Change 1.0 is clearly top-down. The militaristic kind of change: ‘if I tell you to go left, I expect you to do it’. Extremely useful in straightforward or for instance dangerous circumstances. Indeed: much needed and often underrated. Not so effective when working with more complicated or subtle change of culture/behaviour: e.g. telling people to ‘take more initiative’ doesn’t tend to do much.
Underlying paradigm is that people will do what you tell them to.
Change 2.0 is:
In Change 2.0 the top of the organisation knows more or less what they want, and then try and create commitment for their plans. Giving people the suggestion of space for input and their ideas can easily be more important than actually giving enough space to make others a true part of the change. It’s like the house has been bought and designed, the location of the walls, doors, doorknobs and length of the curtains has been decided. This all gets explained extensively, followed by the question: ‘Hey, what do you think of it all?’ You might even get to pick the design of the curtains (as long as it fits the colour scheme…).
Underlying paradigm is that people will change if they understand the change and feel like they had a say in it.
(Yes, we are slightly cynical about this approach to change. Let’s say years of experience have shown us the shortcomings.)
Change 3.0 is:
Change 3.0 works from the underlying paradigm that for lasting change, the entire system plays a role. By ‘change’ we believe that the trickiest, and most important, part of change is the change of behaviour (leading to a certain ‘organisational culture’). And so top-down direction and frames are mixed with bottom-up interpretations and desired outcomes. Resulting in an interactive & iterative process in which abstract terms are given meaning by putting them into practice. Ultimately leading to different behaviour and realising desired changes.

Change 3.0; the book about Organisational Change – from within.

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 cultural & organisational change.

With this book, you’ll learn how to use people’s innate potential to change for organisational change. We developed the model presented in the book 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!

Find out more about Change 3.0 and the Seven Essential Principles in our slideshare.

'I know the power of good change management, but even then, it opened my eyes at several occasions and provided a world of proven (behavioral science research) combined with practical insights.'

Yvette van Eenennaam, Organizational Change Management Lead at DXC Technologies

'For people who believe in traditional change methods this book might be a little bit disturbing or even shocking. The answers provided in this book are more honest though: changing organisations is never easy. You have to be precise. It takes craftsmanship.'

Shirine Moerkerken, change accompanist at Strange - Strategy and Change, author of the book ‘Hoe ik verander’ (How I change)

'All those wrestling with the task of effecting change in any aspect of organisational life should read this book. Dismissing the notion of managing change, it instead gets to the heart of what needs to happen to transform behaviours and generate systemic change. The authors' skill, knowledge and vast experience shines through in a work that makes clear there is no one-size fits all solution yet clearly signposts what to pay attention to in order to secure the desired outcome. An invaluable resource.'

Lynne Cooper, Co-developer of the Five-Minute Coach, Performance Transformer

'A former UK premier apparently said, "We got our hands on the levers of power and pulled - but nothing changed!" Nowadays, the levers that actually lead to real change aren't always the ones we expect, and they aren't where we expect them to be. But if our organisations are to keep up with the today's constant change, we must find those levers and use them. This book provides a map, and a manual.'

Judy Rees, remote team development consultant, trainer and coach

'In this book Wendy and Maaike state that “Like most things in life, lasting change does not come for free”. But this book will get you a LOT of insights of very high value. Cultural Change is very, very difficult, but if you take the advice from the authors, you are assured of a much higher chance to succeed with your change program than otherwise.'

Ole Möller Jensen, Regional President of Danfoss Central European Region

'Uniquely Change 3.0 tackles the foundations of an organisation enabling the transformation of behaviours in order to elicit a desired outcome. In contrast to many business books Change 3.0 challenges leaders and their employees to think differently. By providing practical exercises, business leaders organically draw the right conclusions for a lasting change within their organisation. The lack of jargon and research-based insight makes Change 3.0 an inspiring must read for all business owners.'

Claire Edmunds, Founder & CEO of Clarify - a Professional Services business

'A joy to read and packed with case studies born of personal experience. It courageously shows how patience, perseverance, congruence, learning from 'trial and feedback’, living with uncertainty and using Clean Questions mean small changes can have large effects. Nieuwland-Hill and Nooitgedagt’s approach will be of value to mangers and leaders at all level, and invaluable for facilitators of any change process.'

Penny Tompkins and James Lawley, authors of Metaphors in Mind

If you would like to receive the free ebook about one of the chapters of our book Change 3.0, fill in the form below. By signing up you also agree to receive our latest blogs and updates. We do not use your details for anything else.

Driving forces behind Change 3.0 are Wendy Nieuwland-Hill and Maaike Nooitgedagt. We have run our consultancy firm from the principles of Change 3.0 since 2005. With a base in the Netherlands, we help national and international companies realise their desired change, from within. Together with a varied network of associates & partners.

Because of the increasing amount of international interest, we have created this English website with some of the basic information.

We modelled the Change 3.0 approach based on their joint experience of over 25 years in change processes.
Some important influencers of this approach are (by no means complete):

Clean Language & Symbolic/Systemic Modelling (David Grove, James Lawley & Penny Tompkins, Caitlin Walker)
Systems thinking (after Peter Senge a.o)
Agile development/Lean Start-up
Understanding natural behaviour change (Thijs Homan, Viral Change – Leandro Herrero)
Antifragility (Nassim Nicholas Taleb)

What is Change 3.0*?

What can we do for you?

1.., 2.., 3.0!

Change 3.0; the book about Organisational Change – from within.

What people say about our book Change 3.0

Download the free ebook Congruence – one of the seven essential principles of Change 3.0

Luister onze Podcast!

Featured Post

Change 3.0: The Real Change Devil’s in the Detail – why ‘managing’ change isn’t enough

About us

Contact us to find out more about our services or to book an inspiration session:

Main Content

What is Change 3.0*?

Change 3.0; the book about Organisational Change – from within.

What people say about our book Change 3.0

Download the free ebook Congruence – one of the seven essential principles of Change 3.0

Luister onze Podcast!

Featured Post

About us

Contact us to find out more about our services or to book an inspiration session: