Cohesion and dialogue, the keys to excellence. Edition: 2013-2014 ebook by Liefting Consulting

Cohesion and Dialogue, A practical and inspirational workbook for professionals who want to work towards improving the cohesion within organisations.

the keys to excellence

Written and designed by Remco Liefting

Beukenlaan$43,$1231$BW$Loosdrecht,$The$Netherlands

+31$(0)$35$887$22$24 lie>ingCconsul?ng.com info@lie>ingCconsul?ng.nl remcolie>ing

Title:$

Cohesion$and$Dialogue,$

$ Author:$

$ $

the$keys$to$excellence Remco$M.$Lie>ing

Publisher:$ $ Printer:$ $ Photographs:$

Lie>ing$Consul?ng Books4you$BV$C$PrijsPrinter ShuBerstock.com

ISBN:$

978C90C819219C4C7$(Ebook)

NUR:$

801

First$prin?ng,$September$2013. This$ workbook$ (in$ English$ or$ in$ Dutch)$ is$ free$ to$ download$ as$ a$ pdf$ document$ from:$ book.lie>ingC consul?ng.com.$Through$ this$website$you$can$also$ order$a$hard$copy.

Hardcopy or free download:

nl.linkedin.com/in/remcolie>ing/ @remcolie>ing book.liefting-consulting.com The$ workbook$ “Cohesion$ and$ Dialogue,$ the$ keys$ to$ excellence”$ with$ its$ corresponding$ models,$ diagrams$ and$ images$ is$ by$ Lie>ing$ Consul?ng$ and$ is$ licensed$ under$ the$ Crea?ve$ Commons$ ABribu?onCNonCommercialCNoDerivs$3.0$Unported$License.$See$crea?vecommons.org$for$more$informa?on$about$the$content$of$this$license.$ Please$ contact$ the$ publisher$ if$you$ wish$ to$ use$ any$por?on$ of$ this$publica?on$ for$ commercial$ purposes.$The$ Management$ Challenge®$is$ a$ registered$trademark$ of$ Vanderveldt$ BIC.$Copyrights$ for$ “The$ model$ of$connec?ons”,$ alias$ the$ “INK/EFQM$ Naviga?on$ Map”,$ “The$ storyboards”,$ “The$ four$ perspec?ves”,$ “The$ Dynamic$ Plan”$ and$the$ “Ques?onnaire$ Organising$ Eﬃciency”$ belong$ to$ the$ author.$ Copyright$ for$ the$ “Eye$ of$ the$ Master”$ belongs$ to$ Vanderveldt$BIC.$All$rights$are$reserved. Although$this$publica?on$ was$ created$ with$the$ greatest$ care,$ the$ presence$ of$ possible$ (prin?ng)$errors$and$omissions$cannot$ be$ vouched$ for,$ and$ the$ author(s),$ editor(s)$and$ publisher$ therefore$ do$not$ accept$ liability$for$ the$ consequences$of$possible$mistakes$and$omissions.

Cohesion and Dialogue,

the keys to excellence

A practical and inspirational workbook for professionals who want to work towards improving the cohesion within organisations.

Perhaps,we,should,try,to,look, diﬀerently,at,complexity,and, approach,problems,from,the, larger,whole.

Every,organisa1on,has,its,own, "ﬂow".,It,is,this,"ﬂow",that,runs, through,all,connec1ons,and,gives, character,to,the,composi1on,of,the, organisa1on.

Synergy,is,what,we’re, looking,for.,By,properly,designing, the,system,,it,can,contribute,to,the, development,of,the,organisa1on, and,its,people.

If,Rethinking,is,the,ambi1on,, then,you,will,have,to,work,on, increasing,the,capacity,for,self( reﬂec1on,at,the,individual,,team, and,organisa1onal,levels.

The,eﬀect,of,making,a,

The,strength,of,life,

management,system,transparent,

preserva1on,ensures,that,you,are,

is,that,it,creates,an,environment,

s1ll,working,with,outdated,and/or,

which,provides,more,opportuni1es,

ineﬀec1ve,tools.,

for,reﬂec1on.

In,order,to,

An,excellent,organisa1on,not,

only,performs,well,,it,also,knows,

ReThink(driven,organisa1ons,or,

operate,in,a,dynamic,market,,it,

why,it,performs,well,and,it,knows,

departments,more,frequently,

is,important,that,more,op1ons,are,

how,to,con1nue,to,perform,well,in,

ques1on,the,exis1ng,structure,and,

available,to,create,value,for,all,

the,future.,

applied,methods.,

stakeholders.

We$ﬁnd$ourselves$in$an$era$where$we$ques?on$the$way$we,$as$a $society,$deal$

applicable$ concepts$ and$ these$ are$ by$ deﬁni?on$ always$ imperfect$ and$

with$ complex$ problems.$ The$ inﬂuence$ of$ major$ economic$ and$ social$

incomplete.$ Analysing$ complex$problems$through$ reduc?on$ has$become$the$

developments $ and$ the$ increasing$ use$ of$ ICT$ applica?ons,$ including$ social$

basis$ of$ many$ management$ approaches.$ Reduc?on$ creates$ the$ belief$ that$

media,$ generate$ a$ new$ vision$ on$ organising$ work.$ If$ one$ follows$ the$

everything$ can$ be$ objec?ﬁed$ and$ is$ therefore$ tangible,$ predictable$ and$

developments $ in$ the$ media,$ or$ recently$ visited$ a$ conference,$ one$ cannot$

repairable.$Reduc?on$eradicates $the$feeling$for$the$“human$ dimension”$and$

escape$ the$ numerous$ 2.0$ and$ 3.0$ movements$ that$ try$ to$ answer$ the$

creates$a$distance$between$reason$and$emo?on,$between$thinking$and$doing.

challenges$of$tomorrow.$Many$of$these$movements$look$at$the$split$between$ the$ individual$ on$ the$ one$ hand,$ who$ needs$ space$ to$ work$ on$ a$ socialC interac?ve$rela?onship$with$ himself$ and$ his$or$her$environment,$and$ on$the$ other$hand$the$oppressive$control$and$coordina?on$principles$of$the$exis?ng$ organisa?on$styles.$These$movements$stand$for,$ among$ others,$empowering$

Perhaps$ we$ should$ try$ to$ look$ diﬀerently$ at$ complexity$ and$ approach$ problems$from$the$larger$whole.$Try$to$approach$situa?ons$in$a$nonlinear$and$ asynchronous$ fashion.$ A$ ﬁrst$ step$ would$ be$ to$ see$ the$ whole$ and$ try$ to$ understand$this$by$entering$into$a$dialogue$with$our$environment.$

individuals$ and$ socialising$ the$ organisa?on.$ The$ underlying$ issues$ focus$ on$

This$workbook$will$help$ you$and$ your$ colleagues$to$ discover$ the$strength$ of$

themes$ such$ as$u?lity$ and$ necessity,$ holding$ on$ and$ lejng$ go,$ having$ and$

the$cohesion$of$organising$elements$within$your$organisa?on$and$how$mutual$

gaining$ conﬁdence,$ taking$ or$ assigning$ responsibility,$ control$ and$ chaos,$

rela?onships$have$evolved$over$?me.$It$will$provide$you$with$new$insights$into$

crea?ng$(new)$connec?ons$and$the$role$of$leadership.$

the$workings$of$your$organisa?on$and$will$help$you$to$determine$what$is$right$

Our$era$shows $that$the$world$is$complex,$that$an$organisa?on$is$complex.$An$ organisa?on$is$no$longer$a$dis?nct$en?ty,$but$a$system$of$ people,$resources$ and$ working$ methods,$ with$ proper?es$ that$ cannot$ be$ deduced$ from$ the$ proper?es$ of$ each$ component.$ I$ have$ encountered$ many$ metaphors$in$ the$ form$of$business$models$that$aBempt$to$simplify$this$complexity.$This$is$called$

and/or$ (un)necessary$ for$ the$ next$ step$ towards$your$ organisa?on$ in$ a$ new$ tomorrow.$What$this$future$will$look$like,$no$one$knows,$but$it$is$closer$than$ you$ think.$ In$ the$ next$ chapter$ of$ this$ workbook$ you$ will$ encounter$ a$ perspec?ve$on$the$organisa?on$of$the$future.$This$perspec?ve$is$in$fact$a$point$ of$view$and$serves$as$a$star?ng$point$for$explora?on.$

framing.$Framing$is$a$methodology$in$which$a$number$of$aspects $of$complexity$

The$ remainder$ of$ the$ workbook$ is $of$ a$more$prac?cal$ nature$ and$ contains$

are$ highlighted$ explicitly$ and$ implicitly.$ These$ highlighted$ aspects$ help$ to$

tools$ and$ models$ to$ help$ you$ understand$ the$ current$ complexity$ of$ the$

propagate$a$certain$reading$ or$opinion$of$ the$descrip?on.$This$certainly$ does$

organising$elements$within$your$organisa?on.

not$ have$to$ be$ nega?ve,$ but$ the$effect$ of$ framing,$ or$ simplifica?on$ of$ the$ complexity,$ can$ lead$ to$ a$ oneCsided$ approach$ of$ the$ truth.$ Our$ search$ for$ simple$solu?ons$to$complex$problems$is$due$to$our$inability$to$deal$effec?vely$ with$ complexity.$ It$ is$ a$ property$ of$ the$ human$ mind$ to$ create$ generally$

Sustainable & Valuesbased Organising It$ is$ clear$ that$ current$ economic$ thinking$ has$ reached$ a$ dead$ end.$ The$ old$ economic$

More$and$more$organising$connec?ons$manage$to$interpret$this$with$a$successful$ strategy.$ The$Perspec?ve$below$ provides$a$context$of$ opinions,$beliefs$and$ experiences$that$ could$ help$us$to$understand$this$strategy.$Beware,$The$Perspec?ve$is$not$a$model$ or$ framework,$ but$rather$a$"point$of$view".$A$point$from$which$we$can$understand,$learn$and$develop.$The$ star?ng$point$of$an$explora?on.

paradigm, $ focused$ on$ proﬁt$ maximisa?on,$ growth,$ focus$ on$ shareholder$ interest$ and$ compe??on,$has$ brought$ us$ into$ a$ deep$ crisis. $As$ has$ now$ become$ clear,$holding$ on$ to$ these$paradigms$ doesn’t$ really $help$ to$ get$ us$ out$ of$ this$crisis,$ even$ though$ we$ have$ a$ structurally$sound$and$highly$developed$economy. Holding$on$to$the$old$economic$ paradigms$also$doesn’t$do$jus?ce$to$the$developments$in$ technology,$ the$ rapid$ development$ in$ communica?on$ technology,$ the$ development$ towards$a$knowledge$economy,$the$needs$of$the$new$genera?ons$in$the$labour$market,$the$

Leadership+

Professionals+

demand$ for$ and$ need$ for$ more$ sustainable$ forms$ of$ economic$ development$ and$ the$ increasing$global$ interdependence$ of$ socioCeconomic$ and$ social$ developments.$ All$ these$ developments$lead$to$an$economic$model$ where$op?misa?on$is$the$objec?ve,$coopera?on$ within$standard$network$connec?ons$is$the$norm,$ac?vi?es$are$carried$out$independent$of$ ?me$and$place,$and$value$is$the$target.

Strategy+

Processes+&+ Networks+

Customers+

Within$organisa?ons$the$aim$should$ therefore$not$ be$to$ get$the$old$mechanisms$back $on$ track,$ but$ to$ think $about$ a$ fundamentally$different$ way$of$ dealing$with$ clients,$partners,$ employees,$the$produc?on$process$and$ the$ul?mate$objec?ves$of$ all$these$efforts.$Within$ the$ new$ economy,$ the$ focus$ should$ no$ longer$ be$ on$ organisa?ons$ with$ their$ s?fling$ hierarchies$and$on$powerCbased$ins?tu?ons.$

Resources+

Alliances+

The$founda?on$ lies$in$ a$different$ way$of$ organising,$where$ meaning$is$the$basis$for$ value$ and$where$the$ client$ is$ in$ charge.$ Where$organising$ is$ based$ on$ a$sustainable,$ effec?ve,$ innova?ve$ and$ flexible$ partnership$ which$ is$ based$ on$ the$ selfCorganising$ ability$ of$ professionals$ in$ collabora?on$ with$ all$ stakeholders.$ Where$ people$ work $ together$ on$ a$ shared$interest$(value),$based$on$an$equal,$open,$learning$and$innova?ve$ajtude.

Sustainable+&+ValuesBbased+

Organising+ Enable+People+to+Create+Shared+Values+ ©"Lie&ing"Consul.ng"|"Perspec.ve"Sustainable"&"Values;based"Organising"

The Perspective

Professionals$will$have$the$freedom$to$determine$how$many$resources$are$needed$to$meet$ (market)$demands$and$they$will$ decide$how$many$and$what$(suppor?ng)$services$they $will$

Model,designed,by,Remco,LieMing,and,Jos,Kok

procure.$ Resources$ are$ allocated$ to$ where$ they $are$needed$ (demandCdriven$ alloca?on).$

In$order$to$operate$in$a$dynamic$market,$it$is$important$ that$more$op?ons$are$available$to$

Informa?on$ C$ focused$on$value, $eﬀec?veness$and$ eﬃciency $C$is$ available$everywhere$and$

create$value$ for$ all$ stakeholders.$Not$ a$single$organisa?on$ will$ be$ successful$ in$ the$ new$

accessible.$ Technologies$ that$ oﬀer$ ﬂexible$ collabora?on,$ informa?on$ sharing$ and$

economy$if$the$organisa?on$doesn’t$have$a$considerable$degree$of$manoeuvrability.$Agility$ determines$ success. $Agility$or$ ﬂexibility $is$a$ basic$ requirement$ to$ enable$rapid$ switching$

integra?on$opportuni?es$will$increasingly$be$used$to$facilitate$the$capacity$to$absorb$and$to$ share$power$with$respect$to$knowledge.

from$one$winning$strategy$to$another$and$to$implement$it.$$

The Client directs

Strategic Transparency

Virtualisa?on$of$economic$life$leads$to$clients$being$increasingly$in$the$lead$of$the$design$of$

Determining$ a$ strategy$ is$ a$ con?nuous$ process$ that$ will$ require$ close$ involvement$ of$

the$produc?on$process.$The$client$organises,$directs$and$formulates$his$own$opinion$about$

internal$and$external$stakeholders.$The$degree$of$this$strategic$transparency$inﬂuences$the$

the$quality$of$the$rela?onship,$the$added$value,$the$product$and/or$service.$The$client$looks$

focus$of$all$components$of$the$system$in$order$to$work$towards$a$common$goal.$Important$ themes$ in$ this$ process$ are$ the$ direc?on$ from$which$ the$strategy$ process$ is$ constructed$

for$transparency,$speed,$convenience$and,$where$possible$and$necessary, $demands$(early)$ par?cipa?on$(coCcrea?on)$in$the$realisa?on$of$the$solu?on$to$his$needs.

(horizontal$ vs.$ver?cal),$the$ topicality$and$ quality$ of$ the$ underlying$ data,$ the$manner$ in$

The$ structure$ and$ organisa?on$ of$ ac?vi?es,$ processes,$ systems$ and$ networks$ are$

which$responsibili?es$and$decisions$are$taken$(in$a$?mely$manner)$and$ the$ability$to$ learn$

determined$ on$ the$ basis$ of$ ques?ons$ and$ needs$ of$ these$ (poten?al)$ clients.$ The$ client$

and$react$rapidly.

ul?mately $dictates$ the$ process,$ and$ procedures$ are$ at$ the$ service$ of$ the$ client.$ In$ this$

The$strategy $process$also$encourages$a$culture$where$innova?ve$ideas$are$transformed$into$ new$ ways$ of$ thinking$ and$ working$ to$ promote$ learning,$ innova?on$ and$ organisa?onal$

context,$organising$means$giving$control$back$to$the$client,$so$that$the$client$can$decide$for$ himself$what$is$right$for$him/her.$

development.$It$ links$the$development$ of$people,$products$and$services$to$the$mission$of$

There$is$s?ll$ room$ for$ a$good$ process$ design, $except$ that$ it$ is$no$ longer$ conﬁned$ to$ the$

the$organising$connec?on.

physical$ boundaries$ of$ an$ organisa?on. $ Processes$ will$ intersect$ with$ organisa?onal$

From having to using

connec?ons$ and$ will$ increasingly$ acquire$ the$ character$ of$ network $ connec?ons.$ The$

An$ increasing$ number$ of$ (casual)$ coali?ons$ will$ be$ created$ that$ manage$ to$ realise$ a$ speciﬁcally $deﬁned$goal,$a>er$which$they$will$have$liBle$or$no$right$to$exist.$In$other$words,$ with$this$philosophy$it$is$no$longer$a$maBer$of$“having”$resources,$but$of$“using”$resources.$ This$means$that$ in$the$new$economy,$the$outsourcing$trend$ will$ con?nue$and$is$likely$to$ increase.

underlying$ processes$ are$ (fully)$ integrated$ and$ connected$ in$ the$ environment. $ It$ is$ an$ organic$ rela?onship$ of$ force$ ﬁelds,$ where$ there$ is$ a$ permanent$ interac?on$ between$ all$ stakeholders.$People$create$value$together,$permanently $or$ incidentally,$taking$advantage$ of$value$networks.$Par?cipa?on$is$realised$in$a$fully$open$process$in$real$?me. As$ a$tool$for$ this,$work $ﬂow$management$will$ be$experiencing$strong$growth.$On$ the$one$ hand$this$facilitates$rela?vely $easy$connec?ng$with$partners$in$a$process,$and$it$ also$makes$ an$important$contribu?on$to$selfCdirec?on$of$employees.$

The Client directs

Change is a constant Processes$are$evaluated$on$the$basis$of$the$contribu?on$they$make$to$the$whole$and$one$is$

The, “Broodfonds”, (Bread$ Fund)$ is$ a$ disability$ insurance$ provision$ for$

able$ to$ fundamentally$ and$ radically$ modify$ processes$ in$ order$ to$ generate$ signiﬁcant$

independent$ entrepreneurs.$ The$ “Broodfonds”$ acts$ like$ a$ “gi>$ circle”.$ If$

improvements.$Learning$and$ developing$is$no$ longer$ a$ requirement,$but$ an$ eﬀect$ of$ the$

someone$ is$ ill,$ an$ amount$ is$ donated$ by$ all$ par?cipants.$ This$ amount$ is$

manner$in$which$the$network$is$successful.$Through$coClearning$and$coCcrea?on$one$learns$

intended$ to$cover$basic$living$expenses,$a$basic$provision.$$The$par?cipants$

quickly $and$eﬀec?vely$from,$with$and$in$prac?ce.$The$validity$of$assump?ons$and$methods$

are$responsible$for$its$implementa?on.$Number$of$ groups:$35$Forma?on$ in$ progress:$ 20$ Total$ number$ of$ par?cipants:$ 999$ Average$ number$ of$

becomes$a$subject$of$discussion$because$of$con?nuous$experimenta?on,$which$also$places$ the$focus$on$developing$things$that$work$and$contribute$to$the$desired$eﬀect.$

par?cipants$per$ group:$28.5$ Number$ of$loca?ons:$19$Sick:$In$the$month$ of$

Together with others

April$2013$there$were$14$sick$par?cipants$in$14$groups.$$

Innova?ons$are$ the$result$ of$ collabora?on$ with$ others.$Internal$ and$ external$ sources$ are$

[source:$www.broodfonds.nl]

combined$ for$ both$ the$ development$ and$ the$ market$ launch$ of$ new$ technologies$ and$

“Noordenwind”,(North$ wind)$is$an$associa?on$for$ the$collec?ve$ownership$

products.

of$ wind$ turbines$in$ the$northern$ Netherlands.$Its$ objec?ve$is$to$ place$and$

New leadership

operate$wind$turbines$and$other$devices$to$generate$renewable$energy$and$

Leadership$ inspires$ and$ creates$ a$ culture$ of$ ownership,$ par?cipa?on,$ accountability,$

to$promote$and$s?mulate$renewable$energy,$where$possible.$Noordenwind$

professionalism$ and$ it$ ac?vates$ selfCdirec?on,$ either$ among$ professionals,$ or$ by$

combines$ the$ strengths$ of$ac?ve$ people$who$ want$ to$contribute$ to$ clean$

professionals$ in$ collabora?on$ with$ clients,$ alliances$ and$ other$ stakeholders.$ Leadership$

energy,$ but$ who$ do$ not$ have$ the$ opportunity$ to$ own$ their$ own$ wind$

does$ not$ refer$ to$ a$ posi?on$ or$ a$ role,$ but$ to$ how$ behaviour$ is$ tuned$ (collec?vely)$ and$

turbine.$$

focused$on$crea?ng$an$eﬀec?ve$and$sustainable$capacity$to$organise.

[source:$www.noordenwind.org]

We$will$have$to$realise$that$leadership$is$increasingly$interpreted$in$virtual$space, $and$that’s$

“Buurtzorg,Nederland”,(Neighbourhood$ Care$Netherlands)$is$an$innova?ve$

not$ easy.$ Many$ leaders$ have$ developed$ during$ a$ ?me$ when$ leadership$ was$ based$ on$

concept$ for$ nursing$ care$ at$ home.$The$ capacity$ to$ resolve$ issues$ and$ the$

physical$ presence.$ In$ the$ new$ economy, $ where$ ac?vi?es$ are$ becoming $ less$ and$ less$

professionalism$ of$ employees$ is$ fully$ exploited$ by$ allowing$ small$

aBached$to$?me$and$place, $leadership$will$also$become$decreasingly$?ed$to$?me$and$place.$

autonomous$ Neighbourhood$ Care$ Teams$ of$ nurses$ and$ caregivers$ to$

In$ addi?on,$work$will$ increasingly$be$ carried$ out$ in$ temporary$(net)working$groups. $This$

provide$health$care.$These$Neighbourhood$ Care$Teams$are$supported$ by$a$

means$ that$ leaders$ will$ need$ to$ become$ proﬁcient$ in$ the$ use$ of$ advanced$ informa?on$

na?onal$ organisa?on.$ The$ teams$ use$ modern$ ICT$ applica?ons$ that$ allow$

technology$in$order$to$eﬀec?vely$guide$work$processes.

administra?ve,$management$and$overhead$costs$to$be$kept$to$a$minimum.$ [source:$www.buurtzorgnederland.com]

Without$physically $control,$it$becomes$even$more$important$to$focus$on$values,$beliefs$and$

be$ key$ words.$ Achieved$ results$ (output)$ of$ partCschemes$ will$ therefore$ be$ of$ minor$

the$ability $to$lead$staﬀ,$however$they$may $be$organised, $in$order$to$achieve$the$objec?ves,$

importance. $Some$degree$of$control$will$con?nue$to$be$necessary,$but$too$much$ will$ lead$

and$to$connect$individual$mo?ves$to$collec?ve$mo?ves.

to$ unnecessary$and$undesirable$overreac?ons.$Ul?mately$it’s$about$ the$impact$(outcome)$

Focus on impact Proﬁt$ maximisa?on$ is$ no$ longer$the$ul?mate$goal. $It$ will$be$a$truly$balanced$ approach$by$ the$diﬀerent$ stakeholders,$where$op?misa?on,$transparency$and$social$ accountability$will$

created$ collec?vely.$ The$ major$ challenge$ in$ the$ near$ future$ will$ be$ how$ to$ work$ con?nuously$ to$ obtain$ a$ dynamic$ balance$ between$ the$ ﬁnancial$ capital,$ social$ capital$ (available$ resources$ to$ connect$ with$ each$ other),$ mental$ capital$ (the$ ability$to$ act)$ and$ collec?ve$capital$(the$collec?ve$intelligence$of$the$system).

That’s how we see it! Flexibility$is$a$basic$ requirement$to$enable$rapid$ switching$from$one$winning$strategy$ to$another$and$to$implement$it.

Leadership$inspires$and$ creates$a$culture$of$ownership,$ par?cipa?on,$accountability,$ professionalism$and$it$ac?vates$selfC direc?on,$either$among$professionals,$ or$by$professionals$in$collabora?on$ with$clients,$alliances$and$other$ stakeholders.$

Professionals$will$have$the$ freedom$to$determine$how$many$ resources$are$needed$to$meet$ (market)$demands$and$they$will$decide$ how$many$and$what$(suppor?ng)$ services$they$will$procure.$

Processes$intersect$ with$organisa?onal$ connec?ons$and$have$the$ character$of$network$ connec?ons.$

Determining$this$strategy$is$ a$con?nuous$process$that$will$ require$close$involvement$of$internal$ and$external$stakeholders.$ Leadership+

The$strategy$process$also$ encourages$a$culture$where$ innova?ve$ideas$are$transformed$into$ new$ways$of$thinking$and$ working.$

Strategy+

Professionals+

Processes+&+ Networks+

Resources+

Customers+

Alliances+

The$client$ ul?mately$dictates$the $ process,$and$procedures$ are$at$the$service$of$ the$client.$

Sustainable+&+ValuesBbased+

Organising+ Enable+People+to+Create+Shared+Values+ ©"Lie&ing"Consul.ng"|"Perspec.ve"Sustainable"&"Values;based"Organising"

(Casual)$coali?ons$will$be$created$ that$manage$to$realise$a$speciﬁcally$ deﬁned$goal.$In$other$words,$we$no$ longer$talk$of$“having”$resources,$but$ of$“using”$resources.$

The$structure$and$ organisa?on$of$ac?vi?es,$ processes,$systems$and$networks$ are$determined$on$the$basis$of$ ques?ons$and$needs$of$ (poten?al)$clients.$

Processes$are$evaluated$on$ the$basis$of$the$contribu?on$they$ make$to$the$whole$and$one$is$able$to$ fundamentally$and$radically$modify$ processes$in$order$to$generate$ signiﬁcant$improvements.$

What are your thoughts about this?

Leadership+

Strategy+

Professionals+

Processes+&+ Networks+

Resources+

Customers+

Alliances+

Sustainable+&+ValuesBbased+

Organising+ Enable+People+to+Create+Shared+Values+ ÂŠ"Lie&ing"Consul.ng"|"Perspec.ve"Sustainable"&"Values;based"Organising"

Focus Consistency Connection Reflection Challenge 12

There is another way The$world$is$moving$fast$ and$everything$can$be$diﬀerent$ tomorrow,$that’s$a$ fact.$Therefore$it’s$important$to$ start$ designing$a$form$of$organisa?on$that$ can$ deal$ with$ this.$ Old$ methods,$ encased$ in$ tradi?onal$ management$ systems$ with$ procedures$ and$ instruc?ons,$ o>en$ prevent$ this.$ Yet$ some?mes$ we$ simply$ cannot$ change$ this.$ Laws$ and$ regula?ons$ are,$ for$ example,$an$ important$ driver$ to$ describe$ things$ to$ten$decimal$places$and$ to$inspect$and,$if$necessary,$punish$devia?ons.$ The$ strength$ of$ a$ management$ system$ is$ the$ desire$ for$ con?nuity$ and$ perfec?on;$ to$ work$towards$ quality$ in$ a$thoughtul$ way.$ However,$this$ is$ also$ its$ biggest$ pitall.$ If$ it$ tries$ too$ hard,$ it$ may$ be$ genera?ng$ mostly$ bureaucracy$ and$ frustra?on.$ One$ thing$ that$ a$ system$ does$ not$ allow,$ is$ reframing.$ Each$ system$ is$ based$ on$ fundamental$ principles,$rules$ of$ play,$ which$ are$ not$ nego?able.$ Lejng$ go$ of$ old$ systems$ begins$ with$ the$ admission$ of$ new$ energy:$ energy$ from$ outside,$ energy$ from$ forward,$ energy$from$valua?on,$energy$from$passion.$This$can$ be$organised,$but$not$ by$means$of$processes$and$instruc?ons. We$must$ teach$ the$organisa?on$ to$ once$again$ become$aware:$ to$learn$ to$ look$at$ its$own$ ac?ons$and$to$learn$to$ make$ them$discussable.$As$a$result$ we$ improve$ the$quality$of$ organisa?onal$ and$ development$capacity$of$ the$ organisa?on$ and$ we$ create$ an$ environment$ where$ we$ can$ be$ ﬂexible$ in$ dealing$with$the$challenges$of$tomorrow. The$following$pages$in$this$workbook$will$help$you$on$your$way.$Let’s$play.

In$ the$ ﬁrst$ chapter,$ “Discovery $ and$

They$ help$ to$ indicate$ the$ degree$ of$

In$ the$ second$ chapter,$“Understanding$

In$ the$ third$ chapter,$ “Let’s$ Get$ To$

Deepening”, $you$ will$ be$ introduced$ to$

cohesion$ and$ you$ will$ discover$ the$

a n d$ P o s i ? o n i n g ” ,$ a > e r$ a$ b r i e f$

Work”,$I’m$providing$more$detail$ about$

four$ paradigms.$ These$ models$ can$ be$

"ﬂow"$ that$ runs$ through$ all$ connecC

explana?on$ you$Levels1of1action will$ ﬁnd$ a$ ﬁ>h$

dynamic$planning$and$introduce$you$to$

used,$ alone$ or$ combined, $ in$ strategic$

?ons.$

Reacting Anticipation paradigm$ that$ gives$ more$Reframing insight$Redesigning into$

“Rhizoming”:$the$discovery $and$dissemiC

team$ mee?ngs$ where$ a$ wide$ view$ of$

the$ reasons$ for$ the$ imbalance$ within$

na?on$ of$ new$ and$ renewed$ forms$ of$

t h e$ o r g a n i s i n g$ c a p a c i t y$ o f$ t h e$

your$organisa?on.$

organising$within$your$organisa?on.

Approach

Dimension Central1Triad Focus Characterisation Tone1of1Voice

Tone1of1Attitude

Learning1level Errors? Central1Learning1Question

organisa?on$is$desired.

ReActing

ReThinking

Theory*A*Results*Driven

Heuristics*A*EffectADriven

Fragile Fragile Robust Activity Process Structure PlanADoACheckACorrect PlanADoACheckAAct PlanADoAStudy React*on*the*basis*of*existing* Identifying*and*extrapolating* Investigate*whether*the* routines,*standards*and* patterns*and*trends*from*the* assumptions*underlying*the* guidelines. past*to*the*future methods*are*still*valid

Antifragile System PlanADoAStudyAAdapt Watching*the*system*that* the*problems*and*solutions* are*part*of

Ignore,*flight*or*fight

Intervention*to*prevent* recurrence

Reflecting*on*mental*models Continuously*redesigning* work*structures,*processes* and*organisational*culture DoubleAloop*learning Deutero*Learning Error*=*opportunity Error*=*correct Why*and*When? How*else?

Conditioning Error*=*bad Who*and*What?

SingleAloop*learning Error*=*information Where*and*When?

Rigid Routine

Planned Mechanistic

Flexible Systemic

Dynamic Organic

Frugal SupplyAoriented Objectives Rules

Suitability QuestionAorientated Indicators Standards

Effectiveness ClientAorientated Results Principles

Relevance ValueAorientated Dynamic*objectives Virtues

Department Subcontractor Effort

Team Supply*Chain Result

Network Partner Outcome

Mesh Alliance Effect

Instruction Commitment Receiving Training

Managing Performance Sending Training

Directing Functioning Sharing Learning

SelfAdirection Develop CoAcreate Grow

Characterization*of*actions What1is1our1basic1attitude? How1do1we1work? What1do1we1think1is1important? Where1is1our1focus? Where1are1we1headed? How1do1we1regulate1work? How1are1we1organised? How1do1we1relate1to1others? What1do1we1vallue? What’s1guiding1us? What1are1our1responsibilities? How1do1we1deal1with1information? How1do1we1view1development? How1do1we1reflect?

Research

Discussion

Dialogue

Connect

Typical*instruments Instruments

The Eye of the Master© p. 31 synergy'

Activity*Based*Costing Time*Management Management*By*Objectives

ValueABased*Management Process*Management Balanced*Scorecard

Rolling*forecast Operational*Excellence OneAPageAStrategy

Control Decision*Rules Quality*Control Performance*Benchmarking Performance*Appraisal Marketing Bossing

Audit Root*cause*analysis Quality*Management Process*Benchmarking Performance*Management Satisfaction*Management Managing

Appreciative*Assessments Risk*Management Business*Excellence Strategic*Benchmarking Competence*Management Loyalty*Management Coaching*&*Intervision

De 4 compositions p. 52

Beyond*budgeting Business*ReAengineering Continuous*Strategy* Development Open*Dialoque Scenario*Planning Social*Excellence Open*Innovation Talent*Management Relationship*Management Leading*&*SelfAManagement

Dynamic Planning p. 59

Questionnaire#Organising#Efficiency Evaluation#of#our#actions It#is#clear#to#us#where#the#organisation#is#headed. We#have#confidence#in#the#chosen#direction. It#is#clear#to#us#how#we#can#contribute#to#this. Our#proposed#actions#constitute#a#logical#and#understandable#whole. We#regularly#tailor#our#activities#to#our#expectations,#and#vice#versa. We#are#able#to#respond#to#(new)#developments#quickly#and#adequately. We#receive#good#support#from#other#teams. We#provide#good#support#to#other#teams. We#have#an#equivalent#(cooperative)#relationship#with#all#our#stakeholders.

Limit:(-me(for( structural(solu-ons(

Patchwork Unravelled p. 15

complaints(

We#request#and#receive#continuous#feedback#on#our#performance. We#give#each#other#highAquality#feedback. We#regularly#use#feedback#to#reflect#on#our#assumptions. We#create#sufficient#challenges#to#help#our#(personal)#development. We#take#enough#freedom#and#time#to#learn#and#develop.

Totally*disagree Totally*disagree Totally*disagree Totally*disagree

Disagree Disagree Disagree Disagree

Agree Agree Agree Agree

Quite*agree Quite*agree Quite*agree Quite*agree

Totally*disagree Totally*disagree Totally*disagree Totally*disagree Totally*disagree

Disagree Disagree Disagree Disagree Disagree

Agree Agree Agree Agree Agree

Quite*agree Quite*agree Quite*agree Quite*agree Quite*agree

Totally*disagree

Disagree

Agree Agree

Quite*agree Quite*agree

Agree Agree Agree Agree

Quite*agree Quite*agree Quite*agree Quite*agree

Totally*disagree Disagree Copyright*2012,*Liefting*Consulting Totally*disagree Disagree

There#is#a#clear#balance#between#appreciation,#performance#and#development.

Totally*disagree Totally*disagree Totally*disagree

Disagree Disagree Disagree

Characterization#of#our#actions

B3(

o( s(

quality(

orders(

Limit:(-me(and( capacity(to(work(

What#is#our#basic#attitude? How#do#we#work? What#do#we#think#is#important? Where#is#our#focus? Where#are#we#headed? How#do#we#position#ourselves? How#do#we#relate#to#others? What#do#we#vallue? What’s#guiding#us? What#are#our#responsibilities? How#do#we#deal#with#information? How#do#we#view#development? How#do#we#reflect?

adver-sement(

R1(

share(trained(( personnel(

B1(

produc-on(

turnover(

new( staﬀ(

How#conscious#are#my#actions?

How#conscious#are#the#actions#of#my#team/department?

How#conscious#can#we#act#within#our#organisation?

How#do#managers#encourage#us?

B2( s(

workload(

Planned Mechanistic

Flexible Systemic

Dynamic Organic

Frugal SupplyHoriented Objectives Department Subcontractor

Suitability QuestionHorientated Indicators Team Supply*Chain

Effectiveness ClientHorientated Results Network Partner

Relevance ValueHorientated Dynamic*objectives Mesh Alliance

Effort Instruction

Result Managing

Outcome Directing

Effect SelfHdirection

Commitment Receiving Training Research

Performance Sending Training Discussion

Functioning Sharing Learning Dialogue

Develop CoHcreate Grow Connect

Awareness#of#our#actions

s( o(

Rigid Routine

I*make*quick* I*am*able*to*set*aside* I*am*able*to* decisions*based*on*my* my*primary*reaction*and* empathetically*listen*to* current*experiences*and* to*delve*into*the* others*and,*in*dialogue,* insights. information. to*consider*the*situation* from*the*perspective*of* others. We*are*tenacious*and* We*are*able*to*enter* We*are*able*to*enter* therefore*not*open*to* into*a*debate*with*each* into*a*dialogue*with*each* new*insights. other*in*order*to*openly* other*in*order*to* discuss*everyone's* consider*the*situation*in* viewpoint. its*entirety. The*organisation* The*organisation*is* The*organisation*is* holds*on*to*its*current* capable*of*allowing* able*to*take*on*the* way*of*working. decisionHmaking*at*the* challenge*with*internal* appropriate*level. and*external* stakeholders. ☐*Management* reinforces*the* hierarchical*style*of* control*and* accountability.

I*have*the*capacity*to* let*go*of*the*past*and*to* act*in*the*here*and*now.

We*are*able*to*make* room*for*each*other*in* order*to*let*go*of*the*past* and*to*connect*with* things*to*come. The*organisation*is* able*to*let*go*of* hierarchical*thinking*and* to*allow*room*for*selfH management*and*selfH organisation. ☐*Management*allows* ☐ Management* ☐*Management* room*for*using*regulation* encourages*directional* stimulates*the*release*of* and*competition*as*a* control*to*take*on*the* vertical*coordination*and* coordination*mechanism. challenge*together*with* allows*room*for*the* the*stakeholders. development*of* equivalent*relations*with* all*stakeholders.

Examples#of#our#actions

ou:low( professionals(

Systems thinking & doing p. 41

Organising Efficiency p. 57 Copyright*2012,*Liefting*Consulting

Rhizoming p. 67

The$doCitCyourself$pages,$star?ng$at$page$73,$can$be$used$to$visualise$your$brain$work.$The$

INK-EFQM Navigationmap p. 19

workbook$also$contains$a$number$of$Internet$references$for$downloading$other$items.

DISCOVERING D E E P E N I N G

THE PATCHWORK UNRAVELLED A$special$trait

Step%1: Discovering%quirks

A colourful patchwork

Symbiosis:,Management$tools$ maintain$ each$other$ because$ they$need$each$ other$

Can$you$recall$why$things$are$done$the$way$they$are$done$within$your$organisa?on?$

Collusion:,The$secret,$decep?ve$understanding.$Management$tools$work $with$each$

Can$you$s?ll$see$the$cohesion?$

to$survive. other$in$such$an$obscure$fashion,$that$they $impercep?bly $work$to$the$disadvantage$ of$other$tools.

In$ prac?ce,$the$ lack$of$ cohesion$ within$ organisa?ons$can$ create$strange$ and$ some?mes$

Muta1on:,Changing$the$original$character$of$a$system$or$a$tool.

frustra?ng$situa?ons.$We$talk$about$developing$competencies$of$employees$and$then$only$

Stacking:,The$ use$of$ a$variety$of$management$ tools$leads$to$ divergent,$separated$

evaluate$on$the$basis$of$sales$ﬁgures.$We$create$annual$plans$and$ ac?vity$plans,$but$they$

eﬀects.

are$not$?ed$to$budgets.$We’re$passionate$about$ interes?ng$improvement$projects,$but$we$ have$forgoBen$what$they$were$supposed$to$contribute$to$the$ambi?on$of$the$organisa?on.$

Wear, and, tear:, The$ eﬀect$ of$ a$ management$ tool$ decreases$ because$ it$ doesn’t$ receive$aBen?on$(anymore)$for$its$maintenance.

In$my$role$as$Lead$Assessor$for$the$EFQM$I$rarely$encounter$an$integral$and$coherent$story,$

Contradic1ons:,The$approaches$in$ the$management$ system$work$in$ such$opposite$

but$ usually$ a$ colourful$ patchwork$ of$ approaches,$tools,$(unwriBen)$rules,$processes$ and$

direc?ons,$that$they$cause$substan?al$contradic?ons.

documents.$This$quilt$of$“management$tools”$does$not$always$provide$the$required$energy$

Façade:,Outward$appearance.$A$management$tool$or$even$a$complete$management$

that$we$need$for$purposeful$development.$

system$is$used$for$the$beneﬁt$of$improper$purposes.$

Synergy$is$what$we’re$looking$for.$By $properly$designing$the$system$of$management$tools,$ it$ can$ contribute$ to$ the$ development$ of$ the$organisa?on$ and$ its$ people.$With$ synergy$I$ mean$the$degree$of$cohesion$leading$to$emergent$eﬀects$that$are$greater$than$the$sum$of$ the$eﬀects$that$each$of$the$individual$tools$could$achieve$on$its$own.$To$clarify,$I$don’t$see$ synergy $as$the$crea?on$of$unity$and$uniformity. $It$ is$especially$the$apparent$ imperfec?on$

Synergy$can$be$caused$by $a$form$of$symbiosis$in$which$ all$tools$beneﬁt$and$s?mulate$one$ another.$This$is$viewed$ from$a$biological$ perspec?ve$on$mutualism.$Developments$ merge$ and$ reinforce$ each$ other.$ An$ example$ of$ this$ is$ a$ suppor?ve$ MD$

that$ leads$ to$ development.$ Some$ systems$ may$ in$ fact$ beneﬁt$ from$ randomness$ and$

programme$that$ is$designed$around$ an$organisa?onal$ development$

disorder,$ allowing$ us$ to$ deal$ with$ the$ unknown.$ They$may$ even$ beneﬁt$ (unexpectedly)$

project. $ Commensalism$ and$ parasi?sm$ also$ occur$ as$ symbio?c$

from$this. $Or,$as$my$esteemed$colleague$and$academy$builder$ Cees$Hoogendijk$remarked:$

eﬀects$in$a$management$ system,$but$in$prac?ce$they $have$a$rather$

“A$disjointed$management$system$is$a$pleonasm$that$we$should$especially$cherish.”

neutral$ or$ even$ a$ nega?ve$ eﬀect.$ Commensalism$ is$ a$ type$ of$

In$the$course$of$?me$I$was$able$to$discern$several$nega?ve$eﬀects$that$occur$in$a$disjointed$ management$ system.$ Perhaps$ you$ recognise$ some$ of$ these$ oddi?es$ within$ your$ own$ organisa?on.

symbiosis'

symbiosis$ where$ one$ tool$ beneﬁts$ from$ another, $while$ the$ other$ experiences$no$advantage$or$disadvantage.$

With$parasi?sm, $one$tool$takes$advantage$at$the$expense$of$the$other.$A$good$ example$of$

Wear$ and$ tear$ occurs$ when$ compa?ble$ tools$ are$ not$ being$

parasi?sm$is$the$eﬀect$of$external$accountability$on$the$internal$planning$and$control$cycle.

connected$and$do$not$par?cipate$in$each$other's$development$and/ or$ they$are$poorly$maintained.$Organisa?ons$which$work$with,$for$

The$eﬀect$of$ collusion$ is$usually$recognisable$ in$ the$long$ term.$ As$ tools$ evolve,$ ques?ons$ emerge$ that$ were$ not$ foreseen$ or$ preventable$ beforehand.$ For$ example,$ the$ impact$ of$ further$ regula?on$ and$ increasing$ pressure$ on$ accountability,$in$conjunc?on$with$the$introduc?on$of$e.g.$

collusion(

example,$ a$ separated$ system$ of$ performance$ appraisals$ and$

wear%and%tear%

Personal$ Development$ Consulta?ons,$ no?ce$ that$ both$ tools$ lose$ their$ eﬀect. $A>er$ all,$entering$into$agreements$with$ each$ other$ cannot$ be$separated$ from$ discussing$ development.$ Another$ example$ is$ the$ wellCknown$ (internal)$ audit.$ What$ ques?ons$does$the$auditor$ask$you?$Are$they$(s?ll)$relevant$to$you?

Alterna?ve$ Working$ Prac?ces$ or$ selfCmanagement,$ will$ create$unprecedented$tension$on$many$fronts.

The$ crea?on$ of$ contradic?ons$ is$ the$ most$ frustra?ng$ eﬀect$ that$ employees$ experience$ when$two$management$approaches$intersect.$A$

Change$can$ turn$ out$ to$be$posi?ve$or$ nega?ve. $A$posi?ve$change$is,$for$

good$ example$ is$ the$ use$ of$ selfCmanagement$

example,$ the$ transforma?on$ of$ the$ tradi?onal$ sejng$ of$ learning$

(selfCorganisa?on)$as$a$management$principle$in$

processes$ to$ a$ more$ academically$ orientated$ approach. $ A$ nega?ve$ change,$ which$ is$ o>en$ based$ on$ wear$ and$ tear,$ is$ more$ common.$ A$

muta%on(

compelling$example$is$performance$management$ that$can$ul?mately$lead$ to$an$undesirable$bonus$culture.

addi?on$to$the$principle$of$?mekeeping.$On$the$one$hand,$the$organisa?on$gives$the$signal$ that$ employees$ are$ mature$ and$ responsible$ enough$ to$ organise$ their$ work$as$ they$ like,$ while$on$the$other$hand$they$control$?me$management$and$don’t$or$hardly$focus$on$output.$ Let$alone$the$outcome.

An$ organisa?on$will$ begin$to$stack $as$soon$ as$the$various$

Façades$ can$ occur$ anywhere.$ This$ is$ when$ tools$ or$ systems$ are$

management$ tools$ are$ no$longer$ interconnected.$ A$ good$

(consciously$ or$ unconsciously)$ used$ inappropriately $ for$ other$

example$is$the$use$of$client$surveys,$employee$surveys$and$

purposes.$ $ For$ example,$ if$ an$ organisa?on$ controls$ budgets$ and$

(internal)$ audits,$ each$ with$ its$ own$ improvement$

stacking)

contradic)ons+

programme. $On$the$work$ﬂoor,$?me$and$?me$again$one$is$ confronted$ with$ “loose”$ improvement$ ac?ons$ that$ are$ unrelated$to$each$other.

performance,$unwanted$ forces$will$ arise.$ If$budgets$ are$determined$

façade&

on$the$basis$of$expected$input$and$output,$then$performance$will$not$ exceed$ the$ established$ expecta?ons.$ A>er$ all,$ managers$ know$ that$

this$ has$ an$ impact$ on$ next$ year’s$ budget.$ Façades$ are$ also$ evident, $for$ example,$ when$ making$annual$ plans.$ The$way$ in$ which$ this$ happens$ in$ many$organisa?ons,$is$ more$ like$ performing$a$ritual,$ceremonial$dance.$Indeed,$it$is$the$o>en$separately$designed$round$of$ budget$talks$that$determines$the$con?nuity$of$a$department.

Examples from my organisation:

faรงade&

synergy'

symbiosis'

collusion(

muta%on(

wear%and%tear%

stacking)

contradic)ons+

INK-EFQM Management Framework Framework$for$connections

Step%2: Identifying%the%relationships

INK/EFQM $is$not$a$model.$It’s$a$way$of$thinking $and$working.$The$winners$of$the$awards$and$ prizes$will$tell$you$ that$they$have$been$dealing $intensively $with$understanding$and$developing$the$quality$of$the$connec?ons$within$ the$organisa?on, $with$other$ organisa?ons$and$with$their$clients,$and$that$this$trip,$because$that’s$what$it$is,$is$a$ unique$learning$experience$for$the$organisa?on$as$well$as$for$ the$people$who$have$been$closely $involved$with$it.$ It’s$a$road$of$trial$and$error, $of$understanding$and$(re)considera?on.$It$o>en$starts$innocently$enough$with$a$selfC evalua?on$or$ posi?onCﬁnding.$And$then$ the$ideas$grab$you.$They $ask$ques?ons$that$maBer.$They $reﬂect$ on$ the$ assump?ons$you$make$and$force$you$to$think$about$the$essence$of$organising.$

People

People Results

Leadership

What$is$the$true$added$value$of$the$organisa?on$for$the$ client$and$how$do$you$expect$to$achieve$this?$ How$successful$is$your$organisa?on$actually,$in$crea?ng$ a$balance$between$the$strategic$objec?ves$of$the$ organisa?on$and$the$personal$expecta?ons$and$ ambi?ons$of$the$employees?$ Do$your$leaders,$managers,$employees$and$partners$

Customer Results Strategy

have$the$ability$to$respond$to$the$environment$and$do$ they$know$how$to$recognise$and$hold$on$to$success?$ How$do$you$improve$and$work$with$your$rela?onships?$ Do$you$develop$networks$of$stakeholders$and$involve$

Processes, Products & Services Partnerships & Resources

Key Business Results Society Results

them$as$a$poten?al$source$of$crea?vity$and$innova?on?$ Do$you$take$responsibility$for$a$sustainable$future?$ And$how$do$you$conduct$and$maintain$a$dialogue$with$ all$stakeholders?

Learning and Innovation The$INK/EFQM$body$of$thought$is$as$wide$and$deep$as$you$will$allow.$The$wellCknown$framework,$the$model,$is$the$representa?on$of$the$body$of$thought$and$everyone$takes$whatever$they$ see$in$it.$The$INK/EFQM$model$ is$composed$of$ten$areas$of$interest,$related$to$five$organisa?onal$areas$and$four$result$areas.$Rela?ve$to$each$other$they$provide$a$picture$of$the$current$or$ desired$state$of$affairs$of$ an$organisa?on$(or$department).$The$result$ areas$serve$to$systema?cally$map$ the$performance$of$an$ organisa?on.$The$organisa?onal$areas$illustrate$the$desired$ results$and$how$the$organisa?on$will$and$can$achieve$them.$The$tenth$area$of$interest$is$about$improvement$and$ innova?on.$This$especially$clarifies$what$the$development$ capacity $is. $The$ lines$between$the$areas$indicate$the$connec?ons$and$the$dynamics$between$the$areas$and$are$central$in$this$workbook.

The INK/EFQM Model How$does$the$organisa?on$ manage$the$dialogue$with$all$ stakeholders$in$order$to$ translate$the$external$and$ internal$opportuni?es$and$ challenges$into$a$shared$and$ inspiring$vision$and$mission$ statement?$ How$does$the$organisa?on$ develop$an$appropriate$ management$system$that$is$ aligned$with$the$vision,$ mission,$values$and$ambi?ons? How$does$the$leadership$stay$ personally$involved$and$know$ how$to$inspire$and$mo?vate$ staﬀ,$(chain)$partners$and$ suppliers?

How$does$the$organisa?on$ manage$and$respect$staﬀ$in$ line$with$the$strategic$and$ policy$objec?ves?

How$does$the$organisa?on$ iden?fy$and$develop$eﬀec?ve$ primary,$suppor?ng$and$ management$processes$in$ order$to$realise$the$set$

Who$do$you$consider$your$ employees$and$what$do$they$ actually$think?$When$are$we$ successful$for$each$other?

objec?ves? How$does$the$organisa?on$ translate,$based$on$internal$ and$external$informa?on,$the$ mission$statement$into$a$clear$ strategy$and$policy$with$clear$ plans?

How$does$the$organisa?on$ ensure$that$the$processes$are$ carried$out$eﬀec?vely$and$that$ staﬀ$are$deployed$on$their$ competencies?

Who$are$the$clients$and$ (chain)$partners$and$what$do$ they$expect?$Where$should$ we$be$headed$in$order$to$ realise$these$expecta?ons$and$

Who$are$the$directors$and$ ﬁnanciers?$What$do$they$ consider$to$be$cri?cal$to$the$ con?nuity$of$the$organisa?on?$ In$what$areas$should$the$ organisa?on$be$accountable?

when$are$we$successful?

How$does$the$organisa?on$ ensure$that$the$eﬀec?veness$of$ all$processes$are$con?nuously$ evaluated$and$improved? How$does$the$organisa?on$ ensure$that$the$necessary$ resources$are$available$for$ business$opera?ons?

The offical name of the EFQM model in Dutch is the INK Model. Promoted by the Instituut Nederlandse Kwaliteit (INK).

How$does$the$organisa?on$see$ the$society?$What$is$the$ organisa?on's$responsibility$ and$to$whom$or$what$is$it$ accountable?

How$does$the$organisa?on$con?nuously$and$integrally$ design$improvements,$renewal$and$innova?ons?$

Plan,(,Do,(,Learn,(,Adapt

4 perspectives The$feedback$loop$in$the$ model$invites$you$to$examine$how$ the$achieved$results$can$be$ improved$by$taking$measures$in$one$ or$more$organisa?onal$areas.

Enablers,versus,Results The$human$axis,$the$business$ axis$and$the$resources$axis.$These$axes$ will$help$you$to$ﬁnd$links$between$ investments$you$can$make$and$the$ possible$eﬀects$for$the$various$ stakeholders.

Where$do$your$thinking$and$ ac?ons$begin? Is$achieving$results$central$to$your$ ac?ons$and$is$everything$derived$ from$this,$or$do$you$believe$that$if$ you$are$good$for$the$organisa?on,$ the$results$will$follow$naturally.

The$flow$starts$with$the$Leadership$element,$where$the$basis$for$the$ organisa?on$is$formulated$and$where$the$energy$is$focused,$which$is$then$translated,$ using$Strategy$and$Policy,$to$Staff,$Resources$and$Processes.$These$are$the$processes$ that$ul?mately$convert$words$into$ac?on$and$whose$intended$effect$must$be$evident$ to$the$Clients,$Employees,$Partners$and/or$the$Company$and$of$course$ul?mately$to$ the$Directors$and$the$Financiers.

Three,Axis

people(axis

business(axis

resources(axis

The,‘ﬂow’ 22

The connections model Every$organisa?on$ has$its$own$"flow".$It$ is$this$"flow"$that$ runs$ through$all$connec?ons$and$ gives$ character$ to$ the$ composi?on$ of$ the$ organisa?on.$ What, is, actually, making, your, organisa1on, so,unique? ,Where,are,the,connec1ons,within,your,organisa1on?,What,is,the, nature,of,these,connec1ons,and,what,do,they,currently,deliver? Our$ first$ step$ in$ this$expedi?on$ will$ be$the$discovery$and$ interpreta?on$of$ the$ connec?ons$ according$ to$ the$ four$ perspec?ves$ from$ the$ INK/EFQM$ philosophy.$ The$ “Model$ of$ connec?ons”$will$help$you$ with$ this.$This$model,$complemen?ng$the$wellCknown$ INK/EFQM$ model,$ visually$places$ the$connec?ons$between$ the$ten$main$ areas$central.$The$ “model$of$ connec?ons”$proved$to$be$a$valuable$tool$in$prac?ce, $to$hold$dialogue$with$colleagues$about$ the$quality$of$cohesion$within$the$organisa?on.

The$‘connec)ons$model’$|$INK3EFQM$Naviga)onmap

Leadership

Leadership$is$about$ the$way$leaders$keep$the$organisa?on$on$course$and$ how$they$inspire$ development$ with$ a$ vision$ of$ the$ future$ which$ is$ formed$ in$ dialogue$ with$ stakeholders.$ Leaders$align$business$opera?ons$to$this$and$can$be$seen$to$be$involved$in$the$development$ of$ the$organisa?on.$ Leadership$ is$ not$ just$ about$ management,$but$ concerns$all$ levels$of$ leadership$ within$ the$ organisa?on.$ This$ makes$ it$ a$ lot$ easier$ to$ make$ the$ connec?on$ between$ Employees,$ Strategy$ and$ Policy,$ and$ Resources.$ The$ following$ five$ “direc?on$ ques?ons”$will$help$you$to$iden?fy$these$connec?ons$in$your$organisa?on: How, does, the,organisa1on, manage, the,dialogue, with, all, stakeholders,about, the, external,and,internal,opportuni1es,and,challenges? Before$you$ can$work$with$ this,$it$ is$ important$ to$ know$a$bit$ more$about$the$different$ focus$ areas$and$how$they$relate$to$ each$other.$The$“Direc?on$Ques?ons”$for$each$area$of$interest$ will$help$you$to$discover$the$flow$within$your$organisa?on$(or$department).$

How,is,the,vision,and,mission,statement,developed,and,shared? How, does, the, organisa1on, develop, an, appropriate,structure, and, culture, that, is, aligned,with,the,vision,,mission,,values,and,ambi1ons? How,is,the,leadership,(personally),involved,at,all,levels,within,the,organisa1on? How, does, the,leadership, manage,to, inspire, and, mo1vate,staﬀ,, (chain), partners, and,suppliers?

Strategy

Strategy$ is$ about$ the$ way$ the$ organisa?on$ translates$ its$ mission$ statement$ into$ daily$

People

People$is$par?cularly$about$how$the$organisa?on$u?lises$the$knowledge,$skills$and$energy $of$

prac?ce,$into$the$results$to$be$achieved$for$all$stakeholders$and$into$the$processes$that$are$

its$ employees$ (in$ line$ with$ the$ mission$ statement).$ How$ are$ the$ employees$ given$ the$

needed$for$this.$In$other$words,$the$realisa?on$of$policies,$plans,$processes$and$budgets. $In$

opportunity$to$develop$and$use$their$abili?es? $How$do$employees$gain$recogni?on,$respect$

addi?on,$Strategy $and$ Policy $are$ also$ about$ the$way$of$communica?ng$ about$ this,$ inside$

and$ apprecia?on$ for$ their$ contribu?on? $Besides$ the$ link $to$ Leadership$ and$ Strategy$ and$

and$outside$the$organisa?on.$Strategy$and$Policy $take$central$ stage$on$the$“enablers”$side$

Policy, $there$is$ also$ a$ clear$ line$to$ Processes,$ which$ is$where$the$ energy,$knowledge$ and$

and$thus$directly$aﬀect$all$other$condi?ons$creators.$The$following$“direc?on$ques?ons”$will$

skills$of$employees$are$converted$to$products$and$services$for$the$various$stakeholders.$The$

help$you$to$iden?fy$these$connec?ons:

following$“direc?on$ques?on”$will$help$you$to$iden?fy$these$connec?ons:$

How, and, with, whom,does, the, organisa1on, translate,the, mission, statement, into,

How, does, the, organisa1on, manage,, invest, and, respect, staﬀ, in, line, with, the,

dis1nct,strategies,,policies,,processes,and,speciﬁc,plans?

strategic,and,policy,objec1ves,and,how,does,it,know,how,to,op1mise,these?

What,is,the,ﬂow,of,communica1on,about,strategy,and,policy?

Partnerships & Resources

Processes, Products & Services

resources$needed$to$keep$the$business$running. $It's$about$the$way $resources$are$allocated$

(innovates)$its$ processes, $rela?ve$ to$ strategy$and$ policy,$is$ central$ here. $Management$ of$

to$ carry$out$ the$ac?vi?es.$Resources$ mean$money, $knowledge$ and$ technology,$materials$

processes$requires$a$balance$between$standardisa?on$and$regula?on$on$the$one$hand, $and$

and$services.$The$manner$ of$coopera?on$with$ suppliers$ and$ partners$also$falls$within$this$

space$and$freedom$for$ the$professional$employee$to$func?on$adequately $in$prac?ce$on$the$

element.$The$following$“direc?on$ques?ons”$will$help$you$to$iden?fy$these$connec?ons:$

other$hand.$This$area$is$the$heart$of$the$INK/EFQM$model,$which$is$not$ surprising.$It$is$the$

Partnerships$ and$ Resources$ is$ about$ how$ the$organisa?on$ ensures$ the$ availability $of$ the$

How, does, the, organisa1on, ensure, that, the, necessary, (ﬁnancial), resources,, knowledge,,ICT,,materials,,etc.,are,available,for,business,opera1ons? How,are,partners,and,suppliers,involved?

The$ way $ in$ which$ the$ organisa?on$ iden?ﬁes,$ designs,$ controls, $ enhances$ and$ renews$

collabora?on$between$people$in$ the$implementa?on$that$is$decisive$for$the$success$of$ the$ organisa?on.$The$following$“direc?on$ques?on”$will$help$you$to$iden?fy$these$connec?ons:$ How, does, the, organisa1on, ensure, that, work, ac1vi1es, (processes), , from, the, perspec1ve,of,the,stakeholders,,are,carried,out,effec1vely,and,efficiently,,and,that, staff,and,partners,are,deployed,on,their,competencies?

The Stakeholders People Results

This$area$of$interest$ reﬂects$the$extent$to$which$employees$actually $feel$that$they$are$able$ to$employ$their$own$competencies.

Tradi?onally,$ result$ areas$ (Employees,$ Clients$ and$ Partners,$ Society,$ Directors$ and$ Financiers)$ within$ the$ INK/EFQM$ model$ indicate$ the$ extent$ to$ which$ stakeholders$ appreciate$the$organisa?on. $In$other$words,$to$what$extent$the$eﬃciency $of$the$eﬀorts$on$ the$organisa?on$side$is$visible$and$usable.$The$model$also$poses$the$ques?on,$exactly $who$ are$the$ stakeholders$and$what$ are$their$ expecta?ons.$The$ ques?ons$ that$ can$ be$asked$ from$ this$perspec?ve$ are$ relevant$ in$ discovering$the$ rela?onships$ with$ the$ help$ of$ the$

Customer & Partner Results

Customers,$partners$and$suppliers$are$of$paramount$importance$for$the$performance$of$the$ organisa?on.$ Partners$ are$ external$ organisa?ons$ who$ are$ involved$ in$ longCterm$ collabora?ons:$they$may$be$suppliers$and/or$clients,$some?mes$in$varying$roles.

naviga?on$map.$ However,$ in$ the$ search$ for$ rela?onships$ it$ is$ not$ important$ to$ explicitly$ focus$ on$ the$ quan?ta?ve$side$of$the$result$areas.$It’s$not$ the$Key$Performance$Indicators,$but$the$Key$ Performance$ Ques?ons$ that$ are$ central$ in$ the$ model$ of$ connec?ons.$ The$ relevant$ “direc?on$ques?ons”$that$you$can$use$for$all$four$areas$are:$$

Society Results

The$organisa?on$is$part$ of$ society. $It$is$ society$that$ is$capable$of$ inﬂuencing,$directly$and$ indirectly,$the$organisa?on$and$all$ stakeholders.$In$addi?on$it$is$also$its$responsibility$to$be$

Who,exactly,are,the,stakeholders?, What’s,their,objec1ve?, What,do,we,give,them?, What's,in,it,(for,us)?

accountable.$For$example,$eﬀorts$in$the$ﬁeld$of$Corporate$Social$ Responsibility$(CSR)$are$at$

What's,in,it,for,them?

the$forefront$in$this$area$of$interest.

What,do,they,do,towards,the,organisa1on?, How,are,they,involved,in,the,various,ac1vi1es? And,how,do,they,relate,to,each,other?

Business Results

Directors$and$ ﬁnanciers$ul?mately $formulate$and$ issue$ an$opinion$ on$ the$performance$of$ the$ organisa?on.$ It$ is$ their$ responsibility$ to$ inﬂuence$ the$ direc?on$ of$ the$ organisa?on,$ which$makes$them$an$important$party.

“The$work $of$organisations$is$not$judged$on$output, $but$on$outcome. $The$fact$is$that$it’s$not$ about$ the$infrastructure,$but$about$flowing$through;$not$ about$ DTCs$(Diagnosis$Treatment$ Combinations), $but$ about$ healing;$ not$ about$ teaching$ contact$ hours,$but$ about$ learning.$ Although$less$feasible,$the$organisation$and$its$directors$are$ultimately$responsible$for$this.$ Outcome$has$more$to$do$with$what$it$does, $than$what$it$is.$Focusing$on$outcome$demands$a$ culture$that$could$choke$on$output$control”$ [Maarten$de$Winter,$author$of$the$sjoelbaksyndroom).

The connections model

The$‘connec)ons$model’$|$INK3EFQM$Naviga)onmap

How to use it - a roadmap 1. Form,a,team,with,colleagues.

5. Ask,ques1ons,and,listen

Invite$up$ to$ eight$ colleagues,$ preferably$ people$ with$ an$ open$and$cri?cal$

The$team$occasionally$ gets $bogged$ down$ in$ concepts $or$ it’s$hard$to$ see$

ajtude,$ and$ who$ are$ willing$ to$ par?cipate.$ It$ helps$ if$ they$ have$ been$

where$ a$ turn$ can$ or$ should$ be$ taken.$ The$ descrip?ons$ and$ direc?on$

employed$within$other$departments$for$a$while$and$that$they$understand$

ques?ons$on$the$previous$pages$help$to$keep$the$search$going$and$to$ﬁnd$

the$rela?onships$between$departments.$

new$roads.

2. Place,all,departments,on,the,INK/EFQM,Naviga1on,Map. Iden?fy$ and$ include$ all$ departments$ within$ the$ organisa?on.$ Pay$ close$

6. Iden1fy,the,decisions,that,you,make,with,each,other Anecdotes,$examples,$discussions$and$ques?ons$will$help$you$to$ﬁnd$the$

aBen?on$to$the$place$that$you$choose$for$a$par?cular$department$and$how$

routes.$ Name$ the$ eventual$ assessment$ you$ make$ with$ each$ other$ and$

this$ place$ relates$ to$ other$ departments.$ This$ step$ focusses$ on$ processes$

place$one$or$ more$road$ sign$and/or$ traﬃc$ obstruc?on$to$symbolise$ this$

that$ are$ not$ directly$ visible$ and$ creates$ a$ spa?al$ representa?on$ for$ the$

assessment.$

par?cipants$of$the$organisa?on$in$which$they$work.$ 3. Iden1fy,a,recent,topic,that,aﬀects,everyone.

7. Describe,the,traﬃc,rules A$ close$examina?on$and$analysis$of$the$completed$INK/EFQM$ Naviga?on$

A$ wellCchosen$ topic$helps$when$ star?ng$ a$ ﬁrst$explora?on.$ This$could$ be$

Map$ will$allow$ the$ team$ to$ discover$ several$generally$ applicable$ traﬃc$

the$ design$ and$implementa?on$ of$ a$new$ project$ or$how$the$organisa?on$

laws.$ These$ traﬃc$ rules$ say$ something$ about$ the$ eﬀects$ of$ these$

handles$ client$ complaints,$ the$ response$ to$ a$ bad$ press$ release$ or$ the$

connec?ons.

manner$ in$ which$a$ reorganisa?on$is$implemented.$ Discuss$up$ to$three$or$ four$topics.$That's$really$enough$to$understand$the$essence$of$the$dynamics$ of$the$organisa?on.$ 4. Together,,determine,a,number,of,routes. The$ INK/EFQM$ Naviga?on$ Map$ is $simply$ intended$ to$ start$ a$ dialogue$on$ how$the$connec?ons$run$ in$ an$organisa?on$ and$what$condi?ons$they$are$

8. Discuss,and,evaluate,the,clustering Joint$reﬂec?on$on$the$created$clustering$creates$a$higher$level$of$analysis$ (at$ the$ system$ level)$ of$ the$ quality$ of$ the$ cohesion$ within$ your$ organisa?on$(or$department). Blank$copies$of$the$Naviga?on$map$can$be$found$on$page$73.$

connected$ to.$ The$ exis?ng$ roads$ in$ the$ INK/EFQM$ Naviga?on$ Map$ are$ theore?cal$ and,$ in$ prac?ce,$ an$ organisa?on$ has$ more$ roads$ that$ can$ be$ navigated.$ There$ are$ shortcuts,$ lanes,$ elephant$ paths,$ trails,$ streets,$ highways,$byways$and$walkways.$Your$team$has$of$ course$the$freedom$to$ get$oﬀ$the$beaten$track.

On$the$following$pages$you’ll$ﬁnd$ two$examples$from$prac?ce.

Examples

Case:,Implementa1on,of,Process,Management

Casus:,Ontwikkelen,meerjarenbeleidsplan

Organisa1on, X, implements, Process, Management, to, connect, ambi1ons, with, the, various,

The,crea1on,of,the,mul1(year,plan,within,organisa1on,X,involved,a,representa1ve,delega1on,

business,units.,Staﬀ,are,closely,involved,with,this,introduc1on.,

from, the,organisa1on., The,vision, and, mission,statement, of, the, organisa1on, was,used, as, a,

To,promote,safeguarding,of,the,rela1onships,,a,project,is,started,to,direct,the,implementa1on.,

star1ng, point., These,were,subsequently,translated,locally,in,consulta1on,with,the,employees.,

Process,Management, is,introduced,along, the,line,and, is,further, supported,by, a,Management,

The, transla1on, of, the,objec1ves, into, concrete, results,takes,place,within, the,MT, and,is,also,

Development, Programme., Safeguarding, processes, happens, in, accordance, with, established,

aligned,with,the,individual,employee,through,the,planning,mee1ng.

procedures.,Input,for,this,consists,of,client,indicators,and,complaints.

Findings

Clients,$(chain)$partners$and$suppliers$are$not$involved$in$the$design$of$the$processes.

Clients,$(chain)$partners$and$suppliers$were$not$involved$in$the$development$of$the$ mul?Cyear$

Integra?on$ with$ other$ policy$ ini?a?ves$that$ promote$ a$ clientCdriven$ process$ design$ is$ s?ll$

plan.

insuﬃcient.

The$teams$have$not$been$involved$in$the$transla?on$of$goals$into$concrete$results.

No$integrated$cycle$to$assess$the$process$design.

Communica?on$about$the$policy$to$other$stakeholders$has$been$lacking.

Analysis Based$ on$ the$ discussions$ and$ findings,$ the$ MT$ that$ has$ done$ this$exercise$ described$the$following$“traffic$rules”$of$ organisa?on$X: The$ "outside$ world"$ may$ not$ and$ cannot$ par?cipate$ directly$and$exert$influence. Management$decides.$ Management$according$to$policy$is$not$selfCevident. Employees$are$involved$and$are$allowed$to$think$along. Learning$is$through$systems$and$not$through$people.

Sugges1ons Convert$HRM$from$tac?cal$to$strategic. Organise$structural$par?cipa?on$of$stakeholders. Ongoing$development$of$the$policy$process.

Examples

Case:,Implementa1on,of,the,organisa1on’s,direc1on

Case:,Societal,posi1on

Organisa1on, Y, is, engaged, in, the, deployment, of, a, new, direc1on., The, “key”, is, in,

Organisa1on, Y, is, ﬁrmly, planted, in, society., Organisa1on, Y, involves, various, stakeholders, in,

professionalising,of,staﬀ, and,managers., This,new,direc1on,requires,a, cultural,change.,To,give,

crea1ng,policy.,Ini1a1ves,of,employees,regarding, chari1es,are,supported,and,the,organisa1on,

content, and, meaning, to,this,process,, several, ac1ons, (dialogues),were,undertaken, with, staﬀ.,

has, an, ac1ve, policy, on, rela1ons, with, the, press., Society, highly, appreciates, the, eﬀorts,and,

However,,due,to,the,way,the,project,is,communicated,,it,is,perceived,as,a,one(way,aﬀair.

organisa1on,Y,regularly,receives,this,recogni1on,from,respected,authori1es.

Findings

Middle$management$is$insuﬃciently$included$in$the$dialogue.

Organisa?on$is$very$ac?ve$with$the$outside$world.

Leadership$development$remains$underexposed.

In$par?cular,$(local)$poli?cs$has$a$major$impact$on$policy.

Tempo$diﬀerences$are$created$(because$of$this)$between$the$execu?ves.

However,$there$is$no$speciﬁc$policy$that$connects$all$outward$ini?a?ves$and$provides$a$focus.

Analysis Based$ on$ the$ discussions,$ this$ team$ of$ organisa?on$ Y$ described$the$following$“traﬃc$rules”: Society$and$poli?cs$override$interest$and$contribu?ons$ of$its$own$employees. Middle$management$is$(s?ll)$not$a$connec?ng$element. Reﬂec?ons$on$leadership$are$lacking.

Sugges1ons Strengthen$dialogue$with$middle$management. Develop$policy$on$social$ini?a?ves. Revision$of$the$policy$portolio.

Can we do with less? The$ response$ of$ companies$ to$ the$ recession$ is$ par?cularly$ aimed$ at$ ?ghter$ control$ of$ expenditures$ and$ the$ ini?a?on$ of$ improvement$ programs.$ It$ appears$ that$ rela?vely $ few$ organisa?ons$have$an$eye$for$stopping$ongoing$programs$and$ac?vi?es.$Itâ&#x20AC;&#x2122;s$?me$to$take$a$close$

Checklist:

look$at$all$projects, $ac?ons$and$tools$that$your$organisa?on$has$collected$over$the$years$and$to$

Is the objective of the tool a derivative of

wonder$if$they$s?ll$have$their$ value.$Is$there$s?ll$some$synergy $or$do$you$see$an$accumula?on$

the mission, vision and strategy of the

of$tools$and$an$increase$of$contradic?ons?$

organisation?

In$the$course$of$?me,$an$organisa?on$collects$numerous$tools$and$ approaches.$Some$of$these$

Is the operation of the tool transparent to

originated$from$a$need$and$some$from$a$trend.$Each$profession$within$your$organisa?on$has$its$ own$vision$of$what$is$good$for$ the$organisa?on.$The$strength$of$life$preserva?on$ensures$that$

all relevant stakeholders?

you$are$s?ll$working$with$outdated$and/or$ineďŹ&#x20AC;ec?ve$tools.$

Is the application supported by well-defined

What can you do about this?

processes?

Start$ with$ an$ inventory,$ because$ do$ you$ know$ how$ many $ of$ such$ tools$ exist$ within$ your$ organisa?on?$The$INK/EFQM $Naviga?on$Map$can$help$you. $An$addi?onal$ advantage$of$posing$ this$ques?on$is$to$call$for$a$discussion$about$what$is$exactly$meant$by$a$tool. $Did$you$know$that$

Have the relationships with other tools/ activities been established?

an$organisa?on$has$adopted$an$average$of$13$approaches,$with$their$accompanying$tools?

Was the tool systematically introduced and

The$second$step$is$to$request$addi?onal$ informa?on$for$each$tool.$Who$is$the$owner$and$who$

is it applied broad and deep?

is$ the$ client?$ Is$ there$ a$ descrip?on$ of$ the$ approach$ and$ were$ objec?ves$ formulated?$ This$ second$step$will$surprise$you! The$third$ step$is$an$ assessment$ of$ the$ tools.$The$ answers$ to$ the$ques?ons$alongside$provide$ targeted$informa?on$for$further$op?miza?ons.

Tweaking Can$ (or$ should)$ we$ do$ with$ less? $ Try$ to$ recycle$ those$ tools$ that$ would$ otherwise$ be$ lost$ unnecessarily.$ Modify$them$in$ such$ a$way$(Tweaking),$ that$ they$are$once$again$aligned$ with$ ambi?ons.

Is the tool regularly evaluated for effectiveness and efficiency, and adjusted accordingly? Do users see the added value of the tool in relation to improving the quality of services and/or products?

The Eye of the Master Create$your$own$storyboard

Step%3: Tracking%the%dynamics

Tracking the dynamics An$ excellent$ organisa?on$not$only$performs$well,$it$ also$ knows$why$it$ performs$ well$ and$it$ knows$how$to$ con?nue$to$perform$well$in$ the$future. $The$ques?on$ is:$Do$ you$know$ how$ well$ your$ organisa?on$ is$ performing$ and$ why$ that$ is?$ This$ is$ where$ you$ start$ your$ expedi?on$ to$the$development$ of$the$ composi?on$ of$ your$ organisa?on$ over$ the$years.$ Based$on$the$experiences$and$insights$gained$from$The$Management$Challenge®$you$will$ discover$ and$ follow$ the$ dynamics$ of$ the$ connec?ons$ that$ form$ the$ basis$ for$ the$ organisa?on$of$tomorrow.

The Management Challenge® The$Management$ Challenge®$is$a$simula?on$game$based$on$the$INK$Management$Model,$EFQM$ Excellence$ Model$ and$ the$ theories$ of$ Graves.$ The$ game$ allows$ par?cipants$ to$ learn$ and$ experience$ the$ effect$ of$ directed$ aBen?on$ to$ the$ development$ of$ the$ organisa?on$ and$ its$ employees.$The$Management$ Challenge®$simulates$ the$opera?on$ of$ a$ (fic?onal)$ organisa?on$ over$ a$ maximum$ of$ five$ years,$ depending$ on$ the$ dura?on$ of$ the$ game.$ Each$ quarter,$ the$

Create your own storyboard

par?cipa?ng$teams$make$some$ decisions.$They $make$their$choice$ from$ a$list$ of$ approximately$

On$ the$ basis$ of$ the$ examples$ on$ the$ following$ pages$ you$ will$ be$ challenged$ to$

130$measures.$These$are$measures$that$ come$from$business$prac?ce$ and$that$aﬀect$ diﬀerent$

create$a$storyboard$of$your$ organisa?on$(unit).$To$ do$ this, $study$the$dynamics$of$

aspects$of$business$opera?ons. $If$the$teams$ignore$certain$areas$of$interest,$erosion$occurs$and$

the$ eyes$ in$ the$ examples$ and$ use$ these$ as$ a$ basis$ for$ your$ own$ storyline.$ The$

the$ score$ in$ that$ domain$ will$ automa?cally$ drop. $ Some?mes$ it$ is$ also$ the$ connec?on$ of$

following$ques?ons$will$help$you$study$the$examples:

measures$that$determines$the$desired$eﬀect.$This$element$is$also$clearly$woven$into$ The$Management$Challenge®.

The Eye of the Master© To$clarify$the$eﬀect$of$the$choices$of$a$team,$the$“founding$father”$of$the$game,$Willem$Jan$van$ der$Veldt,$designed$a$chart$that$ looks$like$an$eye:$The$Eye$of$the$Master©$The$eye$displays$the$ dynamics$of$the$connec?ons$during$the$game$and$is$therefore$a$wonderful$tool$to$visualise$and$ analyse$ the$dynamics$ within$ your$ own$ organisa?on.$ A$detailed$explana?on$ of$the$ Eye$ can$ be$ found$alongside.

How$does$the$eye$look$at$first$sight? Which$areas$of$interest$received$more$of$an$investment? What$areas$score$rela?vely$low? Is$there$a$visible$difference$between$the$“enablers”$and$the$“results”? Is$there$a$visible$correla?on$between$the$different$areas$of$interest? For$example,$do$you$recognise$the$three$axes? Are$there$disturbances$in$the$flow? Where$are$the$biggest$changes$in$subsequent$periods? Did$you$expect$these,$based$on$the$descrip?ons? Where$did$you$invest? Do$you$see$the$rise$of$a$dynamic$in$?me?

The$5$‘Enablers’

The$4$‘Results’

Resources$axis

Valua?on$of$an$area$of$ interest$on$a$scale$of$1$C10

Weighted$valua?on$of$the$ Enablers$on$a$scale$of$1$C10

Weighted$valua?on$of$the$ Results$on$a$scale$of$1$C10

Weighted$valua?on$of$ the$en?re$organisa?on$on$a$ scale$of$1$C10 Business$axis

Valua?on$of$the$colors$on$a$ scale$of$1$C10

People$axis L! P! S! P&R! PP&S!

= Leadership = People = Strategy and Policy = Partnerships & Resources = Processes, Products & Services

BR! SR! CR! PR!

= Business Results = Society Results = Customer Results = People Results

Storyboard Enablers before Results

Client

The Green Team

Titel

Ready - Steady - Go

Spot

Group B

Taaknr.

D203

Shot 1: Start Position The organisationâ&#x20AC;&#x2122;s condition is moderate. The organisation gets a score of 5.7 from the stakeholders. The stock market is also moderately satisfied.

Shot 2: Year 3, Quarter 1 The MT highlights the seriousness of the situation and the sense of urgency is shared. An investment is made in joint leadership in order to properly focus the energy.

Shot 3: Year 3, Quarter 2 The organisation continues to invest in itself and is strongly introverted. It forgets, however, to invest in the processes.

Shot 4: Year 3, Quarter 4 The MT maintains its policy, but also invests firmly in the processes. Clients and relationships see and appreciate that, triggering better results.

Shot 5: Year 4, Quarter 1 Improving working conditions and the balancing of competencies and responsibilities is appreciated. However, the quality of the processes declines slightly.

Shot 6: Year 4, Quarter 3 The results are good, but a downward trend is visible. External stakeholders give the organisation a score of 6.9 against 7.5 in Q1. The ratio between inward and outward attention becomes unbalanced.

Storyboard No focus

Client

Customized care

Titel

Flip - Flop

Spot

Group B

Taaknr.

D203

Shot 1: Start Position The organisation’s condition is moderate. The organisation gets a score of 5.7 from the stakeholders. The stock market is also moderately satisfied.

Shot 2: Year 3, Quarter 1 The MT is on a safe course. There are organisational measures and investments in employees through training and improving working conditions and processes.

Shot 3: Year 3, Quarter 2 The target groups are investigated and the supply is made accessible. Processes are not being maintained and the attention to employees slackens.

Shot 4: Year 3, Quarter 4 The organisation collapses. The focus is gone. The organisation makes outward “noises”, but fails to invest in itself.

Shot 5: Year 4, Quarter 1 As a consequence, results decline rapidly. The processes are again being addressed and investments in its employees also take place. A reassessment of the strategy is in place.

Shot 6: Year 4, Quarter 3 The foundation is partially back in shape, but processes still need improvement. Clients are not satisfied. The organisation will need to consistently tackle its processes.

Storyboard To Grow and Flourish

Client

Organisation X

Titel

The real deal

Spot

Big City

Taaknr.

2005 - 2008 - 2011

• From$supply$to$marke?ng$ • HRM$to$the$line

• ResultCresponsible$Departments

• Process$Ownership

• Structure$towards$a$matrix$organisa?on

• From$clientCorientated$to$clientCdriven

• CoCcrea?on$with$clients$and$chain$partners

• Improvement$and$maintenance$of$the$service$

• Inves?ng$in$team$development • Implemen?ng$processCorientated$work$and$thinking • SelfCmanagement$as$a$guiding$management$ • Implementa?on$of$competency$ management • Revision$of$the$service$concept • Ac?vity$Based$Cos?ng

concept • Coaching$and$support$for$managers • Structured$measuring$and$improving • Opera?onal$eﬃciency • Further$development$of$eCservices • Mul?channel$Approach • Rela?onship$Management

2011

• Developing$entrepreneurship

principle

• Client$Segmenta?on

2008

2005

orienta?on

The Storyboards explained

The$ storyboard:$ “Grow$ and$ Bloom”$ is$ based$ on$ three$ selfCevalua?ons$ of$ a$ very$ large$

The$ﬁrst$two$ storyboards$represent$ two$teams$from$the$same$group$who$par?cipated$in$

from$ various$ policy$ documents$ and$ serve$ to$ illustrate$ where$ the$ focus$ was$ during$ this$

The$Management$ Challenge®$ during$an$ MD$ programme.$ Both$ teams$received$ the$ same$

period.$Since$2005,$a$course$was$set$that$was$supposed$to$decrease$the$bureaucra?c$way $of$

ini?al$informa?on$and$produced$diﬀerent$development$paths$for$a$game$of$eight$quarters.$

organising,$replacing$ it$ with$ a$ more$ entrepreneurial$ culture$ and$ structure.$ The$ way$this$

Although$this$is$about$ﬁc??ous$organisa?ons,$it$is$interes?ng$to$see$how$the$teams$came$to$

happened$was$ quite$ managerial.$The$ change$plans$were$ made$by$the$policy $departments$

their$choices$and$what$the$resul?ng$eﬀect$was.

and$then$deployed.$The$client$ was$the$central$theme$in$this$renewal$opera?on.$The$eﬀect$

In$ the$approach$ of$ the$“Green$ Team”,$the$following$strategy,$chosen$by$the$team, $was$a$ constant$focus:$If$we$are$good$for$the$organisa?on,$results$will$follow.$In$quarter$1,$the$tone$ was$ set$by$choosing$measures$ that$ were$based$ on$ power,$energy$and$community.$Ready$ for$a$ﬁght,$they $pointed$out$the$seriousness$of$the$situa?on$and$the$need$for$change,$while$ clearly$seeing$the$need$for$involving $key $stakeholders.$The$eﬀect$can$clearly $be$seen$in$the$ areas$of$Leadership$and$Employees. $By $quarter$4,$management$took$place$as$if$it$was$a$real$ company.$ The$ energy$ was$ focused$ on$ increasing$ produc?vity,$ improving$ the$ image$ and$

organisa?on$ in$ the$period$2005$to$ 2011.$The$ measures$and$ ambi?ons$shown$ are$dis?lled$

can$ clearly$be$ seen$ in$ the$“eye”$ of$ 2008.$Obvious$steps$have$been$ made$ in$ the$ field$of$ Strategy$and$Policy,$Employees$and$ Processes.$The$ effect$ was$par?cularly$no?ceable$with$ Customers$ and$ Partners$ of$ this$ organisa?on,$ which$ directly $ resulted$ in$ beBer$ grades$ (Directors$ and$ Financiers). $ The$ aBen?on$ to$ structure$ and$ policies$ drowned$ out$ the$ rela?onship$ between$ management$ and$ employees.$ A>er$ 2008,$ the$ organisa?on$ has$ con?nued$on,$while$more$aBen?on$was$given$to$human$axis.$This$effect$is$also$obvious$in$ the$“eye”$of$2011.

con?nuously$ striving$ for$ improvements.$ Although$ the$ eﬃciency$ of$ the$ eﬀorts$ was$ not$

Create your own storyboard

immediately$visible$in$quarter$2,$the$team$stuck$to$their$strategy $and$managed$to$reap$the$

Crea?ng$a$storyboard$of$your$own$ team,$unit$or$organisa?on$helps$you$to$understand$ the$

beneﬁts$in$quarter$ 4.$However,$in$the$third$ quarter$ of$ year$ 4$the$results$slightly $declined.$

dynamics$of$the$connec?ons$even$beBer.$By$drawing$your$ current$“eye”$and$comparing$it$

The$ main$ reason$ was$ that$ the$ team$ was$ not$ quite$ keen$ enough$ on$ the$ quality$ of$ the$

with$the$ac?ons$you$have$taken$in$previous$years,$you’ll$create$the$basis$for$ your$ analysis.$

processes,$which$was$immediately$no?ced$by$the$client.

In$ the$ next$ step$ you$ dis?l$ the$ prominent$ ac?ons$from$your$ current$ annual$ plan.$ On$this$

The$ approach$ of$ team$ “Care$ Made$ to$ Measure”$ was$ of$ a$ diﬀerent$ order.$ Their$ energy$

basis$you$create$a$new$sketch$(see$next$page).$$

during$the$game$was$mainly $on$power$ and$order.$The$results$they $got$ back$each$quarter,$

Drawing$the$“eye”$is$not$an$exact$ science. $It$is$mainly $the$rela?ve$diﬀerences$between$the$

was$leading$in$their$ac?ons.$Quarter$1$started$with$taking$organisa?onal$measures$and$staﬀ$

areas$of$interest$which$are$interes?ng$for$crea?ng$your$ own$analysis.$For$ this$exercise$it$ is$

training.$ A>er$ quarter$ 1$ the$ focus$ shi>ed$ to$ the$ outside$ and$ in$ par?cular$ on$ the$

also$ true$ that$ it$ will$ have$ added$ value$ if$ it$ is$ completed$ together$ with$ your$ colleagues.$

achievement$of$results. $The$organisa?on$is$forgoBen, $which$is$clearly$reﬂected$in$quarter$ 4$

Crea?ng$a$storyboard$is$a$valuable$addi?on$to$the$analysis$you$made$using$the$INK/EFQM$

of$year$3.$The$resul?ng$dissa?sfac?on$of$the$employees$is$quite$evident$in$quarter$1$of$year$

Naviga?on$ Map.$ Through$ this,$ you$ have$ not$ only $ interpreted,$ but$ also$ deferred$ the$

4.$The$team$rallies$and$pays$more$aBen?on$to$the$management$theme.$The$eﬀect$is$visible$

dynamics$within$your$organisa?on.

in$quarter$3.

Current Profile Actions previous years:

P SR S

P&R

PP&S

L! P! S! P&R! PP&S!

= Leadership = People = Strategy and Policy = Partnerships & Resources = Processes, Products & Services

BR! SR! CR! PR!

= Business Results = Society Results = Customer Results = People Results

Profile Next Year Actions next year:

P SR S

P&R

PP&S

L! P! S! P&R! PP&S!

= Leadership = People = Strategy and Policy = Partnerships & Resources = Processes, Products & Services

BR! SR! CR! PR!

= Business Results = Society Results = Customer Results = People Results

If$ you$ want$ to$ understand$ the$ func?on$ of$ a$ car,$ you$ have$ two$ op?ons:$ take$ the$ car$ completely$ apart$and$ examine$and$ analyse$ all$components,$ or$ look$ down$on$ the$ A12$ during$ rush$ hour$ and$ contemplate$ the$ traďŹ&#x192;cCjam.$ The$ ďŹ rst$ method$will$show$you$that$a$car$can$drive$and$that$it$ requires$a$lot$of$ parts$ and$ of$ course$ a$ driver.$ The$ second$ method$ will$ clarify,$ among$ others,$ that$ the$ apparent$ sense$ of$ freedom$ is$ stronger$ than$ working$ on$ our$ environment.$ The$ func?on$ and$ eďŹ&#x20AC;ec?veness$ of$ management$ systems$ can$ therefore$ not$ be$ understood$ by$ (only)$ looking$ at$ the$ underlying$ processes$ and$ methodologies,$ but$ mainly$ by$ placing$these$processes$in$ a$larger$ whole.$ This$is$called$Systems$Thinking.

Systems thinking & doing The$dynamics$in$perspective

Step%4: Understanding%from the%larger%whole

r e x

e s ci

Let's$ start$ straightaway$with$ a$ ﬁrst$ brain$

support$ this$ process,$ such$ as$ checklists,$ forms,$ manuals,$ job$ proﬁles, $ language$

exercise$ on$ a$ topic$ which$ everyone$within$

competence,$assessment$and$conversa?on$techniques,$et$cetera.$And$are$we$happy $about$

an$ organisa?on$ deals$ with:$The$assessment$ cycle.$

this?$Does$ this$cycle$lead$ to$beBer$ performance,$to$employees$ who$ are$involved$and,$if$

Because$ this$ cycle$ consists$ of$ several$ types$ of$

necessary,$ to$ saying$ goodbye$ to$ people$who$ do$ not$ ﬁt$ in$ with$ the$ ambi?ons$ that$ the$

conversa?ons, $in$the$context$of$this$exercise$I$will$refer$to$it$as$the$ conversa?on$cycle.$This$cycle$ o>en$starts$just$ a>er$the$new$ year$ with$ a$

planning$ conversa?on$ or$ an$ objec?ves$ conversa?on. $ Agreements$ are$ made$ about$deliverables$and$personal$development.$During$the$year,$these$are$followed$by$one$ or$more$progress$conversa?ons.$The$year$ends$with$a$performance$and/or$ an$assessment$ conversa?on$that$serves$as$input$for$a$possible$adapta?on$of$the$reward.$

organisa?on$has$in$mind? Daily$ prac?ce$ shows$ that$ one$ is$ o>en$ not$ capable$ of$ making$ concrete$ arrangements,$ neither$ in$ the$ ﬁeld$ of$ the$ expected$ performance,$ nor$ on$ the$ developmental$ stage.$ Conversa?ons$are$o>en$guided$by$a$checklist$and$progress$conversa?ons$are$not$or$rarely$ conducted.$The$evalua?on$requires$a$lot$of$prepara?on$and$in$terms$of$score$o>en$ends$in$ the$middle. $On$ to$the$next$cycle.$It’s$ a$“must$ have”$for$ many$a$manager$ and$ employee.$

The$essence$of$the$conversa?on$cycle$is$to$annually $match$the$mutual$obliga?ons$between$

And$yet$we$go$through$with$this$each$year,$and$every$three$to$four$years$we$overhaul$ the$

the$employer$and$the$employee.$What$can$and$should$you$expect$from$the$other,$what$do$

system.$What’s$going$on$here?$And:$is$there$another$way?

you$ get$ in$return$and$ will$ this$lead$to$"beBer"$performance.$For$the$sake$of$honesty$and$ fairness,$in$ the$ course$ of$ ?me$ we$ have$developed$ a$ large$ number$ of$auxiliary$tools$ to$

Basic Principle 1: If$an$ ac?vity $leads$to$a$result, $it$is$likely $that$ the$result$will$lead$

This$is$a$reinforcing $principle$of$reciprocity$that$applies$to$many$processes$

to$doing$more$of$the$same$ac?vi?es.$If$the$mo?ve$for$an$ac?vity$ results( is$to$obtain$a$result,$then$it$will$get$more$and$more$aBen?on.

ac#vi#es(

meaning(

For$ example:$ I$ invest$ a$ rela?vely $large$ amount$ of$ ?me$ maintaining$ my$

Basic Principle 2:

contacts$ and$ this$ results$ in$ a$ lot$ of$ work $ from$ exis?ng$ rela?onships.$ I$

Obtaining$a$posi?ve$result$contributes$posi?vely$to$the$value$we$ assign$to$the$ac?vity.

within$an$organisa?on,$a$principle$that$leads$to$“prosperity”.

therefore$ consider$ networks$as$ very$useful$ and$ for$ me$it$is$ an$important$ results(

ac#vi#es(

mo?ve$to$con?nue$my$way$of$networking.

The$main$func?on$of$ the$conversa?on$cycle$is$to$give$direc?on,$meaning$and$value$to$the$ac?ons$required$ for$ success,$based$ on$ the$ ambi?on$ of$ the$ organisa?on. $Objec?ve$ C$ Ac?on$ C$ Result$ C$ Reward.$ By $formula?ng$ objec?ves,$ discussing$ ac?ons,$ quan?fying$ and$

Basic Principle 3: Objec?ves$without$ “meaning”$s?mulate$

apprecia?ng$results,$an$ extrinsic$element$ is$added$ to$ the$intrinsic$mo?va?on,$a$new$mo?va?on.$The$addi?on$of$an$extrinsic$element$

ac?vi?es$that$do$not$lead$to$the$desired$

leads$ to$ the$ s?mula?on$ of$ new$ ac?vi?es$ and$ results$ for$ which$ an$ intrinsic$ valua?on$ has$not$ (yet)$ been$ made,$or$ it$ leads$ to$ the$

results.$$

discon?nua?on$of$ac?vi?es$which$do$have$an$underlying$intrinsic$mo?va?on.$The$“art”$of$the$assessment$cycle$in$this$area$is$therefore$

ac#vi#es(

in$connec?ng$the$extrinsic$mo?va?on$of$the$employee$to$the$intrinsic$mo?va?on.$If$this$fails$or$if$mo?ves$get$out$of$step, $the$following$ happens:$

rewards(

Over$ ?me,$two$dynamics$will$ appear,$each$with$its$own$mo?ve.$The$employee$will$ con?nuously$try$to$(con?nue$to)$do$ ac?vi?es$that$ really$are$ meaningful$to$ him$ or$ her$ and$ he$ or$ she$will$also$ be$engaged$ in$ac?vi?es$that$ are$driven$ by $the$external$reward$with$ the$

meaning(

objec?ve:$ the$ reward.$ The$ mo?va?on$ for$ these$ ac?vi?es$ is$ therefore$ no$ longer$ directly$ linked$ to$ obtaining$ the$ desired$ result.$ Ul?mately,$the$results$will$diminish$as$the$primary$mo?ve$and$the$reward$will$become$the$desired$result.$ To$ counteract$ this$ eﬀect,$ organisa?ons$ implement$ various$ techniques$ in$ order$ to$ connect$ the$ meaning$ (intrinsic)$ and$ the$ reward$

results(

ac#vi#es(

(extrinsic)$with$each$other.$However, $in$prac?ce$it$is$apparent$ that$the$power$of$the$meaning$that$everyone$gives$his$work$is$so$great$ that$it$cannot$be$directed$through$a$reward,$or$the$power$of$the$reward$is$so$substan?al$that$it$leads$to$undesirable$behaviour. Now$that$we$have$thought,$albeit$to$a$very$limited$extent,$about$the$workings$of$this$system,$where$would$we$find$possible$solu?ons$to$ counter$the$undesirable$effects?$Is$the$solu?on$in$the$further$development$of$policies, $procedures$and$instruc?ons$or$is$there$another$ path$ we$ can$ walk?$One$ sugges?on$ would$ be$to$ link$ rewards$ to$ the$effects$ of$ results,$ rather$ than$ to$ the$ results$ themselves. $The$ outcome.

meaning(

There is another way...

reward(

Since$ the$ eﬀect$ (the$ outcome)$ is$ the$ resultant$of$mul?ple$results$and$the$meaning$ that$a$professional$gives$to$his$work$is$o>en$ linked$to$this$higher$objec?ve,$it$is$also$logical$

eﬀect(

ac#vi#es(

to$relate$the$reward$to$ this.$It$is$encouraging$ to$ do$ those$ ac?vi?es$ that$ really$ make$ a$

results(

Read$on$for$even$more$ prac?cal$examples.

contribu?on.

Understanding the dynamics

By, visualising, the, rela1onships, and, the, underlying, dynamics, via, Systems, Thinking,,a,broader,conceptual,framework,is,created.,A,broader,conceptual, framework,gives,you,more,insight,into,the,problem,and,helps,you,in,ﬁnding, solu1ons, that, are,more,fundamental,in, nature., While,using, the,INK/EFQM, Naviga1on, Map, and/or, making, your, own, storyboard,, you’ve, probably,

To, support,the,brain, exercise,on,the,conversa1on,cycle,,I, have,used,some,

discovered, one, or, more, system, errors, within, your, organisa1on., At, the,

(technical), diagrams, to, clarify, a, thing, or, two., This, method, stems, from,

beginning, of, this, workbook,, I, talked, about,the, seven, possible, eﬀects, that,

Systems,Thinking.,Systems,Thinking,is,an,approach,that,seeks,to,maintain,an,

can, occur, in, an, incoherent, management, system:, Synergy,, Symbiosis,,

overview, of, the, whole,, rather, than, to, focus, on, individual, components,

Collusion,, Muta1on,, Stacking,, Wear,, Contradic1ons, and, Façade., In, this,

without,considering,what,role,these,components,play,in,the,bigger,picture.,

chapter,I,discuss,two,eﬀects,on,the,basis,of,systems,thinking.,,

Synergy You$may $ﬁnd$it$ strange$ if$ I$men?on$synergy $as$one$of$the$consequences$of$an$ incoherent$ management$ system.$ And$so$you$ should, $because$ synergy$is$what$ we’re$ looking$ for$ and$ what$ we$ want$ to$ see$ in$ the$organisa?on.$1$ +$ 1$ =$3.$A$ beau?ful$outcome$that$leads$to$growth.$Within$system$thinking$this$is$called$the$ reinforcing$loop.$The$energy$that$is$created$when$two$or$ more$ac?vi?es$merge$ is$so$powerful$that$this$energy$can$be$used$for$ its$own$growth.$Synergy,$on$the$ other$ hand, $ requires$ maintenance$ and$ protec?on. $ Synergy$ is$ fragile$ and$ unstable.$A$single$(unwanted)$event$or$ac?on$can$cause$synergy$to$collapse,$or$ even$work$against$us.$Besides,$there$are$limits$to$growth.$Without$the$necessary$ maintenance$or$replacement,$growth$will$eventually$level$oﬀ$or$even$decrease.

For example A$new$ division$of$a$na?onally$opera?ng$organisa?on$ was$clearly$growing.$The$ leadership$ had$ properly$assessed$ the$market$ and$the$ public$was$clearly$ready$ for$ the$new$ version$of$ product$X.$Marke?ng$was$ commissioned$ for$ a$na?onal$ adver?sing$campaign.$This$immediately$resulted$in$a$huge$increase$in$ orders.$The$opera?on$was$running$at$full$?lt$ and$a>er$a$few$weeks$already,$there$came$the$ﬁrst$indica?ons$of$a$high$ workload.$Based$on$the$exis?ng$plans, $the$demand$for$the$products$was$expected$to$con?nue$for$a$while$and$may$even$increase.$So$the$task $of$providing$addi?onal$capacity$was$up$to$HRM.$

The$ ﬁrst$ new$ employees$ went$ right$ to$ work.$ There$ was$ liBle$ ?me$ to$ work$ them$ in$

in$ the$ system$ paBern$ alongside$ it$ is$ indicated$ by$ R1.$ The$ R$ stands$ for$ “Reinforcing$

properly,$but$there$was$suﬃcient$capacity $of$wellCtrained$staﬀ$to$resolve$this. $This$period$

loop”$(reinforcing$cycle).$The$rela?onships$between$the$various$ac?vi?es$are$what$we$call$

of$high$ work$pressure$took$its$ﬁrst$toll.$A$number$ of$highly$respected$professionals$could$

causally$connected.$If$one$rises$then$the$other$will$ also$rise,$more$or$ less,$and$vice$versa.$

no$longer$accept$the$pace.$Not$because$they$could$not$work$hard, $but$the$pace$ul?mately$

This$rela?onship$is$indicated$by$an$S $(Same).$For$clarity,$I’m$indica?ng$these$connec?ons$in$

came$ at$ the$ expense$of$the$ quality$of$ the$ product.$They$had$ warned$about$ this$ several$

the$system$paBern$with$a$green$line.

?mes.$ However,$ there$ was$ no$ ?me$ to$ really$ pay$aBen?on$ to$ this,$ neither$ in$ the$ basic$ training$ of$ new$ employees,$ nor$ during$ produc?on$ through$ mentoring.$ Some$ of$ these$ professionals$called$in$sick$and$one$of$ them$saw$the$opportunity$to$ work$elsewhere.$The$ stream$of$complaints$about$the$product$also$increased.$The$reputa?on$of$the$product$was$ under$pressure.$Several$“lean$experts”$were$hired$to$ﬁnd$out$what$had$gone$wrong $in$the$ process.$Projects$were$ini?ated$to$repair$the$problems.$Just$before$the$ﬁrst$improvement$ successes$were$made, $the$morning$paper$displayed$ a$headline$ in$ large$leBers:$product$X$ does$not$work.$Greatly$exaggerated$of$course,$but$the$damage$was$done.$If$we$record$this$

This$case$also$shows$a$number$of$“opposing”$forces$which$act$as$a$brake.$In$the$INK/EFQM$ Naviga?on$Map$these$are$the$red$lines.$Since$the$success$of$the$reinforcing$cycle$for$these$ forces$ shows$ an$ opposite, $we$ call$ these$ cycles$ “balanced$ loops”$ (balancing$ cycle).$ The$ issues$ surrounding$ the$ unqualified$ inflow$ and$ the$ consequences$ for$ the$quality$become$ visible$ with$ system$ paBern$ B1,$ the$ outlow$ through$ the$ work$ pressure$ with$ B2$ and$ customer$complaints$with$B3.$The$doBed$lines$indicate$that$the$effect$only$becomes$visible$ at$a$later$?me$(delay). Limit:(-me(for( structural(solu-ons(

case$into$the$INK/EFQM$Naviga?on$Map,$we$come$to$the$following$conclusions:

complaints(

The$business$axis$in$this$organisa?on$is$the$“highway”$where$all$the$energy$is$going.

Financial$gain$is$given$priority$in$decisionCmaking. HRM$is$ at$ the$service$ of$ produc?on$ and$ there$ is$no$ balance$in$ the$interac?on$ with$

B3(

policy.

quality(

orders(

Limit:(-me(and( capacity(to(work(

The$path$ from$inflow$ to$ produc?on$ is$a$difficult$ one.$The$“beware, $people$ at$ work”$ mentality $ensures$that$ new$employees$do$not$ get$the$aBen?on$needed$to$be$able$to$ go$to$work$effec?vely. SOS $ signals$ are$ issued$ and$ the$ high$ pressure$ eventually$ leads$ to$ a$ loss$ of$ human$

adver-sement(

R1(

share(trained(( personnel(

B1(

produc-on(

s( o(

capital. Customer$complaints$are$seen$as$incidents$that$have$to$be$solved.

turnover(

Analysis

B2(

If$ we$ scru?nize$ the$ above$ case$ with$ systems$ thinking,$ we$ can$ see$ a$ reinforcing$ cycle$ running$ through$ the$ business$ axis.$ The$ focus$ on$ commercial$ ac?vi?es$ generates$ more$ customers,$ which$ increases$ produc?on.$This$ success$ is$ the$ “pacemaker”$ for$ even$ more$

new( staﬀ(

workload(

ou:low( professionals(

commercial$ac?vi?es.$In$the$INK/EFQM$Naviga?on$Map$this$is$shown$as$the$black$line$and$

Collusion and Wear A$wonderful$ company $has$a$strong$ focus$ to$be$ innova?ve$and$ renewing.$ With$ numerous$ini?a?ves$it$ manages$to$put$up$a$good$performance.$These$ini?a?ves$ are$regularly$also$taken$up$by$other$companies.$They$are$true$pioneers.$Many$of$ the$deployed$processes$and$projects$within$the$company$flow$through$temporary$ support$ structures$and$ are$executed$ simultaneously.$The$effect$of$this$ drive$for$ renewal$ and$innova?on$is$a$high$degree$of$ energy$and$pride$among$employees.$ However,$the$employee$survey$also$highlights$that$it$is$too$much$and$that$things$ are$not$being$finished.

Analysis This$ case$ clearly$ shows$ what$ happens$ when$ we$ employ$ the$ same$ resources$ without$ coordina?on.$In$this$case$it’s$all$ employees,$but$in$prac?ce$you$ can$also$ see$ this$ happen$ in$ rela?on$ to$ speciﬁc$ departments,$ such$ as$ IT$ or$ communica?ons.$ In$ system$ thinking$ this$ paBern$ is$ called$ “overﬁshing”.$ The$ diagram$ below$ shows$how$ the$various$ ini?a?ves$are$ul?mately$constrained$ by$ the$available$capacity.$

Possible solutions Total%performance% s% s%

The$collusion$ of$ac?vi?es$and$ini?a?ves$will$eventually$be$naturally$hampered$by$the$lack$

Limit:%3me%and% energy%employees%

of$ capacity,$with$ all$ of$ the$associated$ nega?ve$ consequences.$Dosing$and/or$ limi?ng$ the$

capacity$ will$ o>en$ be$ chosen$ as$ an$ interven?on$ strategy.$In$ this$ case,$it$ is$ important$ to$

available% capacity%

realise$that$the$demand$for$ capacity $comes$from$several$par?es$and$that$this$problem$can$ only$be$solved$jointly.

performance%

R1%

succes%

R2%

B1%

performance%

B2%

What,do,you,think?,How,would,you,solve,this?

With stacking, the use of management tools leads to divergent, separate effects. A typical example is the budget round. Annual plans are made, but not aligned with budgets. Draw below, what you think will happen.

Causally connected: Causally connected (opposing): Delay:

UNDERSTANDING P O S I T I O N I N G

What’s holding us back? There$is$a$strong$call$for$ fundamental$changes,$but$we$are$stuck$in$outdated$structures$and$ paBerns$ that$ were$ once$ upon$ a$?me$ intended$ to$ give$ freedom.$They$ are$ restric?ng$us,$ especially$in$these$turbulent$?mes.$Many$organisa?ons$are$therefore$working$on$crea?ng$an$ organisa?onal$ climate$that$ can$ handle$ the$ challenges$ of$ tomorrow.$They$are$building$ the$ future,$a$new$philosophy,$a$new$order.$ This$road$ of$ renewal$ is$liBered$ with$ tough$issues$ which$are$not$ always$tackled$ extensively,$because$the$current$ organisa?onal$ structure$and$

Validity of theories and techniques The$validity$problem$is$threefold.$The$ﬁrst$problem$is$that$a$large$number$of$theories$and$ techniques$ are$ quite$ obsolete$ and$ no$ longer$ provide$ insights$ and$ solu?ons$ to$ today’s$ challenges. $The$second$problem$is$the$stacking$of$theories$and$techniques$over$?me.$Old$ tools$ are$ maintained$ and$ are$ supplemented$ with$ newer$ and$ some?mes$ contradictory$ approaches.$The$third$problem$is$that$tools$are$o>en$tailored$for$a$speciﬁc$development$ level$and$are$not$capable$of$growing$with$the$organisa?on.

culture$ simply$does$ not$ allow$ it.$ Especially $at$ this$?me$ when$ the$ revenue$model$ of$ the$

Archaic way of thinking

organisa?on$is$under$pressure$and$the$future$is$uncertain,$managers$and$employees$do$not$

Over$ the$past$decades, $a$lot$of$research$has$been$conducted$and$many$theses$have$been$

risk$discussing$ the$ current$ eﬀec?veness$of$ organising,$even$though$ this$ is$ when$ it’s$badly$

wriBen$about$the$rela?onship$between$societal$developments$and$our$vision$on$work$and$

needed.

on$organising$work.$Here$ is$the$short$version:$Star?ng$with$the$industrial$revolu?on,$the$

A$ few$ exis?ng$ organisa?ons$ may $ be$ devising$ innova?ve$ new$ business$ models$ and$ structures,$but$these$are$ usually$placed$outside$of$their$ own$ structure.$The$overwhelming$ majority$ is$ taking$ small$ steps$ in$ the$ sideline.$ There$ are$ nevertheless$ examples$ of$ organisa?ons$ that$ are$ making$ radical$ breakthroughs$ into$ the$ familiar$ philosophy $ about$ organising.$Seats2Meet,$care$ ins?tu?on$ de$Hoven, $Buurtzorg$Nederland,$ Finext$ and$there$

aBen?on$has$been$placed$ primarily $on$scien?ﬁcally $scru?nising$work $from$a$mechanis?c$ approach.$ The$ organisa?on$ (and$ the$ worker)$ is$ a$ machine$ that$ can$ be$ ﬁnely$ tuned.$ Subsequently$the$focus$shi>ed$to$the$coordina?on$of$work,$which$became$the$founda?on$ for$the$bureaucra?c$approach.$The$fact$that$we’re$dealing$with$people,$who$have$certain$ behavioural$characteris?cs,$became$a$point$of$discussion$since$1900.$$

are$many$other$familiar$names$in$the$list$of$examples$of$new$organising. Within$the$current$context$however,$exis?ng$organisa?ons$don’t$have$the$luxury$to$act$upon$ this$broadly$and$directly.$Changes$must$ take$ place$from$the$current$ situa?on,$with$current$ resources$ and$ with$ current$ people.$ It$ will$ have$ to$ be$ a$step$ by $step$ approach,$through$ projects$and$control. $There$is$no$other$way. $But$ that$ doesn’t$ mean$ you$cannot$take$steps$ towards$a$more$eﬀec?ve$and$coherent$form$of$organising. But, what’s,stopping, us, now? ,How, is,it, possible, that, a,management, system,becomes, so, out, of, balance, that, it, is, no, longer, helpful,, but, instead, hinders, us?,From$ my$prac?ce$ I$ recognise$two$vital$causes:$the$validity$of$the$implemented$theories$and$techniques,$and$the$ role$of$staﬀ$and$the$lack$of$maintenance.

This$ discussion$ was$ held$ in$ the$ context$ of$ the$ mechanis?c$ approach,$ where$ the$ basic$

A$ quick$ inventory$ at$ a$ large$ Dutch$ ZBO $ (nonCdepartmental$ public$ body)$ yielded$ the$

assump?on$is$that$ everything$is$repairable$and$controllable.$The$increasing$degree$of$scale$

following$result. $Ripe$and$green$ together:$A3$annual$ plan,$Review$Cycle,$External$Auditor$

and$complexity$of$organising$shi>ed$the$aBen?on$from$thinking$about$work$to$the$workings$

control,$Process$Controls,$Complaints$processing,$SelfCAssessment,$Customer$ Sa?sfac?on$

of$ an$ organisa?on.$ Added$ to$ this$ was$ the$ awareness$ that$ an$ organisa?on$ cannot$ be$

Survey,$Management$ Review,$Error$ List, $Project$ Review,$Supplier$ assessment,$Signal$ List,$

considered$as$a$separate$en?ty$from$its$environment$and,$besides$“proﬁt”$and$“people”,$our$

Balanced$ Scorecard,$ ISO,$ EFQM,$ Implementa?on$ Calendar,$ Management$ Contracts,$

“planet”$also$came$into$view.

Monitor$ interview,$Personal$Development$Consulta?ons,$Process$Audit,$Customer$ Panel$,$

During$ recent$ decades,$ our$ view$ of$ working$ and$ organising$ generated$ a$ diversity $ of$ management$ theories,$ approaches$ and$ tools$ that$ we$ can$ s?ll$ ﬁnd$ within$ organisa?ons.$ Approaches$that$are$based$on$the$expecta?ons$that$people$will$faithfully$do$their$work $and$ that$ they $will$ work$ harder$ and$ beBer$ as$ the$ reward$ gets$ higher.$ Control,$ discipline$ and$

Visita?on,$Case$study$discussion,$Improvement$Groups,$Client$Council, $Intervision,$Lean$Six$ Sigma,$Market$Research,$Mentoring,$Training$and$educa?on,$Audit$ Plan,$Quality$Charter,$ Cer?ﬁca?on,$Work$Instruc?ons,$ Guidelines.

eﬃciency$ are$ the$ key$ words.$ We$ now$ﬁnd$ ourselves$ in$ an$ era$where$ we$ really $need$ to$

Stacking$ approaches$ and$ tools$

ques?on$ this$ way $ of$ thinking$ and$ organising.$ Societal$ ques?ons$ of$ today $ demand$

always$ has$ implica?ons$ and$

organisa?ons$and$professionals$who$can$adapt, $who$dare$to$adopt$innova?on$as$their$basic$

leads$ to$ the$ eﬀects$ men?oned$

premise,$who$wish$to$coCcreate$and$to$be$accountable$for$their$ac?ons.

earlier.$

Stacking The$following$overview$of$commonly $used$management$tools$(approaches)$originates$from$ the$annual$survey$by$Bain$&$Company$(Management$ Tools$&$Trends):$Business$process$reC engineering,$ Mergers$ &$ acquisi?ons,$ Shared$ service$ centres,$ Core$ competencies,$ Open$ innova?on,$ Strategic$ alliances, $Customer$ segmenta?on,$Price$ op?misa?on$ models,$ Supply$ chain$ management,$ Downsizing,$ Balanced$ scorecard,$ Enterprise$ risk$ management,$ Sa?sfac?on$ and$ loyalty $ management,$ Knowledge$ management,$ Mission$ and$ vision$ statements, $ Outsourcing,$ Rapid$ prototyping,$ Scenario$ and$ con?ngency $ planning,$ Social$ media$ programs$ and$Strategic$planning.$This$ study$shows$that$in$2010,$organisa?ons$used$ an$average$of$ten$of$these$tools.$Larger$organisa?ons$naturally$used$more. $In$2006$this$was$ an$average$of$fi>een,$but$according$to$the$researchers$this$also$follows$the$dynamics$of$the$ economy. $If$organisa?ons$are$ doing$well,$they$can$ afford$ more$budget$ for$ new$ ini?a?ves,$ while$in$difficult$?mes$these$ini?a?ves$are$not$taken$or$put$on$hold.

My inventory:

Level Diﬀerences Adop?ng$a$ new$ methodology$is$ o>en$ a$ diﬃcult$ process.$ Similar$ to$ a$ Employee%determines% Focus%on%rela)ons% All%processes% Preven)ve% Trends%and%developments% Customerfocus%

virus,$ some$ are$ rejected$ by$ the$ system.$ If$ the$ organisa?on$ has$ a$ tradi?on$ of$ following$ hypes$ then$ the$ organisa?on$ will$ eventually$ become$immune. $Integra?ng$a$new$tool$within$an$exis?ng$management$ system$is$ therefore$ a$process$ that$ takes$years.$And$ one$is$not$ yet$ fully$ integrated$ before$ it$ is$ being$ replaced$ or$ overpowered$ by$ a$ new$

Leadership%Determines% Direc)ve% Focus%on%output% Reac)ve% Control% Eﬀort%

development.$ Fase%IV% Chain%oriented%

One$reason$that$an$instrument$ or$approach$is$not$accepted$is$ mostly $due$ to$the$fact$that$ it$ is$ not$ in$ line$with$the$ level$ of$

Fase%III% System%oriented%

development$ of$the$organisa?on$and$ is$too$far$ahead$of$ it.$ Although$ the$ inten?on$ is$ that$ the$ new$ approach$ brings$the$organisa?on$ into$a$new$ development$ phase,$

Level%II% Process%oriented%

it$ is$ overpowered$ by$ the$ strengths$ of$ the$ exis?ng$

awareness%and% selfFreﬂec)on%

opera?ng$ procedures.$ One$ o>en$ doesn’t$ invest$ in$ this$ anymore, $ or$ renewal$ is$ lacking.$ Consider,$ for$ example,$ the$ introduc?on$ of$ Alterna?ve$ Working$ Prac?ces$ and$ the$ con?nued$ monitoring$of$working$hours$through$?mekeeping.

Level%I% Ac)vity%oriented%

Manager%determines% Focus%on%process% Process%and%procedures% Measure%and%improve% Command% Performance%standard%

Society%determines% Con)nuous%improvement% Internally%and%externally%% Eﬀect%driven%

The role of staff and the lack of maintenance The$ balanced$ scorecard$ is$ from$ the$ department$ Planning$ &$ Control,$

Management$tools$are$also$not$maintained.$We$may$add$a$KPI$to$the$scorecard,$or$ a$new$competence$in$the$

Process$ management$ is$ from$ the$ department$ of$ Quality,$ and$

assessment$ form, $ but$ a$ fundamental$ change$ is$ o>en$ overlooked.$ Similarly, $ organisa?ons$ encourage$ the$

Competency$ Management$ is$ associated$ with$ HRM.$ It’s$ obvious$ that$

personal$ development$ of$ an$ employee$ through$ Personal$ Development$ Consulta?ons,$ but$ the$ appraisal$

these$three$management$tools$are$connected$with$each$other,$and$that$

interview$stops$at$assessing $established$performance$targets.$It$also$happens$that$certain$management$tools$

they$ can$ strengthen$ each$ other$ (synergy).$ The$ extent$ to$ which$

are$ being$ overdeveloped.$ For$ example,$ competency$ management$ is$ intended$ to$ use$ an$ unambiguous$

departments$ seek$coherence$depends$on$the$extent$ to$ which$they $coC

language$ to$ s?mulate$ the$ organisa?on’s$ thinking$ about$ behaviour. $ However,$ such$ dialogues$ end$ with$ a$

operate$with$ each$other$ and/or$ are$ controlled.$In$ many$organisa?ons,$

checklist$on$a$ﬁveCpoint$scale$during$the$performance$interview.

this$is$an$issue.$

Levels1of1action ReActing Approach Dimension Central1Triad Focus Characterisation Tone1of1Voice

Tone1of1Attitude

Learning1level Errors? Central1Learning1Question

ReThinking

Theory*A*Results*Driven

Reacting

Heuristics*A*EffectADriven

Anticipation

Reframing

Intervention*to*prevent* recurrence

Conditioning Error*=*bad Who*and*What?

SingleAloop*learning Error*=*information Where*and*When?

Redesigning Antifragile System PlanADoAStudyAAdapt Watching*the*system*that* the*problems*and*solutions* are*part*of

Characterization*of*actions What1is1our1basic1attitude? How1do1we1work? What1do1we1think1is1important? Where1is1our1focus? Where1are1we1headed? How1do1we1regulate1work? How1are1we1organised? How1do1we1relate1to1others? What1do1we1vallue? Whatâ&#x20AC;&#x2122;s1guiding1us? What1are1our1responsibilities? How1do1we1deal1with1information? How1do1we1view1development? How1do1we1reflect?

Rigid Routine Frugal SupplyAoriented

Planned Mechanistic Suitability QuestionAorientated

Flexible Systemic Effectiveness ClientAorientated

Dynamic Organic Relevance ValueAorientated

Objectives Rules Department

Indicators Standards Team

Results Principles Network

Dynamic*objectives Virtues Mesh

Subcontractor Effort Instruction

Supply*Chain Result Managing

Partner Outcome Directing

Alliance Effect SelfAdirection

Commitment Receiving Training

Performance Sending Training

Functioning Sharing Learning

Develop CoAcreate Grow

Research

Discussion

Dialogue

Connect

Typical*instruments Instruments

Activity*Based*Costing Time*Management Management*By*Objectives

ValueABased*Management Process*Management Balanced*Scorecard

Rolling*forecast Operational*Excellence OneAPageAStrategy

Control Decision*Rules Quality*Control Performance*Benchmarking Performance*Appraisal Marketing Bossing

Audit Root*cause*analysis Quality*Management Process*Benchmarking Performance*Management Satisfaction*Management Managing

Appreciative*Assessments Risk*Management Business*Excellence Strategic*Benchmarking Competence*Management Loyalty*Management Coaching*&*Intervision

How aware is your organisation?

ReThink

The$diagram$on$ the$next$page$describes$four$composi?ons,$each$with$its$own$character.$At$

between$facts$and$tend$to$focus$on$iden?fying$new$opportuni?es. $Their$main$focus$is$not$on$

the$ metaClevel,$ these$ composi?ons$ can$ be$ reduced$ to$ two$levels$ of$ ac?on:$ReAc?ng$ and$

“doing”, $but$rather$on$the$reason$why$they$do$it.$“It's$not$ about$the$product;$it's$all$ about$

ReThinking.

the$ purpose$ of$ the$ product.”$ This$ mindset$ is$ focused$ on$ growth. $ Organisa?ons$ with$ a$

ReAct Organisa?ons$ with$ a$preference$for$ reAc?ng$prefer$ to$work$with$ and$react$to$ informa?on$ that$is$real$and$tangible.$They $are$focused$on$conduc?ng$business$and$respond$primarily$on$ the$ basis$ of$ exis?ng$ rou?nes,$ standards$ and$ guidelines.$ They$ have$ a$ soCcalled$ “ﬁxed$ mindset”.$Their$structure$and$culture$is$focused$on$condi?oning$of$the$work$and$the$central$ learning$ques?on$in$ all$ development$ ac?vi?es$ is$who$ is$ doing$what$ and$ how.$ Issues$that$

ReThinkCdriven$ organisa?ons$ or$ departments$ more$ frequently$ ques?on$ the$ exis?ng$ structure$and$applied$methods.$They$are$more$focused$on$the$connec?ons$and$rela?onships$

preference$for$ restructuring,$systema?cally$enter$ into$ a$dialogue$with$all$stakeholders$and$ ques?on$whether$ the$assump?ons$underlying$the$methods$are$ s?ll$ valid.$The$ next$ step$ is$ that$ these$ organisa?ons$ are$ con?nuously$ working$ on$ redesigning$ work$ structures$ and$ processes.$This$type$ of$ organisa?onal$ culture$ is$always$ in$mo?on$ and$ the$ ques?on$ is$not$ who$does$what,$but$can$ it$be$done$diﬀerently?$ReActCdriven$ organisa?ons$are$ striving$for$ stability,$ while$ ReThinkCdriven$ organisa?ons$ assume$ that$ instability$ is$ a$ requirement$ for$ development.$ ReThinkCdriven$ organisa?ons$ aim$ for$ the$ eﬀect$ they$ ul?mately$ want$ to$ achieve.

arise$ are$ either$ ignored$ or$ resolved$ using$ a$ proﬁt/loss$ model.$At$ the$ next$ level,$we$ﬁnd$ organisa?ons$ that$ are$ more$ processCorientated$ and$ try $to$ learn$ from$ their$ ac?ons.$ They$

At$ ﬁrst$ glance$ one$ might$ say$ that$ either$ approach$ is$ quite$ valid$ and$ that$ the$ choice$ of$

recognise$ and$ examine$ historic$ paBerns$ and$ trends,$ taking$ early$ ac?on$ in$ order$ to$ avoid$

approach$depends$on$the$type$of$organisa?on$and$the$environment$in$which$it$ operates.$A$

repea?ng$past$ mistakes.$This$ called$ an?cipa?on.$ These$organisa?ons$ constantly$ ques?on$

lamp$ factory$ or$ an$ inspec?on$ is$ ReActCdriven,$ while$ a$ communica?ons$ consultancy$ is$

where$and$ when$ something$happens$and$

ReThinkCdriven.$ Is$ that$ right?$ Or$ maybe$ not?$ For$ example,$ how$ would$ you$ classify$ a$

how$ they $can$ prevent$ it.$ The$ underlying$

company$ like$ Apple$ or$ Google?$ Or,$ closer$ to$ home:$ Buurtzorg$ Nederland,$ Finext,$

management$approaches$and$instruments$

Handelsbanken. $All$of$these$companies$must$con?nuously$deliver$quality$and$C$based$on$the$

are$ internally$ focused.$ At$ this$ level,$

ReAct$ approach$C$should$be$stable$and$avoid$changes.$However,$prac?ce$shows$that$these$

management$ and$ control$ are$ the$star?ng$

businesses$are$ using$a$ReThink$approach.$These$organisa?ons$are$ capable$ of$ crea?ng$new$

points$ for$ crea?ng$ a$ stable$ organisa?on.$

organisa?onal$models$ with$ innova?ve$value$proposals.$Of$course$they$have$to$ control$ the$

ReActCdriven$organisa?ons$aim$at$results.

primary$process$and$be$fully$accountable$to$the$stakeholders, $but$ how$they$accomplish$this$ and$with$which$instruments,$is$essen?ally$diﬀerent.$

Questionnaire#Organising#Efficiency Evaluation#of#our#actions

From ReAct to ReThink It#is#clear#to#us#where#the#organisation#is#headed.

We#have#confidence#in#the#chosen#direction. It#is#clear#to#us#how#we#can#contribute#to#this.

Our#proposed#actions#constitute#a#logical#and#understandable#whole.

Totally*disagree Totally*disagree

Disagree Disagree

Agree Agree

Quite*agree Quite*agree

Totally*disagree Totally*disagree

Disagree Disagree

Agree Agree

Quite*agree Quite*agree

Totally*disagree

Disagree

Agree

Quite*agree

When$ ac?ons$based$on$ the$ ReAct$paradigm$no$longer$ lead$to$ the$desired$ eﬀect,$organisa?ons$decide$to$switch$to$the$ReThink $paradigm.$That’s$when$ they$go$ looking$for$more$eﬀec?ve$ We#regularly#tailor#our#activities#to#our#expectations,#and#vice#versa. We#are#able#to#respond#to#(new)#developments#quickly#and#adequately. Totally*disagree Disagree Agree Quite*agree strategies$to$address$future$challenges.$This$drive$is$usually$expressed$in$an$ambi?ous$vision$and$ mission$statement$that$is$aimed$at$ changing$the$public$ at$large.$ReThinking$is$an$intriguing$ We#receive#good#support#from#other#teams.

Totally*disagree

Disagree

Agree

Quite*agree

Totally*disagree

Disagree

Agree

Quite*agree

Totally*disagree Totally*disagree

Disagree Disagree

Agree Agree

Quite*agree Quite*agree

Totally*disagree

Disagree

Agree

Quite*agree

We#provide#good#support#to#other#teams. Totally*disagree Disagree Agree Quite*agree and$poten?ally$powerful$state$of$mind.$It$requires$inCdepth$and$pure$research$on$past$experiences$and$a$permanent$desire$to$undertake$the$new$challenge.$ReThinking$is$not$easy.$It$requires$

a$high$degree$of$awareness$and$selfCreﬂec?on,$at$all$levels.$

We#have#an#equivalent#(cooperative)#relationship#with#all#our#stakeholders. We#request#and#receive#continuous#feedback#on#our#performance. We#give#each#other#highAquality#feedback. We#regularly#use#feedback#to#reflect#on#our#assumptions.

Consciousness$is$described$as$the$subjec?ve$reﬂec?on$on$impressions$from$the$outside$world$(knowing$what$you$see,$hear$ or$feel$ and$what$you$ can$tell$about$ it)$or$ on$one’s$own$mental$ We#create#sufficient#challenges#to#help#our#(personal)#development. Totally*disagree Disagree Agree Quite*agree We#take#enough#freedom#and#time#to#learn#and#develop. Totally*disagree Disagree Agree Quite*agree processes$(know$what$you're$going$through$and$what$you$can$tell$ about$it).$From$a$psychological$ perspec?ve,$consciousness$as$a$personal$experience$has$to$do$with$one’s$capacity$for$selfC There#is#a#clear#balance#between#appreciation,#performance#and#development. Totally*disagree

Disagree

Agree

Quite*agree

Characterization#of#our#actions reﬂec?on.$Partly$depending$on$the$ subject$ or$ situa?on,$some$individuals$ may$be$beBer$ at$ this$than$others.$Some$people$ have$ absolutely $no$ tolerance$ for$ reﬂec?on,$or$ they$draw$ quick$ What#is#our#basic#attitude?

Rigid

Planned

Flexible

Dynamic

Frugal

Suitability

Effectiveness

Relevance

conclusions$on$the$basis$of$their$current$experiences$and$insights. $Others$are$able$to$momentarily $postpone$this$primary$reac?on, $taking$some$?me$to$consider.$Some$have$the$ability$to$really$ How#do#we#work? Routine Mechanistic Systemic Organic What#do#we#think#is#important?

refocus, $to$listen$empha?cally$and$to$view$the$situa?on$from$a$diﬀerent$perspec?ve.$And$ ﬁnally,$some$people$are$truly $to$act$ in$ the$ Where#is#our#focus?$objec?ve.$They$have$the$capacity$to$let$go$of$the$past, SupplyHoriented QuestionHorientated ClientHorientated ValueHorientated Where#are#we#headed? How#do#we#position#ourselves? How#do#we#relate#to#others?

Objectives Indicators Results Dynamic*objectives Department Team Network Mesh Subcontractor Supply*Chain Partner Alliance What#do#we#vallue? Effort Effect Also$ at$the$group$ and$organisa?onal$ levels$there$is$evidence$of$this$kind$of$ capacity $for$selfCreﬂec?on.$To$ what$extent$ is$your$team$open$ to$ Result new$insights?$Do$Outcome you, $as$a$group,$enter$ into$a$ What’s#guiding#us? Instruction Managing Directing SelfHdirection What#are#our#responsibilities? debate$or$even$a$dialogue$with$the$stakeholders?$Does$your$organisa?on$possess$the$ability$to$delegate$decisions$(power),$or$ to$take$an$extra$step,$to$ Commitment Performance let$go$ of$hierarchical$thinking$and$to$ Functioning Develop How#do#we#deal#with#information? Receiving Sending Sharing CoHcreate allow$for$selfCmanaging$teams?$Or$are$the$reins$being$?ghtened$in$?mes$of$stress?$ How#do#we#view#development? Training Training Learning Grow How#do#we#reflect? Research Awareness Discussion Dialogue Connect matrix

here$and$now$and$to$connect$with$things$to$come.

It$ becomes$ interes?ng$ when$ the$above$is$ considered$ within$the$ context$ of$ an$

Awareness#of#our#actions

organisa?on’s$management$system.$Is$this$system$especially$based$on$exercising$ control,$ and$ does$ it$ strengthen$ the$ hierarchical$ way$ of$ direc?on$ and$

How#conscious#are#my#actions?

accountability$in$?mes$ of$ need?$(ReAct).$Or$is$the$ system$then$ able$ to$ provide$ direc?on$and,$together$with$the$stakeholders,$to$take$on$the$challenge$and$allow$

How#conscious#are#the#actions#of#my#team/department?

for$completely$equal$rela?onships?$(ReThink) It$gets$even$more$interes?ng$if$you$consider$that$an$organisa?on$employs$a$large$

How#conscious#can#we#act#within#our#organisation?

group$of$professionals$who$are$generally $capable$of$selfCreﬂec?on$at$the$highest$ level.$ This$ is$ even$ expected$ of$ them$ when$ exercising $ their$ func?on$ properly$ (teachers,$ police,$ nursing).$ Contrast$ this$ with$ a$ common$ and$ tradi?onal$ management$ system$ which$ is$ based$ on$ control.$ Employees$ will$ (try$ to)$ undermine$the$system,$or$there$will$be$a$loss$of$inspira?on$and$commitment.

How#do#managers#encourage#us?

Examples#of#our#actions

I*have*the*capacity*to* let*go*of*the*past*and*to* act*in*the*here*and*now.

What’s#guiding#us? re#our#responsibilities?

deal#with#information? we#view#development? How#do#we#reflect?

Instruction

Managing

Directing

SelfHdirection

Commitment Receiving Training

Performance Sending Training

Functioning Sharing Learning

Develop CoHcreate Grow

Research

Discussion

Dialogue

Connect

At what level are you, your team and your organisation? Awareness#of#our#actions

scious#are#my#actions?

my#team/department?

ithin#our#organisation?

anagers#encourage#us?

I*have*the*capacity*to* let*go*of*the*past*and*to* act*in*the*here*and*now.

Examples#of#our#actions 55

We$ must$ therefore$ connect$ our$ exis?ng$ ajtudes,$ standards$ and$ values$to$ new$ ajtudes,$

Into the mind

standards$and$values,$which$will$eventually$start$us$thinking$about$ other$ things.$It$will$ then$

Balancing$ the$ management$ system$ of$ an$ organisa?on$ involves$ outlining$ and$ developing$ approaches,$structures$and$instruments$at$the$appropriate$level.$Of$course$you$are$the$one$ who$ determines$ the$ right$ level.$ However,$ there$ is$ an$ essen?al$ difference$ whether$ you$ represent$a$ReAct$ or$ a$ReThinkCdriven$ organisa?on.$If$Rethinking$is$the$ambi?on,$then$you$ will$ have$ to$ work$on$ increasing$the$capacity$for$ selfCreflec?on$at$the$ individual, $team$and$ organisa?onal$levels.$Building$a$higher$ level$of$consciousness$will$ then$require$a$review$of$ (our)$underlying$values$and$ their$ fundamental$dynamics,$because$values$exert$influence$on$ rules$(jus?fica?on).$Values$influence$our$ percep?ons$of$reality$(thought$ paBerns),$while$in$

become$ part$ of$ our$ socialisa?on$process$by$which$we$consciously$and$unconsciously$learn$ the$ values,$ standards$ and$ cultural$ characteris?cs$ of$ others.$ We$ will$ also$ need$ to$ con?nuously$reflect$on$our$current$expecta?ons$and$interpreta?ons.$Reflec?on$is$constantly$ changing$our$ (in)sight$of$things$that$ have$been$and$will$ be,$which$is$how$we$ work$on$ the$ underlying$ condi?oning$ principles$ (thought$ paBerns).$ However, $ the$ admission$ of$ new$ insights$ is$ a$difficult$ process$for$ many,$ because$ the$ forma?on$ of$ values$ is$not$ a$ ra?onal$ process.$Values$merge$with$others$and$new$values$materialise. $It$is$a$process$that$is$fed$by$ argumenta?on$and$persuasion,$in$dialogue.$$

context$they$determine$the$way$we$react$ to$events$(work$paBerns),$and$vice$versa.$Events$

A$ typical$ management$ system$contains$ several$ tools$ and$ processes$to$ help$ organisa?ons$

inﬂuence$values$through$experience,$learning$and$reﬂec?on$processes.

look$ into$ the$ past$ and$ the$ future.$ These$ are$ o>en$ quan?ta?ve$ in$ nature,$ some$ are$ qualita?ve.$These$tools$and$processes$help$us$in$making$plans$and$in$interpre?ng$the$eﬀect$ of$our$ ac?ons.$For$example,$the$annual$plan$system,$the$tradi?onal$ employee,$customer,$or$

Values'

s Ju

c .ﬁ

stakeholder$ surveys,$evalua?ons,$ process$ and$ system$audits.$ In$ addi?on,$things$like$team$ Th ink ing %pa (e

n% .o Work%pa(erns%

Ins+tu+onaliza+on'

Condi+oning'

sessions,$ project$ mee?ngs,$ bilateral$ discussions,$ peer$ reviews,$ coaching,$ mentoring,$ rn s%

appraisal$ and$ assessment$ interviews,$ waterCcooler$ discussions$ etc.,$ all$ have$ a$ reflec?ve$ effect.$The$extent$to$which$we$are$consciously$working $to$create$a$dialogue$on$the$basis$of$ these$reflec?ons, $is$in$ prac?ce$o>en$ disappoin?ng.$ We$may$conduct$ research$ (together),$

Rules'

Judgement)

System' St an d re a gu r d la s%a .o nd n% %

Ac+ng'

Judgement)

Percep+ons'

Behaviour'

Ac.on%and%reac.on%

% nd s%a ns% n o o a. a. c t ret e p p Ex nter i

but$ spend$ insuﬃcient$ ?me$ and$ energy $in$interpre?ng$the$results$ in$ their$ proper$ context.$ We’re$taking$ a$ good$ look$ C$ some?mes$ too$ good$ C$ but$ we$don’t$ really$see,$and$ our$ value$ system$is$located$somewhere$between$looking$and$seeing.$An$important$explana?on$for$this$ is$locked$into$the$management$system$itself.$Each$ system$contains$fundamental$ principles,$ rules$ of$ play$ which$ are$ not$ ques?oned$ by $the$ system.$ “Keiner$ denkt$ mehr$ frei,$ der$ ein$ System$hat”$(Johann$P.F.$Richter)$(Nobody $thinks$more$freely,$than$ he$who$has$a$system).$ That’s$also$how$computers$func?on,$for$example.$Even$if$you$install$a$new$opera?ng$system,$

Events'

the$language$is$s?ll$based$on$ones$and$zeros.$Improving$a$ReThinkCorientated$organisa?on$ can$therefore$never$ occur$ by$simply$improving$the$ quality$of$the$ reﬂec?on$ at$ the$system$

This model is inspired by the dynamics of relationships by Roel in 't Veld.

level.$It$has$to$be$nourished$with$energy$from$the$“outside”,$from$others.$

Questionnaire#Organising#Efficiency

What’s, the,eﬃciency,of, your,team?,How, do,your,team, members,evaluate, your,current, way,of,

Evaluation#of#our#actions It#is#clear#to#us#where#the#organisation#is#headed. We#have#confidence#in#the#chosen#direction.

Totally*disagree Totally*disagree

Disagree Disagree

Agree Agree

Quite*agree Quite*agree

It#is#clear#to#us#how#we#can#contribute#to#this. Our#proposed#actions#constitute#a#logical#and#understandable#whole.

Totally*disagree

Disagree

Agree

Quite*agree

We#regularly#tailor#our#activities#to#our#expectations,#and#vice#versa.

Totally*disagree Totally*disagree

Disagree Disagree

Agree Agree

Quite*agree Quite*agree

We#are#able#to#respond#to#(new)#developments#quickly#and#adequately. We#receive#good#support#from#other#teams.

Totally*disagree Totally*disagree

Disagree Disagree

Agree Agree

Quite*agree Quite*agree

We#provide#good#support#to#other#teams. We#have#an#equivalent#(cooperative)#relationship#with#all#our#stakeholders.

Totally*disagree

Disagree

Agree

Quite*agree

We#request#and#receive#continuous#feedback#on#our#performance.

Totally*disagree Totally*disagree

Disagree Disagree

Agree Agree

Quite*agree Quite*agree

We#give#each#other#highAquality#feedback. We#regularly#use#feedback#to#reflect#on#our#assumptions.

Totally*disagree Totally*disagree

Disagree Disagree

Agree Agree

Quite*agree Quite*agree

We#create#sufficient#challenges#to#help#our#(personal)#development. We#take#enough#freedom#and#time#to#learn#and#develop.

Totally*disagree

Disagree

Agree

Quite*agree

Totally*disagree Totally*disagree

Disagree Disagree

Agree Agree

Quite*agree Quite*agree

There#is#a#clear#balance#between#appreciation,#performance#and#development.

Characterization#of#our#actions What#is#our#basic#attitude? How#do#we#work? What#do#we#think#is#important? Where#is#our#focus? Where#are#we#headed? How#do#we#position#ourselves? How#do#we#relate#to#others? What#do#we#vallue? What’s#guiding#us? What#are#our#responsibilities? How#do#we#deal#with#information? How#do#we#view#development? How#do#we#reflect?

Rigid

Planned

Flexible

Dynamic

Routine

Mechanistic

Systemic

Organic

Frugal SupplyHoriented

Suitability QuestionHorientated

Effectiveness ClientHorientated

Relevance ValueHorientated

Objectives Department

Indicators Team

Results Network

Dynamic*objectives Mesh

Subcontractor

Supply*Chain

Partner

Alliance

Effort Instruction

Result Managing

Outcome Directing

Effect SelfHdirection

Commitment Receiving Training Research

Performance Sending Training Discussion

Functioning Sharing Learning Dialogue

Develop CoHcreate Grow Connect

Awareness#of#our#actions How#conscious#are#my#actions?

How#conscious#are#the#actions#of#my#team/department?

How#conscious#can#we#act#within#our#organisation?

How#do#managers#encourage#us?

I*have*the*capacity*to* let*go*of*the*past*and*to* act*in*the*here*and*now.

Examples#of#our#actions

working?, Is, there, a, balance, between, the, effec1veness, of, the, professional,, the, team, and, the, organisa1on?, Where, are, the, opportuni1es, to, accelerate, and, where, could, you, make, the, next, move?,Basically:,What,is,your,Organising,Efficiency? The$ “Ques?onnaire$ Organising$ Efficiency”$ provides$ insight$ into$ the$ effec?veness$ of$ your$ team’s$ capacity$for$organising,$developing$and$ reflec?ng.$It$is$an$ ingenious$tool$that$ you$can$ freely$use$to$ enter$ into$ a$dialogue$ on$ the$ current$ state$of$ affairs$ and$ the$ desired$ development$ direc?on.$The$ ques?onnaire$ is$ based$ on$ the$ premise$ that$ an$ effec?ve$ team$ not$ only$ reacts$ to$ and$ an?cipates$ developments,$but$also$that$they$need$to$reflect$on$current$prac?ces$and,$where$necessary,$proceed$ to$the$redesign$of$work$structures$and$cultures.$An$effec?ve$team$is$characterized$by: a$clear$and$shared$focus; a$coherent$and$understandable$plan; an$open$connec?on$with$each$other$and$with$the$environment; a$mature$percep?on$of$the$func?on; an$environment$where$every$individual$is$challenged. The$ ques?onnaire$ measures$ your$ team’s$ organisa?onal$ ability$ from$ three$ angles$ (valua?on,$ characterisa?on$ and$ consciousness).$ The$ opinion$ of$ your$ team$ members$ on$ the$ underlying$ ques?ons$ and$ characteriza?ons$ provides$ insight$ into$ how$ the$ team$ thinks$ about$ the$ five$ major$ characteris?cs$ men?oned$ above.$It$ will$ also$ clarify $the$ degree$of$ consensus$ about$ the$ extent$ to$ which$one$works$consciously$to$learn$and$to$develop.$The$ques?onnaire$is$excellent$for: determining$the$secondary$condi?ons$for$your$team$year$plan; periodic$evalua?on$of$your$employees; entering$into$a$dialogue$on$everyone's$contribu?on; monitoring$the$yield$of$your$efforts.

The$Ques?onnaire$Organising$Eﬃciency$is$free$to$use$and,$like$this$book,$is$licensed$under$the$Crea?ve$Commons$ABribu?onCNonCommercialCNoDerivs$3.0$Unported$License.$ On$page$82$you$will$ﬁnd$the$ques?onnaire$in$A4$format.

LET’S GET T O

W O R K

Step%5: Utilise%dynamics% at%all%times.

Dynamic Planning Dynamic$planning$helps$to$create$(annual)$plans$that$are$alive,$well$thoughtCout,$ realis?c,$topical$and$up$for$discussion.$The$basis$for$this$methodology$includes,$among$ others,$the$INK/EFQM$body$of$thought.$Working$with$this$methodology$is$certainly$not$ a$ďŹ llCinCtheCblanks$exercise,$but$especially$entering$into$a$good$conversa?on,$both$ horizontally$and$ver?cally,$about$op?ons: What$we$have$achieved$during$the$last$period? How$did$we$do$that?$What$has$failed?$And$why? What$does$the$environment$expect$from$us?$Has$this$changed? What$is$the$ambi?on$of$the$organisa?on$and$what$is$our$ambi?on? What$should$we$focus$on$in$the$coming$period$and$what$should$we$ignore? How$can$we$do$that$in$a$smart$way?$What$ac?ons$reinforce$each$other? What$should$it$result$in?$What$is$our$contribu?on$to$the$total? How$do$we$keep$a$ďŹ nger$on$the$pulse? How$do$we$stay$connected?

Dynamic Planning = Continuous Dialogue

Dynamic Planning - The Basic Assumptions External,orienta1on Determine$the$direc?on$on$the$basis$of$economic,$poli?cal,$technological,$socioCcultural,$ecological$developments$and$the$needs$of$stakeholders.$Make$the$(external)$market$leading,$rather$ than$central$planning$and$ﬁxed$budgets.$Remember$that$a$company$survives$thanks$to$the$degree$to$which$the$organisa?on$can$adapt$to$the$environment.

Outcome,focused Align$the$strategy $and$associated$objec?ves$as$much$as$possible$with$the$eﬀect$you$want$to$achieve$together.$First$you$determine$when$you’re$doing$really$well$and$only$then$you$iden?fy $the$ indicators$you$can$really$use$as$a$guide.$Adjust$the$goals$con?nuously$on$the$basis$of$changing$market$condi?ons.

Developing,con1nuously The$strategy$process$is$ a$boBomCup$process,$not$ an$ annual$ topCdown$party.$If$ plans$ are$too$ rigid$and$preconceived,$a$ company$will$ be$blind$ to$ op?ons. $Con?nuously $adjust$strategy$to$ environment,$based$on$signals$and$input$from$all$stakeholders.$Think$in$terms$of$op?ons$and$make$several$ plans. $Try $new$direc?ons$based$on$trial$and$error$and$use$“errors”$as$a$source$of$ informa?on.$The$journey$is$in$the$discovery.$$P.S.$Take$away$ac?vi?es$that$no$longer$maBer.$

Not,everything,is,new A$plan$is$not$just$about$ac?vi?es$that$we$need$to$do$diﬀerently.$The$plan$also$describes$the$things$we$have$always$done$(and$perhaps$should$not$be$doing$anymore).

Suppor1ng,ac1vi1es,are,secondary. Decide$on$ the$basis$of$the$formulated$ac?ons$what$suppor?ng$services$are$needed$and$challenge$these$services$to$deliver$as$eﬃciently $as$possible.$Aim$for$the$delivery$of$added$ value$in$ rela?on$to$the$goals$that$you$have$set.

Demand(driven,alloca1on Allocate$resources$where$they$are$needed,$not$on$the$basis$of$the$annual$budget.$Allow$professionals$to$determine$themselves$what$resources$are$needed.

Clarify Ensure$that$ informa?on$ about$ past$ performance$is$always$available$ and$accessible$to$all.$To$ do$ this,$not$only$make$use$of$ tradi?onal$ performance$indicators,$but$ also$ show$the$eﬀect$of$ eﬀorts$(outcome).$And$remember$that$absence$of$evidence$is$not$evidence$of$absence.

Learn,Together Senior$management$supports$managers$and$employees$involved$in$deﬁning,$formula?ng$and$evalua?ng$ac?ons.$Learn$Together

Disconnect,rewards, Do$not$implement$a$reward$structure$based$on$predetermined$standards$or$issued$forecasts,$but$base$the$reward$on$(rela?ve)$performance$compared$to$others.

What are our challenges?

What will we focus on?

What should we be aiming for? What will we work on?

When are we doing well?

What should we renew?

What should we be using?

What should we stop doing?

The challenges

Direction

Economic,$poli?cal,$technological,$socioC

The$ organisa?on$ has$ a$ vision$ that$ you$

cultural$ and$ ecological$ developments$

and$your$ team$contribute$to.$But$do$we$

are$ challenging$ you$ to$ an?cipate$ the$

share$the$“dot”$on$the$horizon?$Do$ we$

future$ even$ faster.$You$ and$ your$ team$

know$ the$ vision$ and$ strategy$ of$ the$

will$ constantly$have$to$adjust$ opera?ng$methods$in$order$to$con?nue$to$perform$well$ in$a$

organisa?on$ and$ do$ we$ share$ a$ common$ understanding$ of$ these?$What$ exactly $are$ the$

rapidly$changing$environment. $But$how$does$this$environment$look$now.$What$is$the$force$

underlying$assump?ons$and$design$principles?$What$is$our$ambi?on$in$view$of$the$past,$the$

ﬁeld$within$which$you$need$to$move,$and$which$(external)$developments$are$now$relevant?

context$ and$the$vision?$Which$ spearheads$(themes)$are$now$going$to$help$us$in$achieving$ the$desired$results?

What will you do? As$a$team, $you$repeatedly$need$to$create$a$ balance$between$achieving$the$results$and$ eﬀorts$ that$ are$ related$ to$ these$ results.$ Which$ ac?ons$ will$ make$ this$ contribu?on$ and$what$will$ that$ contribu?on$ be?$Which$ ac?ons$will$ help$ each$ other$ and$ what$ are$ the$risks?$Where$ will$ you$ not$ be$ inves?ng$ ?me, $money$and$energy,$and$why? $Where$ are$the$blind$spots?

What will you do that’s extra? What$projects$are$you$going$to$ini?ate$to$ (re)develop$ exis?ng$ processes$ or$ to$ create$ new$ processes.$ What$ concrete$ result$ would$ you$ expect$ and$ what$ will$ you$focus$on$in$the$interim?

What will the result be? Ac?ons$ lead$ to$ immediate$ results$ (output),$are$directly$adjustable$and$are$ m e a s u r a b l e$ ( m e a s u r i n g$ p o i n t ) .$ Whether$your$team$is$doing$really$well,$ (also)$ depends$ on$ the$ desired$ eﬀect$ (impact$ /$ outcome)$ that$ you$ have$ c r e a t e d$ w i t h$ y o u r$ c u s t o m e r s ,$ employees$and$all$other$stakeholders.$

Learning to learn What$are$our$strengths?$And$where$are$ our$pitalls?$What$have$we$learned$from$ completed$ projects? $How$ do$ we$ learn$ and$ how$ do$ we$ u?lise$ our$ insights$ eﬀec?vely $ to$ achieve$ established$ ambi?ons?

What are our challenges?

Cutbacks Accountability Outsourcing

What will we focus on?

Leadership style Strategic personnel planning Procurement policy What will we work on? Multi-Channelling Citizen-oriented operations Create scope for professionals

What should we be aiming for?

Reorganisation Staff Services

What should we renew?

What should we be using?

Insights from employees

Celebrate successes Give conscious and active attention 64

Co-production and Participation Operational Excellence Sustainability

Competition Differentiation

Result Solvency Valuation Image Notifications Absenteeism Valuation

Delay

When are we doing well?

Flexibility Participation Quality of life

What should we stop doing?

Inconsistent behaviour and expressions

How to use it - Tips 1. When,is,an,(annual),plan,good,(enough)?

5. Find,the,blind,spots

When$ is$ a$ plan$ good$ (enough)?$ When$ it$ is$ future$ proof$ and$ has$ a$ high$

An$ EFQM$ selfCassessment$ is$an$ideal$tool$ to$ channel$the$content$ of$ the$

degree$ of$ predic?ve$ ability?$ When$ it$ is$ shared$ and$ supported$ by$ all$

(annual)$plan$and/or$to$evaluate$it.$This$process$will$walk$you$step$by$step$

stakeholders?$ When$ it$ gives$ direc?on$ to$ the$ development$ of$ the$

through$all$the$elements$and$it$creates$a$thorough$analysis.

department?$ When$ it$ provides$ clarity$ about$ spending$ ?me,$ money$ and$

6. Use,this,workbook

energy$ in$ rela?on$ to$the$(imposed)$ objec?ves?$ Decide$ what$you$ want$to$ achieve$and$focus$the$process$accordingly.$ Also$think$ in$terms$of$ op?ons.$

This$workbook$ contains$ a$ number$ of$ tools $that$ help$ you$ in$ asking$ the$ relevant$ ques?ons.$For$ example,$“The$model$of$ connec?ons”$ provides$a$

Create$mul?ple$plans.

guide$to$assess$the$cohesion$of$ the$plan,$ while$“The$eye$of$ the$Master”$

2. A,plan,is,never,ﬁnished To$ arrive$at$ a$balanced$ and$realis?c$plan$is$a $con?nuous$process$in$which$

provides$support$for$a$valida?on$of$the$plan. 7. Think,(together),about,what,comes,next

the$management$discussion$and$consulta?on$with$your$employees$leads$to$

Invigorated,$you$managed$to$translate$ambi?ons$and$ac?ons$into$a$single$

a$living$ document.$ Use$a$ whiteboard,$ so$ you$ can$ periodically$ and$ jointly$

summary.$ Your$(annual)$ plan$ is$ﬁnished,$ shared$ and$ approved.$ How$ do$

adjust$the$plan,$keeping$it$alive.$

you$con?nue?$To$achieve$a$working$and$living$annual$plan,$it$is$important$

3. Just,start

that$ you$ see$ it$ as$ a$ growth$ and$ development$ process.$ A$ process$ of$

Do$ not$ focus$ too$ much$ on$ the$ search$ for$ unifying$ themes.$ By$ naming$

discovery,$ adapta?on,$ learning$ and$ failing.$ By$ simultaneously$ involving$

relevant$ ac?ons$ on$ the$ various$ organisa?onal$ areas,$ supplemented$ with$ the$ ques?on$ of$ what$ return$ it$ should$ yield,$ several$ policy$ emphases$will$

employees,$fellow$managers$and$stakeholders$in$this$process,$you$create$ dialogue,$involvement$and$support.$This$may$sound$simple,$but$in$prac?ce$

o>en$arise$naturally.$A$prac?cal$approach$is$to$complete$it$on$the$basis$of$

it’s$o>en$a$challenge.

the$INK/EFQM$ organisa?onal$areas$and$then$ to$ ques?on$what$ the$impact$ of$ these$ac?ons$should$ be.$A$ comparison$ between$the$desired$ eﬀect$and$ the$ambi?ons$will$naturally$generate$an$itera?ve$process. 4. Involving,=,Involved

Blank$copies$of$the$doCitCyourself$pages$can$be$found$star?ng$on$page$80. (including$a$ME$plan)

Besides $your$own$team,$also$involve$staﬀ$from$ suppor?ng$departments$in$ shaping$ the$(annual)$ plan.$This$will$create$ver?cal$connec?ons$within$ your$ organisa?on$and$you$will$obtain$support$in$the$realisa?on$of$your$ac?ons.

By%invesEng%in%socialising%business%operaEons%we%bring%back%balance% and%depth%in%the%dialogue%on%the%desired%eﬀect,%the%achieved%results% and%the%expended%eﬀorts%at%all%levels%within%an%organisaEon.%%

The%eﬀects%of%rendering%a%management%system%as%transparent%and% of%connecEng%underlying%tools%with%each%other,%creates%a%climate% that%makes%it%more%possible%to%reﬂect%on%exisEng%working%methods% and%mental%models.%%

Step%6: Experiment%with% chance

Rhizoming

Rhizoming A$ Rhizome$ is$ a$ term$ from$ biology$ w h i c h$ m e a n s$ “ u n d e r g r o u n d$

These$values$are: Employees$are$themselves$responsible$for$what$they$do$and$don’t$ do,$and$should$ also$be$able$to$jus?fy$this,$not$only$to$themselves$but$also$to$others.

rootstalk$ structure”.$ It$ is$ a$ root$

Employees$ strive$ for$ an$ environment$ where$ the$ focus$ is$ on$ jus?ce,$ kindness,$

structure$ that$ grows$ horizontally$

respect,$honesty,$regard$for$human$dignity$and$coChumanity.

under$ the$ ground.$ The$ ends$ o>en$ bend$ back$ up$ ver?cally$ and$ thus$

Employees$help$themselves$and$others$to$develop.

form$new$plants. $A$good$example$in$ nature$is$the$water$lily$or$bamboo.

What isn’t it? A$Rhizome$is$not$a$refuge$for$ nonCconformists$who$feel$ summoned$to$ condemn$exis?ng$

French$ philosopher$ Gilles$ Deleuze$

structures.$ It$ is$ the$ professionals$ who$ want$ to$ take$ a$ fresh$ look, $from$ their$ personal$

used$ this$ concept$ to$ describe$ a$ new$ way$ of$ thinking$ and$ (coC)opera?ng.$ A$ Rhizome,$

passion,$ at$ how$ the$ organisa?on$ can$ realise$ its$ ambi?ons.$ They’re$ not$ cri?cs,$ but$

according$ to$ Deleuze:$ “A$ nonChierarchical$ and$ insigniﬁcant$ system$ that$ is$ determined$

employees$who$want$to$start$a$movement$from$an$open$and$apprecia?ve$ajtude.

exclusively$ by$ a$ circula?on$ of$ situa?ons,$ without$ a$ general$ and$ without$ an$ organising$ memory$or$ central$ automaton”.$In$other$ words,$it$is$a$network $of$connec?ons$without$ any$ form$of$control. “Rhizoming”$is$ini?a?ng$a$selfCorganising$tes?ng$ground$for$the$discovery $and$dissemina?on$ of$ new$ and$ renewed$ forms$ of$ organising$ within$ an$ organisa?on.$ It$ is$ a$ place$ where$ prevailing$ principles$ about$ organising$ and$ collabora?ng$ are$ challenged$ and$ renewed.$ A$ Rhizome$doesn’t$have$an$elaborate$structure$beforehand.$The$ambi?on$of$the$organisa?on$ and$ the$ passion$ and$ inspira?on$ of$ the$ employees$ ul?mately$ determine$ the$ form$ and$ content.$Rhizoming$oﬀers$an$organisa?on$the$opportunity$to$experiment$with$new$methods$ from$within.

To which activities does this apply? The$ ini?a?on$ and$ growth$ of$ a$ Rhizome$ in$ an$ organisa?on$ promotes$ social$ innova?on.$ Social$ innova?on$ is$ the$ crea?on$ of$ renewal$ in$ the$ labour$ organisa?on$ and$ labour$ rela?ons,$leading$to$improved$performance$of$the$organisa?on,$more$job$sa?sfac?on$and$ development$ of$ talents.$A$Rhizome$ has$a$clearly$deﬁned$mission$and$will$be$ﬂeshed$out$ from$the$passion$of$the$employees$involved.$This$is$the$growth$medium$for$a$Rhizome.$It’s$ important$ that$ these$ employees$ can$ be$ fully$ responsible$ for$ the$ interpreta?on$ and$ implementa?on$of$the$mission.$The$mission$of$a$Rhizome$can,$for$example,$be$focused$on$ developing$new$products$and$services,$improving$support$ for$ the$primary$process$or$ the$ design$and$implementa?on$of$projects.

Organisa?ons$ experimen?ng$with$Rhizoming$understand$ the$strengths$and$weaknesses$of$ their$current$opera?ng$methods$and$are$open$to$new$insights$and$approaches$(chance)$that$ help$ to$ realise$ambi?ons$ for$ the$ future.$ They $understand$the$ impact$ of$ the$crea?on$ of$ a$ Rhizome$ within$ the$ current$ structure$ and$ culture$ and$ take$ the$ highest$ level$ of$ care$ to$ protect$the$values$prevailing$in$a$Rhizome.$

Examples (1/2) The, Ecocathedral, by$ Louis$ Le$ Roy$ in$ Mildam$ (Holland)$ is$ an$ aBempt$ to$ demonstrate$ that$ is$ possible$ to$ realise$ a$ complex$ system$ using$ human$ energy,$nature$and$building$material.$It’s$a$Rhizome$in$its$purest$form. [source:$www.ecokathedraal.nl]

What is the biggest challenge? By$ op?ng$ for$ the$deployment$ of$ a$Rhizome,$ the$organisa?on$ endorses$ that$ one$ is$ not$ completely $ free$ within$ the$ present$ structure$ to$ take$ uncharted$ routes.$ This$ implicit$ expression$ of$ a$ kind$ of$ “incapacity”$ for$ fundamental$ change$ generates$ discussion$ and$ brings$the$associated$resistors$along$with$it.$This$creates$a$Rhizome$that$is$a$powerful$but$ delicate$instrument.$In$addi?on,$the$strength$of$a$Rhizome$is$in$crea?ng$connec?ons.$The$ pitall$is$that$these$connec?ons$are$merging$with$ins?tu?onalised$constructs$and$that$ the$

Nordic,Food,Lab,is$a$nonCproﬁt,$selfCgoverned$organisa?on,$established$ in$

passion$they $contain$can$no$ longer$ﬂow.$Exis?ng$departments,$processes$and$procedures$

2008$ by$head$ chef$René$Redzepi$of$ Noma$and$ gastronomic$ entrepreneur$

will$ aBempt$ to$ bring$ to$bear$ their$ power$ and$ inﬂuence$ on$ the$Rhizome.$ Therefore$ the$

Claus$ Meyer.$ Their$ purpose$ is$ to$ explore$ the$ building$ blocks$ of$ Nordic$

mindset$of$the$par?cipants$and$keeping$the$structure$open$is$essen?al.

cuisine$ through$tradi?onal$ and$ modern$gastronomies,$and$ to$share$ these$ results$ with$ chefs,$ academics,$ industry,$ and$ the$ public.$ The$ Lab$ is$ supported$ by$ independent$ founda?ons,$ private$ companies,$ and$ government$ sources.$ They$ are$ commiBed$ to$ an$ ethos$ of$ coopera?on,$ knowledge$ sharing,$ and$ openCsource$ research,$ and$ collaborate$ with$ various$other$local$and$interna?onal$projects.

Secondary conditions? Nevertheless,$ for$ working$ with$ a$ Rhizome$ within$ an$ exis?ng$ organisa?onal$ structure,$ some$secondary$condi?ons$(rules$of$play)$apply. A$ Rhizome$ is$ not$ a$ func?onal$ unit$ and$ can$ therefore$ not$ be$ placed$ within$ the$ hierarchy$of$a$structure.

[source:$www.nordicfoodlab.org]

A$Rhizome$has$no$formal$control.

The$objec?ve$of$project, 123Dee,is$that$ elementary$schools$will$have$a$3D$

A$ Rhizome$ theore?cally$ has$ no$ rules$ and$ regula?ons, $ unless$ they$ are$ a$ legal$

printer$ that$ they$ apply$ to$ the$ learning$ environment.$ To$ achieve$ this,$

requirement.

entrepreneurs$ are$ encouraged$ to$ invest$ in$ a$ 3D$ printer$ for$ a$ local$ elementary$school$ that$ shows$an$ interest$ in$ this.$ To$ support$ this,$a$ user$ platorm$ was$ac?vated$ to$ help$ the$school$and$ its$pupils,$during$the$startC

Employees$ in$ a$ Rhizome$ are$ always$ free$ to$ leave$ the$ rhizome$ and$ to$ perform$ ac?vi?es$elsewhere$within$the$organisa?on

up$phase$as$well$as$during$the$implementa?on,$to$realise$the$3D$project.$

How do we begin?

A, group, of, Amsterdam, oﬃcials,$ scien?sts,$ police$ staﬀ$ and$ lawyers$ is$

Rhizome,$ from$passion$ and$ inspira?on.$ However,$ the$ secondary$ condi?ons,$ or$ rules$of$

working$ in$ a$private$ ini?a?ve$ on$ a$new$ approach$ to$ dealing$ with$ fraud.$

play,$have$to$be$clear.$

A$Rhizome$cannot$really$be$organised$in$advance. $Employees$must$be$free$to$aBach$to$the$

The$ group$ does$ not$ func?on$ under$ a$ministry$ or$ any$ other$ party$and$ do$ not$ get$ separate$ pay$ for$ their$ “commiBee$ work”,$ but$ they$ can$ come$ together$during$working$hours.

Examples (2/2)

Mind, Dream, Connect & Hack Working$ in$ a$Rhizome$ requires$an$ open$mindset.$ Par?cipants$ study$the$ assump?ons$that$

In$ a$ large$ installa1on, company,$ planners$ themselves$ give$ form$ and$

form$the$founda?on$ for$ current$ work$prac?ces$and$observe$the$system$that$ the$problems$

content$ to$ their$ own$ development$ direc?on.$ They$ develop$ programmes$

and$solu?ons$are$part$ of.$They$reﬂect$on$mental$models$and$ redesign$ work$structures$and$

and$ decide$ themselves$ which$ themes$ they$ want$ to$ expand.$ They$ will$

processes.$They$ make$new$connec?ons$ inside$ and$ outside$ the$ organisa?on$ and$ they $are$

independently$visit$each$other$and$explore$other$ways$of$working.

selfCorganising.$ They $con?nuously $ask $themselves:$ “Why $do$ we$do$ things$ the$way$we$do$ them$now,$is$there$another$way$to$do$it,$and$what$can$we$do$now?” To$ support$ a$ Rhizome,$ a$ special$ incen?ve$ programme$ can$ be$ developed$ to$ colour$ and$ interpret$ this$ mindset. $A$programme$ that$ serves$ as$ a$ catalyst$ and$ focuses$on$ four$ main$ themes:

A$ number$ of$ strategic$ advisors$ in$ a$ municipality$ are$ redesigning$ the$ func?on$ quality$ and$ control.$ Star?ng$ from$ the$ premise$ that$ power$ and$ possibili?es$ are$ inherent$ in$ people$ and$ organisa?ons,$ they$ bring$current$ quality$ tools$ up$ for$ discussion$ and$ they$ tap$ new$ sources$ for$ making$ progress.$

Mind:$ One$reﬂects$on$exis?ng$assump?ons$from$an$

At$a$regional,government,body,$a$group$ of$posi?ve$cri?cal$employees$has$

organisa?onal,$ psychological$ and$ neurological$

organised$ under$ the$ name:$ “Power$ Accelerators”.$ They$ keep$ the$

perspec?ve,$ both$ on$ the$ organisa?onal$ and$ on$ the$

organisa?on$ focused$ on$ developments$ and$ improvement$ opportuni?es$

individual$ level.$ By $understanding $ the$ dynamics, $ the$

and$organise$(unsolicited)$brainstorming$sessions$with$colleagues.

par?cipants$ recognise$ the$ forces$ that$ aﬀect$ the$ success$of$a$WorkCRhizome.

Dream:$

In$ a$ distribu1on, company$ opera?ng$ in$ Europe,$ several$ young$ professionals$ have$ developed$ a$ game$ where$ the$ objec?ve$ is$ a$ oneCyear$

Direct$ with$ passion$ and$ inspira?on.$

challenge$to$managers$to$get$started$on$a$number$ of$strategic$ themes.$By$

Encourage$ crea?ve$ thinking$ and$ the$ development$ of$

ac?va?ng$the$ managers$ in$ a$ playful$ way,$and$ by$periodically$ sharing$ the$

new$ideas.

results$ with$ each$ other,$ these$ ini?ators$ managed$ to$ express$ “the$

Connect:$Crea?ng$connec?ons$is$the$lifeblood$of$a$Rhizome.$The$aBen?on$will$be$focused$ on$the$launch$of$selfCorganising$ac?vi?es$that$can$take$place$in$certain$places$(physical$and$

undercurrent”$ in$ a$ posi?ve$ way.$ Countless$ examples$ of$ best$ prac?ces$ were$collected$and$shared.

virtual)$in$the$organisa?on.$By$periodically$employing$“external$free$thinkers”$as$catalysts$of$

A$ progressive$ family,business$ has$ started$ a$journey$ of$ discovery$ to$ the$

the$growth$process,$numerous$new$connec?ons$will$be$created.

essence$ of$ excellent$ organisa?on$ (Expedi?on$ Excellence).$ Organised$ by$

Hack:$ Do$more$in$ less$?me. $Make$ smart$ moves$ in$the$informa?on$and$network$society.$ Equip$par?cipants$with$knowledge$and$tools$to$support$the$ﬁnding$and$securing$appropriate$ innova?ve$solu?ons.$

and$ for$ its$own$employees.$They$draw$ energy$from$ outside$to$ inside$and$ discover$best$prac?ces$both$inside$and$outside$the$organisa?on.

EPILOGUE by Cees Hoogendijk “Cohesion$and$ Dialogue, $the$ keys$to$excellence”$ is$a$wonderful,$revealing$?tle.$Of$course,$ the$reader$has$easily$discovered$the$duality,$but$let’s$rediscover$it$one$more$?me. Because$if$we$really$want$to$excel, $let’s$make$sure$we$excel$in$crea?ng$cohesion!$Under$INK/ EFQM$ prac??oners,$ the$ word$ “integral”$ can$ frequently $ be$ heard.$ This$ concept$ is$ o>en$ unconsciously$represented$as$a$complex$of$factors$and$facets.$If$one$is$not$ careful,$then$the$ INK/EFQM $Management$Model$ may$look$like$a$collec?on$of$nine$(or$ten)$boxes. $People$like$ Remco$ Lie>ing$ must$ then$ make$ considerable$ eﬀort$ to$ emphasise$ the$ lines$ between$ the$ boxes$and$to$highlight$the$value$of$the$model$in$the$cohesion$between$the$boxes.$It’s$funny,$ really,$because$the$concept$“integral”$is$related$to$the$term$“integer”, $which$means$“whole$ number”. $An$ integral$ (crash)$ helmet$ is$especially$useful$ because$ of$ the$ wholeness$ of$ the$ construct.$And$to$go$from$integral$to$human$integrity $is$an$obvious,$beau?ful$mental$leap...$ Let’s$excel$in$personal$wholeness!$Then$cohesion$will$befall$us. On$ the$other$ side$ of$ the$duality$we$must$ recognise$that$ to$ excel$ is$ far$ from$being$ a$solo$ ac?vity,$not$ even$ in$ sports,$where$fellow$ athletes$are$ needed$ to$ demonstrate$one’s$ own$

they$all$ look$similar$as$much$as$possible,$but$services$only $fare$well$if$they$show$evidence$

excellence,$and$certainly$not$in$living$and$working$together,$where$excelling$can$be$possible$

of$progressive$insight$ and$ con?nuous$ alignment$ with$ the$needs$and$ expecta?ons$of$ the$

if$and$only$if$we$pursue$it$jointly.$Excelling$simply$cannot$ be$done$on$your$own.$How$much$

client.$PDCI $Hoogendijk?$PDCA$Demming?$A$single$model$aBached$to$a$single$name?$Don’t$

wisdom$can$be$found$in$a$?tle$with$so$few$words!

make$me$laugh.$While$we’re$at$it,$let's$not$forget$Mr$Shewart$with$his$Plan, $Do,$Study,$Act,$

Speaking$of$ wisdom:$all$things$considered, $to$excel$appears$to$ be$something$that$ is$aiming$

the$ obvious$predecessor$ to$Demming.$ Or$ a$ few$more$centuries$ back,$Mr$ Francis$ Bacon$

for$ the$ future:$ we$ need$ to$ develop$ ourselves$ and$ our$ organisa?ons$ and$ that$ is$ mainly$

with$ his$ scien?ﬁc$ method$ based$ on$ induc?on:$ Plan,$Do,$Check.$ Striking$ in$ all$ of$ these$

forward,$isn’t$it?$

varia?ons$on$the$theme$is$that$apparently$we$ﬁnd$one$aspect$very$important:$the$Plan.$To$

Plan, $Do,$Check, $Act$is$the$moBo,$which$is$a$model$that$ dates$from$a$?me$when$we$drew$a$ motorcar,$built$it,$tested$it$and$subsequently$reproduced$ it$ on$ a$conveyor$ belt.$It’s$beyond$ me$that$ for$ many$years$we’ve$let$ go$of$ this$model$ in$ service$processes,$and$ once$ upon$ a$

my $taste$this$really$is$an$overrated$construct,$whose$comple?on$is$celebrated$with$ﬂowers$ and$ cake,$ while$ the$ real$ work$ has$ yet$ to$ begin...$ Will$ the$ Plan$ really$ help$ us$ into$ the$ future?$Remco’s$approach$to$make$plans$more$dynamic$is$more$appealing$in$this$case.$

?me$it$convinced$me$to$ replace$Act$ with$Improve:$in$the$case$of$ cars,$it$ might$be$useful$if$

We$should$note$that$all$this$drivel$about$models$C$including$the$INK/EFQM $model$C$from$an$

builders).$In$short:$asking$the$ques?on$C$especially$to$ me$C$was$already$so$overwhelming$

Eastern$perspec?ve$is$considered$ completely$Yin:$it$moves$completely $on$the$inside$of$ the$

that$an$answer$would$have$been$inappropriate.

organism.$And$ as$everyone$knows,$Yin$only $thrives$inextricably$with$Yang:$the$pronounced,$ the$outward,$the$ reciprocal.$As$ long$as$ we$restrict$ the$INK/EFQM$model$ to$the$“enablers”$ and$ the$ “results”$ of$ an$ organisa?on,$ and$ overlook$ that$ the$ recipients$ of$ services$ and$ products$ are$ the$ most$ important$ coCcreators,$ it$ will$ be$ insuﬃcient$ to$ evaluate$ the$ stakeholders;$it$is$a$requirement$that$we$consider$ and$appreciate$the$ac?vi?es$of$these$coC

Just$imagine$that$a$powerful$plan$ is$similar$ to$ a$crisp$development$ques?on,$with$a$deep$ desire. $And$imagine$that$this$ques?on$would$be$allowed$to$pose$itself$in$the$company$of$ her$ coCcreators?$Suppose$ that$ a$Plan$ is$a$Ques?on,$rather$ than$ an$ Answer?$ The$IMWR$ thought$contains$hope,$par?cularly$in$ the$V$of$ Value$ (the$IMWR$circle:$Inspire,$Mobilise,$

creators,$ along$ with$ our$ interac?on$ with$ them$ as$ a$ (Yang)$ process... $and$ then$ suddenly$ we’re$outside$of$the$PDCA$circle$and$popped$out$of$the$INK/EFQM$Management$model. Surrounding$the$PDCA$with$an$IMWR$is$a$reputable$aBempt$to$introduce$some$more$Yang$ into$ the$ organisa?on.$ Undeniably,$ concepts$ like$ Inspire,$ Mobilise, $Value$ and$ Reﬂect$ are$ construc?ve$ treatments.$ However, $ they$ are$ s?ll$ focusing$ on$ the$ internal$ nature$ of$ the$ organisa?on.$We’re$deﬁnitely$not$“popping$out”.$Why$not?$Because$we$would$be$losing$our$ sense$of$control...$Yes:$IMWR$is$also$s?ll$more$Yin$than$Yang.$But$who,$yes$who,$would$dare$

Suppose,that,a,Plan, is,a,Ques1on,, rather,than,an,Answer,

to$present$ a$“half$open$model”?$A $model$that$searches$for$a$connec?on$with$the$unknown$ context?$A$model$that$will$never$be$able$to$map$this$context,$precisely$because$of$its$being$

Value$and$Reﬂect).$It$would$be$to$their$ credit$if$execu?ves$and$all$other$coCcreators$would$

unknown.$Would$con?nuous$reciprocity,$with$true$excellence$as$context, $be$able$to$conﬁrm$

appreciate$each$ other.$Or$ beBer$ yet,$mindful$of$ the$ Apprecia?ve$ Inquiry$movement:$to$

sustainable$survival?$What$an$insubstan?al$thought...$the$Perspec?ve$“Sustainable$&$ValueC

treat$ each$ other$ with$ apprecia?ve$ ques?oning.$ However$ ﬂaBering$ a$ compliment$ may$

orientated$Organising”,$as$shown$by$Remco,$aBempts$to$describe$this$con?nuous$reciprocity$

seem,$there$is$a$beBer$way $to$appreciate$our$fellow$man:$namely$by$asking$him$or$her$for$

with$the$environment$as$the$start$of$this$explora?on.$It’s$a$beau?ful$invita?on.

their$ most$ powerful$ experience,$by$deﬁni?on$related$to$ his$or$ her$ talent$ and$ poten?al.$

As$I $write$this$I$am$s?ll$full$from$a$profound$experience$in$Delphi,$Greece.$The$Delphi$temple$ represents$a$magical$place$where$ancient$knowledge$has$taken$hold.$It$is$so$old,$that$Eastern$

Then$listen$to$the$stories$that$it$generates.$There’s$a$good$chance$that$ both$conversa?on$ partners$excel$in$cohesion$at$that$?me.

and$Western$philosophies$are$no$longer$dis?nguishable.$It’s$in$this$place$where$people$have$

Which$ ques?on$ are$ you$ going$ to$ pose$ tomorrow,$ to$ ra?fy$ the$ development$ of$ your$

posed$big$ques?ons$for$ dozens$of$centuries.$Not$so$much$to$get$a$clear$ answer$ C$the$oracle$

organisa?on?

doesn’t$speak$that$clearly $C$but$simply$to$be$able$to$pose$that$ oh$ so$important$ques?on$ at$ the$ right$ ?me$and$ the$right$ place.$I$ was$ allowed$ to$ share$ my$ques?on,$which$ was:$ “How$ does$one$provide$ ‘leadership’$to$ an$ organisa?on$ that$ (already)$ consists$of$ a$shared$ vision$ and$a$construc?ve$mutual$ reciprocity?”$(I$was$referring$to$our$guild$of$Corporate$Academy$

Cees$Hoogendijk

do-it-yourself-pages 73

The$‘connec)ons$model’$|$INK3EFQM$Naviga)onmap 75

Current Profile Actions previous years:

P SR S

P&R

PP&S

L! P! S! P&R! PP&S!

= Leadership = People = Strategy and Policy = Partnerships & Resources = Processes, Products & Services

BR! SR! CR! PR!

= Business Results = Society Results = Customer Results = People Results

Profile Next Year Actions next year:

P SR S

P&R

PP&S

L! P! S! P&R! PP&S!

= Leadership = People = Strategy and Policy = Partnerships & Resources = Processes, Products & Services

BR! SR! CR! PR!

= Business Results = Society Results = Customer Results = People Results

Storyboard L

Unit

Title

Author

Period

SR S

P&R

PP&S

P&R

PP&S

P SR

P&R

PP&S

Shot 3:

P&R

Shot 2:

SR S

Shot 1:

Shot 4:

P&R

PP&S

Shot 5:

P&R

PP&S

Shot 6:

Causally connected: Causally connected (opposing): Delay:

What are our challenges?

What will we focus on?

What should we be aiming for? What will we work on?

When are we doing well?

What should we renew?

What should we be using?

What should we stop doing?

What is my challenge?

What will be my focus?

What should I aiming for? What will I work on?

When am I doing well?

What should I renew?

I should use more...

I have to stop with...

82 Totally*disagree Totally*disagree Totally*disagree Totally*disagree Totally*disagree Totally*disagree Totally*disagree Totally*disagree Totally*disagree Totally*disagree Totally*disagree Totally*disagree Totally*disagree Totally*disagree Totally*disagree Disagree Disagree Disagree Disagree Disagree Disagree Disagree Disagree Disagree Disagree Disagree Disagree Disagree Disagree Disagree

Rigid Routine Frugal SupplyHoriented Objectives Department Subcontractor Effort Instruction Commitment Receiving Training Research

☐*Management* reinforces*the* hierarchical*style*of* control*and* accountability.

Examples#of#our#actions

How#do#managers#encourage#us?

How#conscious#can#we#act#within#our#organisation?

How#conscious#are#the#actions#of#my#team/department?

How#conscious#are#my#actions?

Planned Mechanistic Suitability QuestionHorientated Indicators Team Supply*Chain Result Managing Performance Sending Training Discussion

Flexible Systemic Effectiveness ClientHorientated Results Network Partner Outcome Directing Functioning Sharing Learning Dialogue

Agree Agree Agree Agree Agree Agree Agree Agree Agree Agree Agree Agree Agree Agree Agree

I*have*the*capacity*to* let*go*of*the*past*and*to* act*in*the*here*and*now.

Dynamic Organic Relevance ValueHorientated Dynamic*objectives Mesh Alliance Effect SelfHdirection Develop CoHcreate Grow Connect

Quite*agree Quite*agree Quite*agree Quite*agree Quite*agree Quite*agree Quite*agree Quite*agree Quite*agree Quite*agree Quite*agree Quite*agree Quite*agree Quite*agree Quite*agree

Awareness#of#our#actions

How#do#we#reflect?

How#do#we#view#development?

What’s#guiding#us? What#are#our#responsibilities? How#do#we#deal#with#information?

What#do#we#vallue?

How#do#we#relate#to#others?

Where#is#our#focus? Where#are#we#headed? How#do#we#position#ourselves?

How#do#we#work? What#do#we#think#is#important?

What#is#our#basic#attitude?

Characterization#of#our#actions

We#take#enough#freedom#and#time#to#learn#and#develop. There#is#a#clear#balance#between#appreciation,#performance#and#development.

We#give#each#other#highAquality#feedback. We#regularly#use#feedback#to#reflect#on#our#assumptions. We#create#sufficient#challenges#to#help#our#(personal)#development.

We#request#and#receive#continuous#feedback#on#our#performance.

We#provide#good#support#to#other#teams. We#have#an#equivalent#(cooperative)#relationship#with#all#our#stakeholders.

We#receive#good#support#from#other#teams.

We#regularly#tailor#our#activities#to#our#expectations,#and#vice#versa. We#are#able#to#respond#to#(new)#developments#quickly#and#adequately.

We#have#confidence#in#the#chosen#direction. It#is#clear#to#us#how#we#can#contribute#to#this. Our#proposed#actions#constitute#a#logical#and#understandable#whole.

It#is#clear#to#us#where#the#organisation#is#headed.

Evaluation#of#our#actions

Questionnaire#Organising#Efficiency

Made by: Biology:$underground$rootstalk$structure French$philosopher$Gilles$Deleuze$used$this$concept$to$describe$a$ new$way$of$thinking$and$(co@)opera)ng.$$it$is$a$network$of$ connec)ons$without$any$form$of$control

Experiment$with$chance

Step$6:$Experiment$ with$chance

Social$innova)on

7.(Rhizoming

Strategic$Transparency

Apply$for

Mind,$Dream,$Connect$&$Hack

From$having$to$using The$Client$directs

Asks$for

The$perspec)ve

Cohesion(and( Dialogue

Plan$@$do$@$check$&$learn$@$adapt External$orienta)on Outcome$focused

Step$5:$U)lise$dynam@ ics$at$all$)mes

Developing$con)nuously Not$everything$is$new

The$Basic$Assump)ons

Demand@driven$alloca)on

Change$is$a$constant Together$with$others

Con)nuous$dialogue

New$leadership Focus$on$impact Focus

6.(Dynamic( Planning

Cohesion

There$is$another$way

Connect Reﬂect

Clarify

Challenge

Learn$Together Disconnect$rewards

Nega)ve$eﬀects$that$occur$in$a$ disjointed$management$system Rules

Symbiosis

Values Act

Model

Percep)ons

Collusion

5.(UKlise(dynamics( at(all(Kmes

Step$1:$Discover@ ing$quirks

Muta)on Oddi)es$

Occurence

Stacking Wear$and$tear

Ques)onnaire

Contradic)ons Façade

Outdated$structures$and$pa`erns 1980@2010$Global$Connected$Theory

What’s$holding$us$back?

Adap)ng$to$a$new$methode$is$hard Who$and$what

Redesign

4.(Understanding(and(posiKoning

1.(patchwork( unravelled

4$perspec)ves

Step$2:$Iden)fying$ the$rela)onships

Human Business

Keep$the$organisa)on$on$course$

Leadership

Inspire$development$

Strategy$and$Policy

Translates$its$mission$statement$into$daily$prac)ce

Staﬀ$Management

U)lisa)on$of$the$knowledge,$skills$ and$energy$of$its$employees

From$ReAct$to$ReThink

Management

Model$of$the$ connec)ons

The$essence$of$the$conversa)on$cycle Processen$plaatsen$in$groter$geheel Prosperity

The$'ﬂow'

Resources

How$aware$is$your$ organisa)on?

Inidvidual Team

Four$result$areas

3$axes ReThink

Organiza)on

Five$organisa)onal$areas

Plean$@$do$@$learn$@$adapt

Reframing

Diﬀerent

Framework$for$connec)ons

Enabler$vs$result

React An)cipate

Why$and$which

INK@EFQM$Manage@ ment$Framework

Cohesion(and(Dialogue,( the(keys(to(excellence(5( Remco(Lieﬁng

Stacking$of$tool

ReAct

Where$and$when

It’s$a$way$of$thinking$and$working

Archaic$way$of$thinking

Employees Clients$and$Partners

The$Stakeholders

Society

Reciprocity

Directors$and$Financiers ? It$is$encouraging$to$do$those$ac)vi)es$ that$really$make$a$contribu)on.

Meaning

Basic$principles

Step$4:$Understanding$ from$the$larger$whole

3.(Systems(think5 ing(&(doing

Process$Management

There$is$another$way Synergie 1$+$1$=$3

Begrijpen$van$de$dynamiek

Step$3$Tracking$the$ dynamics

Iden)ﬁes,$designs,$controls,$enhances$and$renews$ its$processes,$rela)ve$to$strategy$and$policy

The$Eye$of$the$Master Create$your$own$storyboard

Understand$the$dynamics$of$the$connec)on Draw$the$current$eye$and$compare$to$ac)ons

In$order$to$operate$in$a$dynamic$market,$it$is $important$to$ have$more$op?ons$to$ create$value$for$all$stakeholders.$ $ In$ the$new$economy,$no$organisa?on$will$be$ successful$if$ it$doesn’t$possess$a$significant$amount$of$agility$ and$selfCorganising$ability.$This $is$a$necessary$condi?on$to$enable$rapid$switching$ from$one$winning$ strategy$to$another$and$to$implement$it. The$basis$for$this$lies$in$a$different$way$of$organising,$where$meaning$is $the$basis$for$value$and$where$the$customer$is$in$charge,$and$where$organising$is$based$on$a$ sustainable,$effec?ve,$innova?ve$and$flexible$partnership$which$is$based$on$the$selfCorganising$ability$of$professionals$in$collabora?on$with$all$stakeholders. LieMing, Consul1ng, supports, your, organisa1on, in,the,further,development,of, business, by, working, (, together,with, you, (, towards, a, more,coherent,and,social, management,system.,We,do,this,by, contribu1ng,refreshing,perspec1ves, and,proven,methodologies.,Lie>ing$Consul?ng$reasons$primarily$from$human$thinking$ and$behaviour$and$makes$the$underlying$(management)$processes$visible$and$nego?able.$ A>er$all,$it’s$not$always$about$doing$something$new.$$Some?mes$it’s$a$maBer$of$viewing$your$present$reality$with$different$eyes.

+31$(0)$35$887$22$24

remcolie>ing

lie>ingCconsul?ng.com

nl.linkedin.com/in/remcolie>ing/

info@lie>ingCconsul?ng.nl

@remcolie>ing

Lie>ing$ Consul?ng$ works$ closely$ with$ clients,$ specialised$ consultants,$ independent$ professionals$ and$ various$ knowledge$ networks$ on$ interes?ng$ projects$involving$the$socialisa?on$of$management$systems.$ Lie>ing$ consul?ng$ was$founded$ by$ Remco$ Lie>ing,$ business $excellence$ coach$ and$ experience$ partner.$ Remco$ has$ more$ than$ 16$ years$ of$ experience$ as$ a$ consultant,$ facilitator$ and$ Lead$ Assessor$ in$ Business$ Excellence$ (INK/EFQM),$ organisa?onal$ development$ and$ behavioural$ change,$ both$ in$ public$ administra?on$and$in$business$services.$ As$ an$ experience$ partner$ he$ par?cipates$ in$ crea?ng$ a $number$ of$ ini?a?ves,$ including$The$Management$Challenge®$and$3D$prin?ng$for$children. His$main$strength$lies $in$bringing$together$the$“hard$ and$ so>$ side”$ of$ organising.$ He$ promotes$ a$ clear$and$transparent$approach.$ He$knows$how$ to$inspire$all$levels$within$ an$ organisa?on$ with$ his$ enthusiasm,$ commitment$ and$ his$ ability$ to$ put$ things$ in$ perspec?ve.$ At$ the$ same$ ?me$ he$ enjoys$ spreading$ his$ knowledge$ and$ experience$ through$coaching$and$training.

“During$ the$ past$ two$ years,$ Remco$ has$ made$ a$ considerable$ contribu?on$ to$ a$ couple$ of$ large$ projects$ within$ PostNL.$ He$ joined$ the$ PostNL$ Masters$ at$ the$ incep?on$of$some$valuable$ innova?ons$in$the$ programme,$ followed$by$ an$important$and$substan?ve$ contribu?on$as$ assessor.$ Keywords$ in$ this$partnership:$ business$ excellence$ professional,$ innovator,$ organisa?onCaware.$ Other$ talents$ surfaced$ during$ the$ employeeCengagement$ survey$ VOICE:$ associa?ng,$ substan?al$resolu?on$capacity,$good$discussion$partner$ for$ the$ business.$ It$ is$a$ real$ pleasure$ to$ work$ with$Remco$ because$ of$ his$posi?ve$ ajtude,$ handsCon$ mentality$ and$ his$ ability$ to$ put$ things$ in$ perspec?ve.”$ Sandra$ Schipper,$ Programme$Manager$PostNL “Remco's$strength$ is$his$enthusiasm$ and$his$ability$ to$ get$people$ moving.$ He$ recognizes$ where$people$have$their$energy$and$he$helps$them$to$capitalise$on$that.$He$ par?cipates$in$ development$projects$within$ the$ INK$network.$He$ also$supports$the$ INK$in$reposi?oning$ the$ organisa?on.$ He$ is$ appreciated$ not$ only$ because$ he$ proposes$ new$ angles$ and$ perspec?ves,$but$ also$because$ he$helps$to$bring$ plans$into$reality.$ It$is$a$real$ pleasure$ to$ collaborate$with$Remco.”$Ruud$Stassen,$Director$INK “Remco$is$an$enthusias?c$and$crea?ve$ thinker$and$doer.$He$ recognises$opportuni?es$and$ suggests$ “out$ of$ the$ box”$ ideas$ that$ are$ simultaneously$ possible$ within$ the$ context.$ Crea?ng$ new$ things$ or$ new$ programmes$and$formula?ng$ solu?ons.$ That's$what$ I$ really$ like$ to$do$together$with$Remco.$ It’s $also$good$to$see$that$"no$maBer$what",$he$ con?nues$ to$believe$in$it.$So$especially$if$you$happen$to$hit$a$rough$stretch,$I$would$suggest$you$call$ Remco.”$Ad$Schrama,$Senior$Adviser$Trainer$and$Manager,$Bureau$Zuidema “As$a$consultant,$Remco$is$there$ to$fix$something,$not$force$it;$not$only$by$contribu?ng$his$ broad$knowledge$ and$skills,$ but$ also$with$ an$eye$ for$ the$ tools$ (i.e.$individuals)$that$ are$ required$in$ the$ process.$ He$ does$this$with$understanding$and$respect$ for$their$ skills$and$ their$ limits.”$Frits$Eijkhoudt,$ project$ leader$ Openbaar$ Ministerie$ (OM,$Public$Prosecu?on$ Service) “I$met$Remco$as $an$expert$ consultant$in$the$ field$of$INK.$ His$discerning$capacity$lies$not$ only$on$the$instrumental$level,$but$also$on$the$process$of$implementa?on$and$assurance.”$ Cees$Kiene,$MD$coordinator$UWV “Remco$developed$an$excellent$understanding$of$the$ underlying$EFQM$model$and$of$the$ assessment$ process.$ As$ a$ strategic$ thinker,$ he$ was$ always$eager$ to$ find$ out$ the$ basic$ fundamentals$of$the$model$and$transferred$them$into$the$business$world.”$ Chris?an$Dr.$Forstner,$Principal$Consultant

Expedi1on,Excellence

Best,Prac1ce,programme

The,Management,Challenge®

INK/EFQM,Assessments,&,Advice

Expedi?on$ Excellence$ is$ a$ journey $ of$

Sejng$ up$ an$ internal$ recogni?on$ and$

An$ interac?ve,$live,$management$ game$for$

During$ the$ process$ it$ is$ a$ good$ idea$ to$

discovery. $No$tradi?onal$educa?on, $training$

apprecia?on$ programme$ will$ help$ you$ to$

(emerging)$ managers,$ supervisors$ and$

frequently$reﬂect$ and$evaluate$ in$order$ to$

or$ course,$but$ an$ expedi?on$ organised$ by$

iden?fy$ and$ share$ best$ prac?ces$ within$

(senior)$ employees.$ The$ game$ allows$

learn$ and$ give$ direc?on$ for$ the$ next$ step.$

the$par?cipants$themselves.$A$unique$form$

your$ organisa?on. $ Discover$ valuable$ new$

par?cipants$ to$ learn$ and$ experience$ the$

Depending$ on$ the$ situa?on,$ a$ quick$ scan,$

of$ learning$ is$ created$ by$ leveraging$ each$

insights$from$within$your$ own$organisa?on,$

eﬀect$ of$ directed$ aBen?on$ to$ the$

selfCassessment,$ test$ or$

other’s$ knowledge, $ skills,$ experience$ and$

for$and$by$employees.

development$ of$ the$ organisa?on$ and$ its$

audit$can$be$helpful.$

network.$ It’s$ called$ “competenceCbased$ learning”.

employees.$(INK/EFQM$inside)

5 8 ReActing Benadering Dimensie Centrale/Triade Focus Typering Tone/of/Voice

Tone/of/Attitude

Leerniveau Fouten? Centrale/Leervraag

ReThinking

Theorie*D*Results*Driven

Reageren

Anticiperen

Heuristiek*D*Effect*Driven

Herkaderen

Herontwerpen

Fragiel Fragiel Activiteit Proces PlanDDoDCheckDCorrect PlanDDoDCheckDAct Reageren*vanuit*bestaande* Onderkennen*en* routines,*normen*en* 'doortrekken'*van*patronen* richtlijnen en*trends*uit*het*verleden* naar*de*toekomst Negeren,*vluchten*of* Ingrijpen*om*herhaling*te* vechten voorkomen

Robuust Structuur PlanDDoDStudy Onderzoeken*of*de* aannamen*die*ten*grondslag* liggen*aan*de*werkwijzen* nog*steeds*geldig*zijn Reflecteren*op*mentale* modellen

Conditioneren Fout*=*slecht Wie*en*Wat?

DoubleDLoop*leren Fout*=*kans Waarom*en*Waarmee?

Antifragiel Systeem PlanDDoDStudyDAdapt Kijken*naar*het*systeem*waar* de*problemen*en* oplossingen*onderdeel*van* uitmaken Continu*herontwerpen*van* werkstructuren,*Dprocessen* en*organisatiecultuur Deutero*Leren Fout*=*goed Hoe*anders?

SingleDLoop*leren Fout*=*informatie Waar*en*Wanneer?

Typering*van*het*handelen Wat/is/onze/grondhouding? Hoe/werken/wij? Wat/vinden/wij/belangrijk? Waar/richten/wij/ons/op? Waar/sturen/wij/op? Hoe/reguleren/wij/het/werk? Hoe/zijn/wij/ingericht? Hoe/verhouden/wij/ons/tot/anderen? Waar/hechten/wij/waarde/aan? Hoe/worden/wij/aangestuurd? Waarover/verantwoorden/wij/ons? Hoe/gaan/wij/om/met/informatie? Hoe/kijken/wij/aan/tegen/ontwikkelen? Hoe/reflecteren/wij?

Rigide Routine Zuinigheid Aanbodgericht Doelen Regels Afdeling Toeleverancier Inspanning Instrueren Inzet Ontvangen Opleiden Onderzoek

Planmatig Mechanistisch Doelmatigheid Vraaggericht Indicators Normen Team Supply*Chain Resultaat Managen Prestatie Zenden Trainen Discussie

Flexibel Systemisch Doeltreffendheid Klantgericht Resultaten Principes Netwerk Partner Uitkomst Regisseren Functioneren Delen Leren Dialoog

Dynamisch Organisch Relevantie Waardegericht Dynamische*doelen Deugden Mesh Alliantie Effect Zelfsturing Ontwikkelen CoDcreëren Groeien Verbinden

Kenmerkende*instrumenten Instrumenten

Activity*Based*Costing Time*Management Management*By*Objectives

Value*Based*Management Process*Management Balanced*Scorecard

Controle Audit Decision*Rules Root*cause*analysis Quality*Control Quality*Management Performance*Benchmarking Process*Benchmarking Performance*Appraisal Performance*Management Marketing Satisfaction*Management Bossing Managing

Dynamic,Planning

Rolling*forecast Operational*Excellence OneDPageDStrategy Appreciative*Assessments Risk*Management Business*Excellence Strategische*Benchmarking Competence*Management Loyalty*Management Coaching*&*Intervision

Beyond*budgeting Business*ReDengineering Continuous*Strategy* Development Open*Dialoque Scenario*Planning Social*Excellence Open*Innovation Talent*Management Relationship*Management Leading*&*SelfDManagement

Dialogue,Organising,Eﬃciency

Rhizoming

House,Academies,and,AI,100

Dynamic$ planning$ helps$ to$ create$ (year)$

A$very$compact$ques?onnaire$develops$this$

“Rhizoming”$ is$ ini?a?ng$ a$ selfCorganising$

plans$ that$ are$ alive,$ well$ thoughtCout,$

insight$into$the$eﬀec?veness$of$your$team’s$

tes?ng$ ground$ for$ the$ discovery $ and$

and$ innovate$ structurally?$ With$ these$

realis?c,$topical$and$up$for$ discussion.$The$

capacity $ for$ organising,$ developing$ and$

dissemina?on$ of$ new$ and$ renewed$ forms$

building $blocks$you$will$be$working $towards$

basis$ of$ this$ methodology$includes,$among$

reﬂec?ng. $This$ ques?onnaire$ can$ be$ used$

of$ organising$ within$ an$ organisa?on. $ The$

sustainably$ organising$ learning$ and$

others,$ the$ INK/EFQM$ body$ of$ thought.$

to$ enter$ into$ a$ dialogue$ on$ the$ current$

ini?a?on$ and$ growth$ of$ a$ Rhizome$ in$ an$

developing. $Lie>ing$Consul?ng$supports$the$

Working$with$this$approach$is$certainly $not$

s t a t e$ o f$ a ﬀ a i r s$ a n d$ t h e$ d e s i r e d$

organisa?on$promotes$social$innova?on.

body$ of$ thought$ of$ House$ Academies$ and$

a$ ﬁllCinCtheCblanks$ exercise,$ but$ especially$

development$direc?on.

entering$ into$ a$ good$ conversa?on$ about$ organisa?on$development.

How$can$you$get$your$organisa?on$to$learn$

the$ Apprecia?ve$ Enquiry$ Ac?on$ Learning$ Path.

A, prac1cal, and, inspira1onal, workbook, for, professionals, who, want, to, work, towards, improving,the,cohesion,within,organisa1ons., This, workbook, helps, to, iden1fy, approaches,, tac1cs, and, instruments, that, sound, good, in, terms,of,organisa1onal,design,,but,in,prac1ce, lead,to,undesirable,(side),eﬀects., Discover, the, strength, of, the, composi1on, of,

Analysing$ complex$ problems$ through$ reduc?on$ has$ become$ the$ basis$ of$ many$ management$ approaches.$ Reduc?on$ creates$ the$ belief$ that$ everything$ can$ be$ objec?fied$ and$ is $ therefore$ tangible,$ predictable$ and$ repairable.$ Reduc?on$ eradicates$ the$ feeling$ for$ the$ “human$ dimension”$ and$ creates$ a$ distance$ between$ reason$and$emo?on,$between$thinking$and$doing. Perhaps $we$should$try$to$look$differently$at$complexity$and$ approach$ problems$ from$ the$ larger$ whole.$ A$ first$ step$ would$ be$ to$ see$ the$ whole$ and$ try$ to$ understand$ this$by$ entering$into$a$dialogue$with$our$environment.$

the,organising,elements, within,your,business, and, how, mutual, rela1onships, evolve, over,

This$workbook$will$help$you$and$your$colleagues$with$this.

1me., Determine,what,is,right,and/or,(un)necessary, for, the, next, step, towards, achieving, your,

Hardcopy or free download:

ambi1ons.

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