change voor projectmanagers
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www.kluweropleidingen.be
Project Management
Change Management
www.kluweropleidingen.be
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Projectmanagement – Change Management
Pascal Vanden Bossche
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Projectmanagement – Change Management
Pascal Vanden Bossche
www.kluweropleidingen.be
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Projectmanagement – Change Management
Pascal Vanden Bossche
www.kluweropleidingen.be
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Projectmanagement – Change Management
Pascal Vanden Bossche
www.kluweropleidingen.be
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Projectmanagement – Change Management
Pascal Vanden Bossche
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Projectmanagement – Change Management
Pascal Vanden Bossche
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Projectmanagement – Change Management
Pascal Vanden Bossche
Drijfveren voor veranderingRegelgeving
Vraagvan klanten Kosten
Concurrentie
Visie Groei StructuurTechnologie Crisis
Communicatie Pioniers Ontevredenheid
Verandering
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Projectmanagement – Change Management
Pascal Vanden Bossche
Drijfveren voor verandering
Self
Team
Organisation
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Projectmanagement – Change Management
Pascal Vanden Bossche
Projecten en verandering
To beAs is VeranderingProject
EMOTIONEEL
RATIONEEL
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Projectmanagement – Change Management
Pascal Vanden Bossche
Kurt Lewin
1. Unfreeze
2. Transition
3. Freeze
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Projectmanagement – Change Management
Pascal Vanden Bossche
Gleicher
Verandering is mogelijk als
D x V x F > R
D = dissatisfaction with current situation
V = vision of what is possible
F = first steps that can be taken
R = resistance
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Projectmanagement – Change Management
Pascal Vanden Bossche
Perceptie: Vormen
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Projectmanagement – Change Management
Pascal Vanden Bossche
Perceptie: Inhoud
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Projectmanagement – Change Management
Pascal Vanden Bossche
Emoties bij verandering
Ontkenning
Weerstand
Aanvaarding
Verkenning
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Projectmanagement – Change Management
Pascal Vanden Bossche
De click?
Ontkenning
Weerstand
Aanvaarding
Verkenning
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Projectmanagement – Change Management
Pascal Vanden Bossche
Kübler-Ross
Tijd
Emotie Shock
Ontkenning
Woede
Onderhandelen
Depressie
Aanvaarding
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Projectmanagement – Change Management
Pascal Vanden Bossche
Kübler-Ross
Tijd
Emotie
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Projectmanagement – Change Management
Pascal Vanden Bossche
If the only tool you have is a hammer,
you tend to see every problem as a nail.
Abraham Maslow
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Projectmanagement – Change Management
Pascal Vanden Bossche
Stakeholders beïnvloeden volgens Peter Senge
Co-creating
Consulting
Testing
Selling
Telling
bekw
aam
heid
om
rich
ting
te
geve
n en
te le
ren
mate van actieve betrokkenheid
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Projectmanagement – Change Management
Pascal Vanden Bossche
Ralph Stacey
Close toAgreement
Disagreement
Selling: buy-instrategies, changeagents, persuasion,negotation, real timestrategic change
Telling: rationaldecision making,classical projectmanagement,organisationaldevelopment
Consulting: scena-rios, leadership,intuition, learningorganisations,systems thinking
High UncertaintyClose to Certainty
Co-creating: methods &approaches that maximise themanagement of knowledgeresources and the utilisation ofpassion & responsibility, e.g.
- Appreciative Inquiry- Open Space Technology- World Cafe
Edge of Chaos:avoidance,disintegration
1
2
3
4
5
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Projectmanagement – Change Management
Pascal Vanden Bossche
Ralph Stacey—Telling
Close toAgreement
Disagreement
Selling: buy-instrategies, changeagents, persuasion,negotation, real timestrategic change
Telling: rationaldecision making,classical projectmanagement,organisationaldevelopment
Consulting: scena-rios, leadership,intuition, learningorganisations,systems thinking
High UncertaintyClose to Certainty
Co-creating: methods &approaches that maximise themanagement of knowledgeresources and the utilisation ofpassion & responsibility, e.g.
- Appreciative Inquiry- Open Space Technology- World Cafe
Edge of Chaos:avoidance,disintegration
1
2
3
4
5
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Projectmanagement – Change Management
Pascal Vanden Bossche
Ralph Stacey - Telling
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Projectmanagement – Change Management
Pascal Vanden Bossche
Ralph Stacey—Selling
Close toAgreement
Disagreement
Selling: buy-instrategies, changeagents, persuasion,negotation, real timestrategic change
Telling: rationaldecision making,classical projectmanagement,organisationaldevelopment
Consulting: scena-rios, leadership,intuition, learningorganisations,systems thinking
High UncertaintyClose to Certainty
Co-creating: methods &approaches that maximise themanagement of knowledgeresources and the utilisation ofpassion & responsibility, e.g.
- Appreciative Inquiry- Open Space Technology- World Cafe
Edge of Chaos:avoidance,disintegration
1
2
3
4
5
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Projectmanagement – Change Management
Pascal Vanden Bossche
Ralph Stacey—Consulting
Close toAgreement
Disagreement
Selling: buy-instrategies, changeagents, persuasion,negotation, real timestrategic change
Telling: rationaldecision making,classical projectmanagement,organisationaldevelopment
Consulting: scena-rios, leadership,intuition, learningorganisations,systems thinking
High UncertaintyClose to Certainty
Co-creating: methods &approaches that maximise themanagement of knowledgeresources and the utilisation ofpassion & responsibility, e.g.
- Appreciative Inquiry- Open Space Technology- World Cafe
Edge of Chaos:avoidance,disintegration
1
2
3
4
5
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Projectmanagement – Change Management
Pascal Vanden Bossche
Ralph Stacey—Co–creating
Close toAgreement
Disagreement
Selling: buy-instrategies, changeagents, persuasion,negotation, real timestrategic change
Telling: rationaldecision making,classical projectmanagement,organisationaldevelopment
Consulting: scena-rios, leadership,intuition, learningorganisations,systems thinking
High UncertaintyClose to Certainty
Co-creating: methods &approaches that maximise themanagement of knowledgeresources and the utilisation ofpassion & responsibility, e.g.
- Appreciative Inquiry- Open Space Technology- World Cafe
Edge of Chaos:avoidance,disintegration
1
2
3
4
5
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Projectmanagement – Change Management
Pascal Vanden Bossche
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Projectmanagement – Change Management
Pascal Vanden Bossche
Schitterende jobs
Customer centered
1. Voorbereidende gesprekken en besluit om een waarderend onderzoek te starten
2. Bespreking in CWRU (Ohio) met Ron Fry
3. Design team start op 4 juni
4. Kick-off events + uitnodigen vrijwilligers voor interview-team
5. Interview team opleiden
6.100 + 30 interviews
7.Discovery & dream workshop met interview team
8. Feedback van verhalen, dromen en thema’s aan iedereen
9.Alle medewerkers kiezen prioriteiten, en starten werkgroepen
10.Tussentijds verslag van de werkgroepen
Appreciative Inquiry
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Projectmanagement – Change Management
Pascal Vanden Bossche
Design
Destiny
Wanneer gebeurt het al? Ontdek de kern, de kracht
Discovery
Schitterende jobs
Customer centered
Schitterende jobs
Customer centered Wat willen we meer? Waar willen we heen?
Topic Choice
Dream
Wat is de diepste hoop? Het potentieel?
De hele organisatie samen ontwerpt de acties
Resultaten, de gewenste verandering wordt realiteit
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Projectmanagement – Change Management
Pascal Vanden Bossche
8 stappen van veranderingJohn Kotter
Stap 1: Create a sense of urgency
Stap 2: Build a guiding team
Stap 3: Develop the right vision
Stap 4: Communicate for buy-in
Stap 5: Empower others to act
Stap 6: Produce short-term wins
Stap 7: Don’t let up
Stap 8: Create a new culture
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