Samenvatting Van Nistelrooij (2021)
Samenvatting Van Nistelrooij (2021).............................................................................................................1
Hoofdstuk 1: introduction.............................................................................................................................. 5
1.1 Inleiding...................................................................................................................................... 5
1.2 Een sociaal-constructionistisch perspectief op verandering....................................................... 5
1.3 drie hoofdcasussen...................................................................................................................... 8
1.3.1 Eerste case: de vakbond - veel betrokkenheid, geen resultaat................................................. 8
1.3.2 Tweede case: vastzitten in een business university................................................................10
1.3.3 - de derde case: de dans rond de symbolische totempaal in zorgorganisaties........................12
1.3.4. - omgaan met dilemma’s, defensiviteit en polarisatie...........................................................14
1.4 - inleiding tot verandermanagement..........................................................................................15
1.4.1 - inleiding in verandermanagement........................................................................................16
1.4.2 - introduceren van verandering.............................................................................................. 17
1.4.3 - introduceren van organisatieverandering.............................................................................18
1.5 - introducing paradox and complexity...................................................................................... 19
1.5.1 - paradox................................................................................................................................ 19
1.5.2 - introduceren van complexiteit............................................................................................. 21
1.5.3 - dealing with paradox and complexity - systems thinking................................................... 23
1.6.1 - change vs. changing.............................................................................................................23
1.6.2 - co-inquiry, dialoog en LGI’s................................................................................................24
1.6.3 - intervening, enabling en learning........................................................................................ 24
1.7 - introducing perspective and perceiving.................................................................................. 25
Hoofdstuk 2: change management............................................................................................................... 27
2.1 - introduction.............................................................................................................................27
2.2 - typical managerial points of view on ‘change management’................................................. 27
2.2.1 - hoe management zichzelf positioneert.................................................................................27
2.2.2 - hoe management naar change management kijkt................................................................ 28
2.2.3 - parallel organisation denken................................................................................................ 30
2.2.4 - de ‘burning platform’-logica................................................................................................31
2.2.5 - top-down communicatie...................................................................................................... 32
2.2.6 - verandering als emotionele transitie.................................................................................... 32
2.3 - change strategies: types and dimensions................................................................................ 34
2.3.1 - drie change dimensions........................................................................................................34
2.3.2 - reflecties op klassieke strategieën........................................................................................35
2.3.3 A Change Strategy for Social Re-engineering of an Organisational Culture........................ 36
2.3.4 strategic change strategy........................................................................................................ 37
2.4 - planned change vs emergent change.......................................................................................40
2.4.1 An ‘action-reaction behavioral pattern...................................................................................40
2.4.2 modern biological concepts regarding ‘emerging’ change.................................................... 41
2.4.3 first- and second-order change............................................................................................... 42
, 2.5 - closing reflections................................................................................................................... 43
2.5.1 Geen One Best Way............................................................................................................... 43
2.5.2 Change Management als Commodity.................................................................................... 43
2.5.3 Fundamentale Tekortkomingen..............................................................................................43
2.5.4 Change Is Not Manageable, Interventions Are...................................................................... 43
2.5.5 Change Management Is a Paradox.........................................................................................43
2.5.6 Sense Giving.......................................................................................................................... 44
2.5.7 Mensen Zijn Niet Rationeel................................................................................................... 44
Hoofdstuk 3: organisation development (OD) in relatie tot Kurt Lewin..................................................... 44
3.1 - introduction.............................................................................................................................44
3.2 - Lewin’s Work and Life........................................................................................................... 45
3.3 - linking Lewin’s Action Research to the Process of Co-inquiry............................................. 46
3.3.1 wholeness - betrek het hele sociale systeem.......................................................................... 47
3.3.2 practical present knowing - hier-en-nu interactie...................................................................47
3.4 Linking Lewin’s Forcefield Theory to Systems Thinking........................................................ 48
3.4.1 A Forcefield as a Complementary Gestalt............................................................................. 48
3.4.2 Whole Social System als juiste scope.................................................................................... 49
3.5 Linking Lewin’s Change Theory to Generativity..................................................................... 50
3.5.1 Unfreezing – wegblijven van vastgeroest denken..................................................................50
3.5.3 Unfreezing en Generativity.................................................................................................... 50
3.6 - based on Lewin’s work: continuing trends in organisational development............................51
3.6.1 - whole-system thinking (systems thinking).......................................................................... 51
3.6.2 - relational know-how............................................................................................................ 51
3.6.3 - generativity.......................................................................................................................... 51
3.7 - closing reflections................................................................................................................... 51
Hoofdstuk 4: beyond organisation development..........................................................................................53
4.1 - introduction.............................................................................................................................53
4.2 - diagnostic and dialogic organisation development: key characteristics................................. 54
4.3 - engaging people in change (assumptions behind diagnostic and dialogic OD)..................... 55
4.3.1 Attitude Change..................................................................................................................... 56
4.3.2 Consciousness Raising........................................................................................................... 58
4.3.3 Psychological Interventions................................................................................................... 59
4.3.4 - diagnostic OD: The Role of a Process Interventionist.........................................................61
4.4 - Assumptions behind dialogical OD........................................................................................ 62
4.4.1 - perspective taking, shifting contexts and emerging change................................................ 62
4.4.2 - dialogue and enacting change.............................................................................................. 63
4.4.3 - dialogical systems................................................................................................................ 64
4.4.4 - the Role of a Generative OD Interventionist....................................................................... 65
4.5 Some Closing Reflections......................................................................................................... 66
Hoofdstuk 5: large group interventions........................................................................................................66
5.1 Introductie................................................................................................................................. 66
, 5.2 LGI’s: achtergrond, kenmerken en premissen.......................................................................... 67
5.2.1. Historische achtergrond........................................................................................................ 67
5.2.2. Typen LGI’s.......................................................................................................................... 68
5.2.3. Actieleren als ruggengraat van LGI’s................................................................................... 69
5.3 LGI’s als onderdeel van een ontwikkelde leerinfrastructuur.................................................... 70
5.3.1. de ontwikkeling van een leerinfrastructuur...........................................................................70
5.3.2 bottom-up scoping..................................................................................................................73
Interlude 5.3 – ‘Scratching an itch’: symptoomgedrag...................................................................73
5.3.3 differentiële diagnose............................................................................................................. 74
5.3.4. Voorbereiden van een LGI.................................................................................................... 74
5.4 Algemene uitdagingen bij LGI’s...............................................................................................75
5.4.1 De participatiedilemma: geplande dialoog.............................................................................75
5.4.2 ‘Airtime’ en groepsgrootte: tegenintuïtief?............................................................................75
5.4.3 Besturen van een participatief proces: tweerichtingsinspanning........................................... 75
5.4.4 Consensus vs. conformiteit.................................................................................................... 76
5.5 Generatieve vaardigheden in werken met een process group................................................... 76
5.5.1 Heterarchie en abductief redeneren........................................................................................76
5.5.2 Angst reguleren en dialoogkwaliteit bewaken....................................................................... 76
5.5.3 Wu-Wei-houding en rol van ‘katalysator’..............................................................................77
5.5.4 Reductio ad absurdum............................................................................................................77
5.6 closing reflections..................................................................................................................... 78
Hoofdstuk 6: Changing and Learning.......................................................................................................... 78
6.1 Inleiding: de aard van verandering............................................................................................78
6.2 De rol van aannames - hoe ons denken ons gedrag stuurt........................................................ 79
6.2.1. McGregor’s Seminal X and Y Theory.................................................................................. 80
6.2.2. Covey’s Assumptions on ‘Reactivity and Proactivity’......................................................... 81
6.2.3. Argyris’ Advocacy (Model I) and Inquiry (Model II).......................................................... 82
6.3 Realising a Paradigm Shift from One set of Assumptions to another...................................... 83
6.3.1. Arygyris’ Single- and Double-Loop Learning......................................................................84
6.3.2. Bateson’s Learning Interventions Levels L0, LI, LII............................................................86
6.3.3. Bateson’s Learning Intervention Level LIII..........................................................................87
6.4 Co-Inquiry as a Process of Collaborative Learning.................................................................. 88
6.4.1. Being generative................................................................................................................... 88
6.4.2 Bringing to the Surface.......................................................................................................... 90
6.4.3 Challenging Assumptions...................................................................................................... 91
Hoofdstuk 7: change dynamics.................................................................................................................... 93
7.1 Introductie................................................................................................................................. 93
7.2 A historical synopsis on resistance to change........................................................................... 94
7.3 change dynamics as group dynamics........................................................................................ 95
7.3.1 Argyris’ Defensive Reasoning............................................................................................... 98
7.3.2 Janis’ ‘Groupthink’................................................................................................................ 99
, 7.3.3 Harvey’s Abilene Paradox..................................................................................................... 99
7.3.4 A comparison between ‘defensive reasoning’, ‘groupthink’, and the ‘abilene paradox’.... 100
7.4 change dynamics as characteristics of a social system........................................................... 100
7.4.1 Handling Paradoxical Change Dynamics............................................................................ 101
7.4.2 Making Sense of a Paradoxical ‘Double Bind’ Message.....................................................102
7.4.3 Handling Change Dynamics as ‘Competing Commitments’............................................... 103
7.4.4 handling change dynamics as Counter-Intuitive Systems Dynamics.................................. 104
7.4.5 Handling Change Dynamics as (delayed) feedback processes............................................ 105
7.5 some closing reflections..........................................................................................................109
Hoofdstuk 8: consultants experiences related to (their own) change dynamics.........................................110
8.1 introductie................................................................................................................................110
8.2 introducing a complex responsive process perspective...........................................................111
8.3 introducing a narrative from a consultant’s perspective..........................................................111
8.3.1 introducing the incident........................................................................................................111
8.3.2 debates in the consultancy literature.................................................................................... 112
8.3.3 a complex responsive process perspective on research........................................................113
8.3.4 the follow-up of the narrative and the resulting, emerging, themes.....................................113
8.3.5 an epistemological knot........................................................................................................113
8.3.6 a short discussion regarding the narrative............................................................................ 114
8.3.7 some concluding reflections regarding the narrative........................................................... 114
8.4 consultants’ challenges during the first encounters with a ‘client’......................................... 115
8.4.1 the first consultant’s challenge: defining the client and a client system.............................. 115
8.4.2 The Second Consultant’s Challenge: Avoiding a Pseudo Explanation................................ 115
8.4.3 The Third Consultant’s Challenge: Starting ‘Fresh’ on a ‘Myth of Objectivity’.................116
8.4.4 The Fourth Consultant’s Challenge: Formulating a Leading Question with a ‘Dialogical
System’..........................................................................................................................................116
8.5 Some Closing Reflections....................................................................................................... 116
Kurt Lewin is de grondlegger van het denken over organisatieontwikkeling en -verandering. Hij is van
grote invloed geweest in het veld van veranderen. Hij legde nadruk op de menselijke dynamieken als
motor van verandering. Het boek richt zich op managers en consultants die interveniëren in organisatie
met als doel het veranderproces van anderen te beïnvloeden. Er worden drie centrale uitdagingen centraal
gesteld:
1. De voortdurend veranderende wereld maakt het lastig omdat de prioriteit en de focus ook steeds
verandert.
2. Draagvlak creëren voor een gezamenlijk veranderdoel
3. Leren en veranderen bevorderen zonder samenhang van de organisatie te verliezen.
ODC = organization development and change
Samenvatting Van Nistelrooij (2021).............................................................................................................1
Hoofdstuk 1: introduction.............................................................................................................................. 5
1.1 Inleiding...................................................................................................................................... 5
1.2 Een sociaal-constructionistisch perspectief op verandering....................................................... 5
1.3 drie hoofdcasussen...................................................................................................................... 8
1.3.1 Eerste case: de vakbond - veel betrokkenheid, geen resultaat................................................. 8
1.3.2 Tweede case: vastzitten in een business university................................................................10
1.3.3 - de derde case: de dans rond de symbolische totempaal in zorgorganisaties........................12
1.3.4. - omgaan met dilemma’s, defensiviteit en polarisatie...........................................................14
1.4 - inleiding tot verandermanagement..........................................................................................15
1.4.1 - inleiding in verandermanagement........................................................................................16
1.4.2 - introduceren van verandering.............................................................................................. 17
1.4.3 - introduceren van organisatieverandering.............................................................................18
1.5 - introducing paradox and complexity...................................................................................... 19
1.5.1 - paradox................................................................................................................................ 19
1.5.2 - introduceren van complexiteit............................................................................................. 21
1.5.3 - dealing with paradox and complexity - systems thinking................................................... 23
1.6.1 - change vs. changing.............................................................................................................23
1.6.2 - co-inquiry, dialoog en LGI’s................................................................................................24
1.6.3 - intervening, enabling en learning........................................................................................ 24
1.7 - introducing perspective and perceiving.................................................................................. 25
Hoofdstuk 2: change management............................................................................................................... 27
2.1 - introduction.............................................................................................................................27
2.2 - typical managerial points of view on ‘change management’................................................. 27
2.2.1 - hoe management zichzelf positioneert.................................................................................27
2.2.2 - hoe management naar change management kijkt................................................................ 28
2.2.3 - parallel organisation denken................................................................................................ 30
2.2.4 - de ‘burning platform’-logica................................................................................................31
2.2.5 - top-down communicatie...................................................................................................... 32
2.2.6 - verandering als emotionele transitie.................................................................................... 32
2.3 - change strategies: types and dimensions................................................................................ 34
2.3.1 - drie change dimensions........................................................................................................34
2.3.2 - reflecties op klassieke strategieën........................................................................................35
2.3.3 A Change Strategy for Social Re-engineering of an Organisational Culture........................ 36
2.3.4 strategic change strategy........................................................................................................ 37
2.4 - planned change vs emergent change.......................................................................................40
2.4.1 An ‘action-reaction behavioral pattern...................................................................................40
2.4.2 modern biological concepts regarding ‘emerging’ change.................................................... 41
2.4.3 first- and second-order change............................................................................................... 42
, 2.5 - closing reflections................................................................................................................... 43
2.5.1 Geen One Best Way............................................................................................................... 43
2.5.2 Change Management als Commodity.................................................................................... 43
2.5.3 Fundamentale Tekortkomingen..............................................................................................43
2.5.4 Change Is Not Manageable, Interventions Are...................................................................... 43
2.5.5 Change Management Is a Paradox.........................................................................................43
2.5.6 Sense Giving.......................................................................................................................... 44
2.5.7 Mensen Zijn Niet Rationeel................................................................................................... 44
Hoofdstuk 3: organisation development (OD) in relatie tot Kurt Lewin..................................................... 44
3.1 - introduction.............................................................................................................................44
3.2 - Lewin’s Work and Life........................................................................................................... 45
3.3 - linking Lewin’s Action Research to the Process of Co-inquiry............................................. 46
3.3.1 wholeness - betrek het hele sociale systeem.......................................................................... 47
3.3.2 practical present knowing - hier-en-nu interactie...................................................................47
3.4 Linking Lewin’s Forcefield Theory to Systems Thinking........................................................ 48
3.4.1 A Forcefield as a Complementary Gestalt............................................................................. 48
3.4.2 Whole Social System als juiste scope.................................................................................... 49
3.5 Linking Lewin’s Change Theory to Generativity..................................................................... 50
3.5.1 Unfreezing – wegblijven van vastgeroest denken..................................................................50
3.5.3 Unfreezing en Generativity.................................................................................................... 50
3.6 - based on Lewin’s work: continuing trends in organisational development............................51
3.6.1 - whole-system thinking (systems thinking).......................................................................... 51
3.6.2 - relational know-how............................................................................................................ 51
3.6.3 - generativity.......................................................................................................................... 51
3.7 - closing reflections................................................................................................................... 51
Hoofdstuk 4: beyond organisation development..........................................................................................53
4.1 - introduction.............................................................................................................................53
4.2 - diagnostic and dialogic organisation development: key characteristics................................. 54
4.3 - engaging people in change (assumptions behind diagnostic and dialogic OD)..................... 55
4.3.1 Attitude Change..................................................................................................................... 56
4.3.2 Consciousness Raising........................................................................................................... 58
4.3.3 Psychological Interventions................................................................................................... 59
4.3.4 - diagnostic OD: The Role of a Process Interventionist.........................................................61
4.4 - Assumptions behind dialogical OD........................................................................................ 62
4.4.1 - perspective taking, shifting contexts and emerging change................................................ 62
4.4.2 - dialogue and enacting change.............................................................................................. 63
4.4.3 - dialogical systems................................................................................................................ 64
4.4.4 - the Role of a Generative OD Interventionist....................................................................... 65
4.5 Some Closing Reflections......................................................................................................... 66
Hoofdstuk 5: large group interventions........................................................................................................66
5.1 Introductie................................................................................................................................. 66
, 5.2 LGI’s: achtergrond, kenmerken en premissen.......................................................................... 67
5.2.1. Historische achtergrond........................................................................................................ 67
5.2.2. Typen LGI’s.......................................................................................................................... 68
5.2.3. Actieleren als ruggengraat van LGI’s................................................................................... 69
5.3 LGI’s als onderdeel van een ontwikkelde leerinfrastructuur.................................................... 70
5.3.1. de ontwikkeling van een leerinfrastructuur...........................................................................70
5.3.2 bottom-up scoping..................................................................................................................73
Interlude 5.3 – ‘Scratching an itch’: symptoomgedrag...................................................................73
5.3.3 differentiële diagnose............................................................................................................. 74
5.3.4. Voorbereiden van een LGI.................................................................................................... 74
5.4 Algemene uitdagingen bij LGI’s...............................................................................................75
5.4.1 De participatiedilemma: geplande dialoog.............................................................................75
5.4.2 ‘Airtime’ en groepsgrootte: tegenintuïtief?............................................................................75
5.4.3 Besturen van een participatief proces: tweerichtingsinspanning........................................... 75
5.4.4 Consensus vs. conformiteit.................................................................................................... 76
5.5 Generatieve vaardigheden in werken met een process group................................................... 76
5.5.1 Heterarchie en abductief redeneren........................................................................................76
5.5.2 Angst reguleren en dialoogkwaliteit bewaken....................................................................... 76
5.5.3 Wu-Wei-houding en rol van ‘katalysator’..............................................................................77
5.5.4 Reductio ad absurdum............................................................................................................77
5.6 closing reflections..................................................................................................................... 78
Hoofdstuk 6: Changing and Learning.......................................................................................................... 78
6.1 Inleiding: de aard van verandering............................................................................................78
6.2 De rol van aannames - hoe ons denken ons gedrag stuurt........................................................ 79
6.2.1. McGregor’s Seminal X and Y Theory.................................................................................. 80
6.2.2. Covey’s Assumptions on ‘Reactivity and Proactivity’......................................................... 81
6.2.3. Argyris’ Advocacy (Model I) and Inquiry (Model II).......................................................... 82
6.3 Realising a Paradigm Shift from One set of Assumptions to another...................................... 83
6.3.1. Arygyris’ Single- and Double-Loop Learning......................................................................84
6.3.2. Bateson’s Learning Interventions Levels L0, LI, LII............................................................86
6.3.3. Bateson’s Learning Intervention Level LIII..........................................................................87
6.4 Co-Inquiry as a Process of Collaborative Learning.................................................................. 88
6.4.1. Being generative................................................................................................................... 88
6.4.2 Bringing to the Surface.......................................................................................................... 90
6.4.3 Challenging Assumptions...................................................................................................... 91
Hoofdstuk 7: change dynamics.................................................................................................................... 93
7.1 Introductie................................................................................................................................. 93
7.2 A historical synopsis on resistance to change........................................................................... 94
7.3 change dynamics as group dynamics........................................................................................ 95
7.3.1 Argyris’ Defensive Reasoning............................................................................................... 98
7.3.2 Janis’ ‘Groupthink’................................................................................................................ 99
, 7.3.3 Harvey’s Abilene Paradox..................................................................................................... 99
7.3.4 A comparison between ‘defensive reasoning’, ‘groupthink’, and the ‘abilene paradox’.... 100
7.4 change dynamics as characteristics of a social system........................................................... 100
7.4.1 Handling Paradoxical Change Dynamics............................................................................ 101
7.4.2 Making Sense of a Paradoxical ‘Double Bind’ Message.....................................................102
7.4.3 Handling Change Dynamics as ‘Competing Commitments’............................................... 103
7.4.4 handling change dynamics as Counter-Intuitive Systems Dynamics.................................. 104
7.4.5 Handling Change Dynamics as (delayed) feedback processes............................................ 105
7.5 some closing reflections..........................................................................................................109
Hoofdstuk 8: consultants experiences related to (their own) change dynamics.........................................110
8.1 introductie................................................................................................................................110
8.2 introducing a complex responsive process perspective...........................................................111
8.3 introducing a narrative from a consultant’s perspective..........................................................111
8.3.1 introducing the incident........................................................................................................111
8.3.2 debates in the consultancy literature.................................................................................... 112
8.3.3 a complex responsive process perspective on research........................................................113
8.3.4 the follow-up of the narrative and the resulting, emerging, themes.....................................113
8.3.5 an epistemological knot........................................................................................................113
8.3.6 a short discussion regarding the narrative............................................................................ 114
8.3.7 some concluding reflections regarding the narrative........................................................... 114
8.4 consultants’ challenges during the first encounters with a ‘client’......................................... 115
8.4.1 the first consultant’s challenge: defining the client and a client system.............................. 115
8.4.2 The Second Consultant’s Challenge: Avoiding a Pseudo Explanation................................ 115
8.4.3 The Third Consultant’s Challenge: Starting ‘Fresh’ on a ‘Myth of Objectivity’.................116
8.4.4 The Fourth Consultant’s Challenge: Formulating a Leading Question with a ‘Dialogical
System’..........................................................................................................................................116
8.5 Some Closing Reflections....................................................................................................... 116
Kurt Lewin is de grondlegger van het denken over organisatieontwikkeling en -verandering. Hij is van
grote invloed geweest in het veld van veranderen. Hij legde nadruk op de menselijke dynamieken als
motor van verandering. Het boek richt zich op managers en consultants die interveniëren in organisatie
met als doel het veranderproces van anderen te beïnvloeden. Er worden drie centrale uitdagingen centraal
gesteld:
1. De voortdurend veranderende wereld maakt het lastig omdat de prioriteit en de focus ook steeds
verandert.
2. Draagvlak creëren voor een gezamenlijk veranderdoel
3. Leren en veranderen bevorderen zonder samenhang van de organisatie te verliezen.
ODC = organization development and change
