Change management: Design Successful Organizational Change | Marjolijn De Graaf | Skillshare

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Change management: Design Successful Organizational Change

teacher avatar Marjolijn De Graaf

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Taught by industry leaders & working professionals
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Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

27 Lessons (1h 34m)
    • 1. 1.1 Introduction How to design successful change

      5:51
    • 2. 2.1 Intro How to overcome difficulties to change

      1:07
    • 3. 2.2 Why is it so difficult to commit people to change

      4:09
    • 4. 2.3 What behavior do you find challenging in the change process?

      0:48
    • 5. 2.4 Real life examples analyzed

      7:18
    • 6. 3.1 Intro Enhance Change Readiness

      1:24
    • 7. 3.2 Definition Change Readiness

      8:01
    • 8. 3.3 How to enhance Change Readiness

      5:15
    • 9. 4.1 Intro The 4 Incentives to enhance Change Readiness

      1:55
    • 10. 4.2 4 incentives- an overview

      4:26
    • 11. 5.1 Intro Incentive 1 Knowing

      1:30
    • 12. 5.2 Knowing leads to understanding

      6:25
    • 13. 5.3 How to design the incentive of knowing

      5:34
    • 14. 5.4 Assignment Knowing

      1:33
    • 15. 6.1 Intro Incentive 2 Reflection

      1:40
    • 16. 6.2 Reflection leads to being personally connected

      4:23
    • 17. 6.3 How to design Reflection

      5:57
    • 18. 6.4 Assignment Reflection

      1:45
    • 19. 7.1 Intro Incentive 3 Willing

      1:24
    • 20. 7.2 Willing leads to engagement

      2:42
    • 21. 7.3 How to design the incentive Willing

      4:53
    • 22. 7.3 How to design the incentive Willing

      1:43
    • 23. 8.1 Intro Incentive 4 Capable

      1:33
    • 24. 8.2 Capable leads to realisation of change

      4:33
    • 25. 8.3 How to design the incentive Capable

      2:50
    • 26. 8.4 Assignment Capable

      1:50
    • 27. 9 Conclusion

      3:33
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About This Class

How to Design Successful Organizational Change.

How to engage people and enhance change readiness: 鈥淒iscover the 4 incentives to drive behavioral change for smooth transitions"

So here鈥檚 a quick overview of what you're going to learn in this course:

路 The dilemma of establishing engagement with all stakeholders, while achieving results.

路 Understanding about challenging stakeholder behaviour in relation to change.

路 How to mobilize people towards ambitions by Enhancing Change Readiness.

路 How to turn unwillingness into high engagement and achieve results by applying the 4 incentives to enhance change readiness.

路 How to design a collaborative multi-perspective reality by applying the first incentive of Knowing, which leads to understanding.

路 How to design reflection, which is the second incentive, by which stakeholders become motivated to change.

路 How to design a creative and sense-making process that enhances stakeholder ownership by applying the third incentive of Willing, which leads to engagement.

路 How to build an infrastructure for change by applying the fourth incentive of Capable, which enables people to actually contribute to the change.

Meet Your Teacher

Hello, I'm Marjolijn. 

As a change architect and change facilitator, I have a psychological view on organisational development. Managers hire me to support themselves and their teams to deal with changes in such a way that they produce more impact, more (human) energy and more sustainability.

My attention goes out to the social dimension of a technological or organisational innovation: that is about attitude and behaviour. I believe in the power of co-creation, because change is not feasible, but mainly arises in the interaction between people. So my work mostly consists of designing meaningful moments of interaction (sessions and dialogues) with which I guide managers and teams in their change assignment.

As a senior Change practitioner and published author I ... See full profile

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Transcripts

1. 1.1 Introduction How to design successful change: hi and welcome to the course. How to design successful organizational change, how to engage people and enhanced change readiness by discovering the four incentives to drive behavioral change for smooth transitions. My name is Mario Lined 1/2 and I thank you for choosing this course. This course is about engaging people to change, and I'm going to take you to the human side off transitions. What I mean by this it is less off the technical stuff and mawr of behavioral change. After all, giving attention to people is the active ingredient in organizational change. What kind of attention do I mean by this attention in terms off acknowledgement, participation, trust and commitment? The most important question we attend is why is it so difficult to commit people to change ? You will learn about the four incentives for enhancing change readiness, knowing reflection, willing and capable. These four incentives motivate people to engage in and realize the desire change. Furthermore, you will be able to design and facilitate a transition where people are really engaged to the change. With the four incentives, you will be able to enhance change readiness, and this is a critical factor to make any transition into a success. I am your instructor for this course, and I will tell you a bit more about myself. I'm mastered in psychology and specialized in how groups of people make decisions. I am ulcer of books on change facilitation and trainer off multiple change courses. I mainly work as a change architect since the year of 2000 and in my humble opinion, change is about people. Each transition in an organization will fail if the people who are affected by the transition are neglected. So I focus on the receiver perspective of change, and I'll give you practical examples of real life, organizational change issues and solutions. And at the same time, I also focus on results. Who is this course for? This course is intended for change. Professionals change professionals who have the ambition to get more out of their work. Are you that change professional? Who is going to pay more attention to behavioral change so that your change task is not only of a substantive, rational nature, but also really lives in the organization? Then you're in the right place for you. I have the key to ensure that the commitment of the people is increased to actually realize the change. The key to increase change readiness consist off four incentives. Knowing, reflecting willing and capable. And these four incentives origen from a natural psychological process off understanding, emotion, will and action. This is the ultimate ID route along which all people get in motion for everyday choices. You will not just learn what the four incentives are about. Also, how to apply these. I share riel customer examples, and I even created G cheats for you so you can easily transfer the course material into your own practice. So here's a quick overview off what you're going to learn in this course. The course is split into nine different sections. Section one discusses the dilemma off establishing engagement with all stakeholders while achieving results. Section two gives understanding about challenging stakeholder behaviour in relation to change. Section three explains how to mobilize people towards ambitions by enhancing change readiness. Section four shows you how to turn unwillingness into high engagement and achieve results by applying the four incentives to enhance change readiness. Section number five elaborate on how to design ah collaborative, multi perspective reality by applying the first incentive of knowing which leads to understanding. Section number six explains how to design reflection, which is the second incentive by which stakeholders become motivated to change. Section seven is about how to design a creative and sends making process that enhance the stakeholder ownership by implying the third incentive of willing, which leads to engagement. Section eight is about how to build an infrastructure for change by applying the fourth incentive of capable, which enables people to actually contribute to the change. Before we start with the first lecture about the dilemma. How to establish engagement with all stakeholders while achieving results. Let me tell you how to get the most of this course enjoy. 2. 2.1 Intro How to overcome difficulties to change: high in this section, I will give you more inside how to overcome difficulties to commit people to change. I explore change from the receiver perspective. I focus on understanding challenging stakeholder behavior in reaction to change the upcoming lectures cover the following topics. Why is it so difficult to commit people to change? What behaviour do you find challenging and what sorts of human behavior do we encounter in organizational change processes? First, I will start with the most important question in organizational change. Why is it so difficult to commit people to change? Let me tell you, one of the main causes in unsuccessful transitions is that people are not involved in the transition or they drop out. So are you ready? Then let's start with the first lecture. 3. 2.2 Why is it so difficult to commit people to change: Hi and welcome to this lecture about the most important question off organizational change . Why is it so difficult to commit people to change every change? Agent change manager, team leader, CEO has had the experience off investing, energy and time in a transition that did not work out as desired. After all the efforts of writing and distributing a bulky vision document forming a group of ambassadors training new management skills where the audience shouted, Yes, we want the change. The result was the same situation as before, although on the surface it appeared that everyone welcomed the change in everyday life. Nothing changed. What happened? One of the main reasons in an unsuccessful change process is a lack of commitment off the persons that are impacted by the change. Why is this commitment to change important? How can commitment be encouraged? And how can we obtain employee commitment to change? Are the employees ready to change? And when they are ready to change, they're more apt to support the change. When people believe in the change, they take the time and investing energy, and it's also important that your organization is ready to support the changes before we focus on these important questions. We take a closer look on change. It seems as if change is the only constant in business. Often there is more than one change at a time. Changes follow each other in rapid succession or both. Research shows that as many as 70% of the changes fail, and one of the main causes is the human factor. Let's zoom into the human factor some more. This is a receiver perspective. What happens with the employees to whom the changes targeted? What difficult, what difficulties do we encounter during the change process? First, the employees who are supposed to work in a different way give up or quit early. Initiation of new routines is not such a big deal, but sustaining is on top of quitting early. At some point, it appears that the employees were never engaged with a change to begin with. The third situation, which makes it difficult to commit people to change, is when pay people say yes but do not act accordingly. The verbal commitment is not manifested in their performance. Furthermore, we see that in practice, many change processes are stopped prematurely, overruled by a new project or simply not evaluated. And last but not least, what about the paradoxical change, where change and development go hand in hand with reorganization and dis missions? This way, you ask people to be motivated for change while the sword of Damocles dangles above their heads. These are many examples of why it is so difficult to commit people to change. The most important challenge for change experts like us is, therefore, to get genuine commitment. So I briefly shared unsuccessful change initiative. Now I have a reflective question for you. Quickly go to the next lecture. 4. 2.3 What behavior do you find challenging in the change process?: I have a reflective question for you. What behaviour do you find challenging in the change process? Let me know what you find difficult in committing your target group to change, take a few minutes and ride down into Q and A. What behavior you find challenging. What challenges do you experience? Share this with me in the Q and A. And let's now look from the receiver perspective to their reactions to change. In the next lecture, I will share a couple of real life examples of resistance and my analysis of these behaviors. See you there. 5. 2.4 Real life examples analyzed: What sorts of human behavior do we encounter in organizational change processes? That's what this lecture is about. When you visit the Q and A, you will read and learn other students needs or problems to engage people to change. I invite you to to share your experiences as well and visit the Q and A every now and then . This lecture is about resistance to change. What is resistance to change? How does it manifest itself? Resistance to change is the act of opposing or struggling with transformations that alter the status quo. People can openly show their resistance or do this in a cover to manner. Resistance can be organized or individual, and understanding resistance to change is crucial for a smooth transition. Here I will share a couple of examples from my work practice. What sorts of human behavior doing encounter in organizational change processes. Let's start with two frequently occurring situations. Situation one. The employees wonder what is wrong with the current way of working situation, too. There is a subgroup that you can't reach easily, and these people do not participate by their self. What these two situations have in common is a lack of shared urgency. A sense of urgency is simply identifying that the current way of working is no longer the best option and therefore needs to change the employees stay out of reach and in their comfort zone. Establishing a true sense of urgency is the first objective achieved to overcome the routine of daily business in change processes, we often see a tendency to pay particular attention to the desired situation. Let's call this desire situation. State be leaders communicate mostly about the new working method, the ambition and the benefits. Sometimes temptation techniques are used to enthuse people to move in the direction of state, be in a change from state A to B. However, we also need to pay attention to state A. The current state. We need to communicate relevant matters as why can't we continue with the current way of working? What is the problem and for whom is this a problem? Failure to create a sense of urgency, allow people to remain comfortable in a state of complacency? People don't think that change is necessary and they will not see the need to contribute to the change. People continue to do what they always did because no one believes the change is imminent. People aren't going to consider anything until they're convinced there is a problem that truly needs to be addressed. People need to understand that it is necessary to move away from state A. People should also be given the opportunity to say goodbye to the current way of working. Let's share some more practical examples. Situation. Three employees are cautious and have the need to see it and then believe it. Perhaps there even tired of change situation for part of the employees disengages and quit early during the change process situation. Five employees show resistance to change. These three examples show that there is a lack of trust. Do not be surprised by resistance, caution and disengagement. A sense of comfort with the status quo is extraordinarily powerful. Fear of moving into an unknown future state creates anxiety and stress, even if the current state is painful. What is going on here? There is no confidence and there's no feeling of security to be able to commit to the change towards state Be the difference with the 1st 2 examples is that these employees in this situation certainly are engaged in a change process, but cautiously or with the necessary resistance. There may be a lack of confidence in the success of the change due to disappointing results in the past. Hence the caution. The resistance may also indicate an opposite interest. All the resistance can also mean that the employees are limited informed or that they are uncertain about their own position. When people drop out along the way, there may be a situation where there is distrust of the change agent. Have you ever thought about that? We can conclude that there are many different reactions to change, and behind these reactions lies a complex set of opinions, perceptions, interests and emotions. People are not always aware of their emotions while they do control their behavior. To a large extent, you are here in this course because you want to work on that human factor because your work as a change petitioner is not only successful when you have delivered the substantive performance, for example, the implementation of the new I T system or that new work procedure. The change is especially successful if it is implemented in daily work. Every change is ultimately realized by employees in their way of working and interaction with customers. The human factor you come deny that you have probably already experienced that the behavioral change that is needed to see the change implemented. It is not so easy to achieve. So you're looking for new inspiration or different tools that motivate people so they enjoy contributing to the change. Let's move on to the next section and find out more about successful change. 6. 3.1 Intro Enhance Change Readiness: hi and again a warm welcome to this course. In this section, we get more insight how to enhance change readiness. In the preceding section, we discovered that it's not easy to commit people to change. It's a challenge, an important challenge, because without engaged and committed people, the transition will not take place or it will not last. It's important that the people involved in the transition are ready for the change. So how can you achieve change readiness? Do you design a campaign with group sessions, or do you give presentations about the change to the employees? Do you think that people have to follow instructions off the leader and should then be changed ready? Or is an informative booklet enough handed over on the Monday? Probably not. In the upcoming lectures, we explore the definition of change readiness. We discussed the challenging paradoxes in enabling change readiness, and we focus on how to enhance change readiness. So let's start with a question. What is change readiness 7. 3.2 Definition Change Readiness: Hi. Welcome back In this lecture, I zoom in to change readiness, the definition of change readiness, an example of my work experience. And let's talk about the challenging paradoxes in enabling change readiness with my own company. I have had great experiences in the field of change readiness. It seems the ideal situation when you notice that your target group, the people impacted by the change, really enjoy themselves and are motivated to adapt and move forward. What is changed? Readiness Half of business review has an elephant elegant definition of change. Readiness. Change readiness is the ability to continuously initiate and respond to change in ways that create advantage, minimize risk and sustained performance. Let's illustrate this concept of change readiness by one of my work experiences. Recently, I worked with a number of business partners from the construction and infrastructure market on a new vision. They were motivated to collaborate on this common vision. Although there was mutual tension between the business partners, let me tell you a little about it. During the economic crisis around 2008 the market for construction and infrastructure projects had undergone major changes. The decline in investments in this market led to the situation that market players faced strong competition and lead to organizational and project delivery changes. As a result, the pressure on the relationship between agencies and the contractors increased, and this pressure manifested in insufficient delivery of projects. Second result was that investing in innovation was hardly possible, and all this happened in a time where the societal till challenges call for innovation and continuous change. Agencies and contractors faced this commotion and joined up to turn the tide. The aim was to collaborate on construction and infrastructure solutions from a common interest. This included different behavior aimed at collaboration and based on mutual trust. There was a lot to gain by having an eye for each other's interest and by rewarding quality professionalism and Croft Manship. After about a year, the business partners had masterminded their new vision on collaboration, which is published online on this website. All Dutch contractors can express their commitment to this new vision by leaving their signature online every day. You can still see companies joining the national ambition of collaboration in the construction market, So first there was tension. One year later, there is mutual trust and a common vision on collaboration. Now this is the point where I tap into the concept of change readiness. In addition to the delivery of the market vision. As a product, we paid particular attention to the relationship, how each company relates to the desire, change and what is needed to achieve better collaboration. I set up a process in which the stakeholders worked together on the product while at the same time paying a lot of attention to the human factor. This resulted in increasing more mutual trust and ultimately also in commitment to the joint vision. I would like to say a few words about why. What does the human factor contribute to the success of a change? In other words, what is the valued argument for engagement and commitment? Ask yourself when working as a change professional, are you emphasizing the product too deep to be delivered? Or the process which facilitates people to achieve results? In my example of the construction vision, one of the initiators had opted for the product development approach. As of that date, we will deliver the vision since this vision had to be about the improved collaboration between the business partners. This person started writing on the vision document and discovered that this could not be an individual desk activity. We got in contact and I presented her the choice product or process orientation. Well, ofcourse, a product had to be delivered in the form of a vision. However, she saw the importance off the process and thus the participation off the business partners in the realization off the vision. As soon as we brought this idea into practice, guess what happened. The desired improved collaboration already started when the business partners worked on that vision together. Here, I can conclude that change readiness is more likely to arise from process orientation than from products orientation, although the product should still be delivered. One other paradox I would like to present to you, which touches the concept of change readiness. You must recognize that a change always involves many different stakeholders, each with their own perspective and interest. Think about employees, customers, suppliers, business partners. The challenge here is Theologian Mint. How to get old stakeholders on the same page. This is the paradox off participation and results orientation Participation leads to support and engagement, but can also imply endless discussions without outcome. Result orientation can save time in the case that you limit the size of the group in the decision making process to a small committee, but afterwards it requires a lot of effort in the field of execution and adoption. My conclusion is that participation leads to change readiness. It is crucial that we pay attention to the change readiness, in other words, the participation of stakeholders towards the desired result. That's how I work on a fruitful combination of participation and result orientation and off product and process orientation. In this lecture, I presented the definition of change readiness and I shared a real life example to hiss illustrate change readiness. Lastly, I shared the paradox of product versus process orientation and the paradox off participation and results orientation. These paradoxes makes you realize when to keep focus on change readiness and how this contributes to successful change. In the next lecture, I present to you the method of how to enhance change readiness. See you there in the next lecture 8. 3.3 How to enhance Change Readiness: Let's zoom in on change readiness. Remember the definition change readiness is the ability to continuously initiate and respond to change in ways that create advantage, minimize, risk and sustained performance. How can we enhance this for me? The ideal situation is that all change leaders are guided in their actions by the insights into how people change when they change and how change affects them. These insights all origin from the concept of change readiness. And as far as I'm concerned, change readiness is an essential success factor of change. So what kind of interventions do change professionals commonly used in the change process? A few examples. We organize a nice kick off for all the employees. We create a beautiful presentation off the new strategy. We provide a training on team effectiveness or we even use a semis psychotherapeutic approach with constellations. Do you recognize thes interventions? The message I'm trying to get across here is that not everything can be solved with interventions and techniques without considering the concept of change readiness. In the end, change is about people. Our focus is on their behavior. Behavioral change at the level of the individual is very interesting. Why does someone decide to change his behavior when and how? In organizations, however, the behavioral change of one person is always related to that of others. Now it becomes intriguing, and also it becomes more complex. What exactly is happening in the interaction of people's behavior? How can we understand that and how can we manage it? The key to increase change readiness consists off the four incentives of knowing, reflecting, willing and capable. These four incentives origin from a natural internal process of understanding, emotion, will and action. This is the route along which people get in motion as a person in traffic, for example, we take this route automatically, and at high speed, while a taxi driver presses Thea accelerator pedal, he sees an orange traffic light on the horizon. This is about knowing, damn, he exclaims. This is reflection. He makes a quick, mental, probably probability calculation to estimate if he can cross the intersection before the traffic line jumps to rent. This is about willing, and then he steps on the break based on his calculation, which causes the car to come to a standstill, squeaking Lee. And this is the four step capable. We are often not aware of this route, which is actually a natural part of our brain. Together they form the process of how we give meaning to our experiences and then decide to change from understanding to emotion to will and action. Working actively along this route is not only something for the individual taxi driver, but certainly also of great value in groups and organizations. The difference between the route in the mind of the taxi driver and that of a group or organization lies in the fact that it's no longer an internal process but an interpersonal process in interaction. The route is out in the open and explicitly taken. The challenge for us change professionals lies in Externalizing and collective izing that knowledge, experiences and values of individuals to unlock collective intelligence make it tangible and secure it in the organization. Now we're talking about interactive intervening in people's change readiness in people's behavior. So the answer to how to enhance change readiness is to work with the four incentives off knowing, reflecting, willing and capable. In this next lecture, I will elaborate on the definition of each of thes incentives, what the relevance is off each incentive and on how to apply these incentives for your own work 9. 4.1 Intro The 4 Incentives to enhance Change Readiness: hi and welcome back in the preceding section, we listed reasons for unsuccessful change and we explored different behaviors in response to change this way, we discovered the importance off the human factor and that our work as a change. Petitioner should focus on how to enhance change readiness because giving attention to the people who are affected by the change, make or break the change. The key to enhance change readiness is to work with the four incentives. These are knowing, reflecting, willing and capable. Why are these incentive so important? Well, when you invest in these four incentives, the outcome is that people understand the change. They're motivated, they feel engaged and they are able to make the desired contribution. These incentives form the key to increasing commitment to change. In this section, I will give a short introduction on the definition of each of these incentives and on how to apply these incentives. The goal of working with the four incentives is to enhance change readiness or to turn unwillingness into high engagement and achieve results. How do you do this? The solution is to design successful change by applying each of the four incentives. Now let's start the upcoming lecture, which will give you an over few off the four incentives to enhance change readiness 10. 4.2 4 incentives- an overview: in this section, I explained the four incentives to enhance change readiness. In the preceding section, you learned that the four incentives are actually a natural part of our brain. They represent the process of how we give meaning to our experiences and then decide to change from understanding to emotion, to willing and action. They formed the route along which people get emotion. I translated this route into four incentives to let people connect with the change goals and to give their commitment to it. As a change architect, I apply these incentives to guide and please in a change process. In this way, I ensure the combination of result and participation, which we handled earlier in Section two. Let's dive into these four important incentives. Knowing, reflection, willing and capable. Why are these incentive so importance when you invest in these four incentives? The outcome is that people understand the change, are motivated, feel engaged and are able to make the desire to contribution. These incentives form the key for increasing commitments to change. As you may have noticed, we have phrased the four incentives from the perspective off the target group impacted by the change. I understand what the change means. I am motivated for the change, and I'm aware of my role in it. I want to participate and contribute to the change, and I can use my talent. Time and resource is to realize the change. This approach makes it possible for you to enrich your own change method. With these incentives, they do not have to replace your usual way of working. When you use the Prosky methodology prints to Qatar's eight step change model or whatever, you can easily supplement your method with the four incentives for enhancing change readiness. By the way, I must tell you that you need to apply this sequence off knowing, reflection, willing and capable, since these incentives represent the natural way in which our brain functions perceive, feel, think and act. This sequence of knowing, reflection, willing and capable ensures that the four incentives positively reinforce each other. They didn't work as successfactors for your change process, and with these successfactors, you are better able to predict and control risks. What happens if you omit one of these incentives? The pitfall off omitting knowing is tunnel vision. Tunnel vision is about having a limited vision, as in seeing only your own point of view. The pitiful off omitting reflection is resistance. A situation arises off not being motivated and aware of your contribution to realizing the change. The pitiful off, omitting willing is groupthink with groupthink. People are trying to minimize conflict and reach consensus without critical evaluation off alternative few points. The pitiful off omitting capable is no change results because people are not being facilitated to change because there is no time budget resource is or rewarding system. In the next lectures, I will explain the incentives one by one as an illustration, I used the client case of the construction vision, which I used before. Let's take a look at the first incentive off knowing. 11. 5.1 Intro Incentive 1 Knowing: Hi, Great that you are back on the course. By now you have a general view off the four incentives to enhance change, readiness, knowing reflection, willing and capable. So let's replay. It's difficult to commit people to the change, and one important reason is that people aren't aware of the needs to change the necessity to leave the old way of doing things. What do you think that happened here? Well, for one thing, there was maybe a lack of sharing, discussing and understanding information about the reason to change and the goals off. The change in this section resume into the first incentive to enhance change readiness. Knowing this information, why do we need to change? And what is the effect of the change when these questions are answered, knowing leads to understanding and you will learn why knowing leads to understanding and how to design the incentive of knowing. And I have an assignment for you. As a bonus, I have made a nice, cheap seat off this first incentive for you. So first I have some theory, and after that you can practice, enjoy 12. 5.2 Knowing leads to understanding: in this lecture resume in the first incentive to enhance change readiness. Knowing what is it? What does it mean and why is it important? Knowing as an incentive is aimed at sharing knowledge in such a way that people understand what the change means. This is objective information. It's all about facts. There are many techniques to communicate to people in an attractive and effective way. What the change means movies, cartoons by story telling, regardless off the form two ingredients are essential to our underlying message. Why do we need to change and what is the effect of the change? When this message about the changes shared interactive Lee you create through understanding among the people who are impacted by the change. People will understand the problem off the current situation and the purpose off the change . The why is the reason to change. People want to be able to understand why things are going to change. What is the actual problem? What is not going well. Often, this isn't a sternal development from the market or the economy, which effects the performance off the organization. People also want to understand the purpose of change. What is the goal and the effect of the change. What will this change lead to? It's all about what we want to achieve as an organization, when the reason for change and the purpose off the change are formulated together. In one change story, people obtain a clear picture about the characteristics off the desired future and how this alters the current situation. How do you communicate that change story about reason and purpose changes? Communication, communication Communication is a frequently hurt statements. However, How people receive the change story is highly dependent on the quality of this communication. We notice that internal communication is seen as increasingly important. It is seen as the lifeline in organizations, especially during changes. Internal communication is increasingly used to make the change a success during major changes, special newsletters are often issued and Web pages are created to clarify and explain the change, and often this information is complete and nicely designed. But internal communication, in our opinion, is more than these information. Resource is communication change should be about the exchange of information. The exchange of information in a conversation, a meeting or other session is essential through the success off any organizational change Unfortunately, information and communication in change processes are still too often about media, namely providing information without involving the recipient. No Resa, Prasit E. For someone that the work floor, however, the most important communication about change is determined by what the ball says. What does the ball say about what is going on and what will change? Ideally, that would happen in a personal conversation. We are a strong, supporter, often interactive approach to change. This does therefore include exchange of information in addition to the provision of information, with the incentive of knowing, we ensure that everyone is allowed to contribute and share information on the change. So the question we answer reciprocally is what do we all know? It is important that everyone complements the facts from their own perspective. In practice, however, we often see that a subject matter expert or the manager of the change assignment presents his perspective to the entire group of employees. Eat and then there is little room for the others to bring their reality to the intention. When we organize information exchange interactive Lee, people get to learn new perspectives. What does the secretary think about this change and the fueled stuff member. By knowing these perceptions and perspectives of others, your own reality is enriched, and this creates an integral perspective on the change issue. To achieve this, it is necessary that everyone feels free and has the opportunity to give their input. It helps if people wear exploratory glasses. Besides working on an integral perspective, the incentive of knowing brings focus to the change task by collecting the facts. The change issue is more clearly defined, and the attention off the target group is focused in summary. This first incentive is about knowing I know what the change means. I understand the problem and the purpose off the change. I understand it in such a way that I understand what the change means. The result is an integral perspective on the issue, and it brings focus and directs the energy of the target group. Let's take a look at what knowing looks like in practice. In the next lecture, I take our Chloe clients example off the construction market again to show how we apply to the incentive of knowing till next lecture 13. 5.3 How to design the incentive of knowing: In this lecture, we explore the question how to design the incentive of knowing it's time for a more pragmatic view on the incentive of knowing what does knowing look like in practice, I retrieve our customer case of the business partners in the construction market who designed a common vision on collaboration for this case, I have worked out the incentive of knowing in two ways. Firstly, the initiator had collected information from various sources. Discussions with the various directors off the business partners involved regular consultation between all business partners, workshops with knowledge institutes, governments and construction companies in which knowledge exchange took place about the collaboration and allocation of roles, recommendations, often external agency, internal policies, etcetera. This information was openly shared between all business partners. Secondly, I organized a two day session with the directors off old business partners during this session. The first day was mainly spent on researching and sharing the problem. The purpose off the vision and everyone's expectations, needs and interests off course. These topics first required to safe atmosphere so that people could communicate openly. We used the management funnel from Flip Vonda and Russia as a technique to formulate the problem and the goal. I also applied a visualization technique where everyone had to sketch their individual in dressed and expectations about the success to be achieved. Finally, I facilitated the group through several dialogues. Because of the late dinner and drinks in the cafe. There was also enough time to get to know each other on a personal level. On Day two, each shed their sketch on collective social value, and then we derived a number of crucial fundamentals for a common vision. These fundamentals were supported by the entire group and provided direction and focus. Next, the group split up in pairs who process the pre collected information and then arranged it according to those fundamentals. The two day session resulted in the first product version off the common vision on collaboration, and another result was the integral perspective on the collaboration. Now they saw the total picture of the desired ambition. Let me summarize what elements we used in designing for knowing multiple sources and perspectives, off information, problem research, purpose finding, having a dialogue and visualization technique, the skills and competences thes stakeholders needed to utilize our listening, questioning, appreciated inquiry, personal leadership or in other words put aside your ego and craftsmanship, and this seemed easier said than done at this point of knowing we are exchanging information which seems the least difficult part of collaboration. Since we aim for deep understanding of the current situation and ambition, we need all of those skills take great care in guiding the individual stakeholders to obtain an integral perspective on the change issue. It is important that all stakeholders complement the facts on the basis of their own perception. Your perception dis term ins, your reality and in a group, different perceptions rule different realities. It is therefore important to exchange old perceptions with each other. The intelligence off your group, the collective intelligence in the field, off objective knowledge is then unlocked and exploited. How do we unlock the different perspectives and ensure interaction by asking situational questions? For example, what have I seen or heard what happened and what didn't happen? What strikes me organized a dialogue where old stakeholders can exchange their reality and information. An effective dialogue is supported by a technique. For instance, knowledge cafe, mind map, soap, boxing. Take a moment to look these techniques up on the Internet and of course, there are many more techniques to apply for the incentive of knowing what is your preference of techniques in knowing How would you design the incentive of knowing in the next lecture we provide you with a customer case to go ahead and play with? Thank you so far. 14. 5.4 Assignment Knowing: great. You finished the entire section about the incentive, knowing now you know how to facilitate a group to build a shared view on the current circumstances. We explain the theory and shared a customer case in which we designed a group process for the incentive of knowing that led the group to understanding the change issue. In this lecture, you make your own design. We hand out to you this customer question. Which common goals do we strive for the coming year? This question has existence in every collaboration, whether it concerns collaboration between business partners in the construction industry, between different departments, off a retail company, between declines and the treatment team in healthcare or between I T and business departments, within a financial organization or even within your own team. You designed the knowing incentive for this customer question. Which common goals do we strive for the coming year? Choose the stakeholders in context yourself so that the case will come to life for you. You formulate to situational questions and you choose an interactive technique. Let me give you this tip used the teeth, she knowing it's a Pdf download, and please share your response to this assignment in the Q and a section 15. 6.1 Intro Incentive 2 Reflection: hi. By now you have a general view off the four incentives for commitments, knowing, reflection, willing and capable. And we covered the first incentive of knowing already. So let's replay. It's difficult to commit people to the change. One important reason is that people aren't aware of the need to change the necessity to say goodbye to the old way of doing things. What do you think happened here? For one thing, that was maybe a lack of motivation to change because people felt no personal connection with the change issue. So an important question is, how do employees get this personal connection with transformation? How do you create the opportunity for people to enter into a personal relationship with a change issue? In this section, we zoom into the second incentive to enhance change readiness, reflection the personal motivation for change. We explore why reflection, giving time and space to reflect leads to motivation and how to design and facilitate the incentive of reflection. And we have an assignment for you. There's also a handy cheat sheet on the incentive of reflection. So first we start with some theory, and afterwards you can practice. Enjoy this lecture 16. 6.2 Reflection leads to being personally connected: in this lecture, I focus on the second incentive for change, readiness, reflection. What is it? What does it mean and why is it important? The incentive reflection is aimed at facilitating people to reflect and associate about the change issue. In such a way that awareness occurs. This is about creating opportunities for emotions and memories of a similar experience to take place. Reflecting is an emotional and personal reaction to the facts and information. The subconscious matters may now be expressed openly or made explicit, like mutual relationships, unwritten rules, meaning and metaphors, which all make up the organizational culture. I use reflective questions to reveal this personal and internal information. How do I relate to this information? How does this change affect me? How do I feel about this change? An emotional reaction consists off feelings, moods, memories, needs and associations. This kind of internal information is as real and essential as objective information like facts. For example, if you are worried about something, it is important to report it. We create the opportunity for people to enter into a personal relationship with the change issue. I do this by asking them reflective questions like what experiences do you recall? Where have you experienced this before? What surprised you? What did you find? Difficult. If we leave these questions out and do not give people the opportunity to form a personal relationship with the subject, frustrations may come to light at a later stage of the change process. People may feel unrecognized and may even develop sabotage behavior, or people are simply not engaged Every day. Reflection often takes place with colleagues at the coffee machine or with your buddies, but virtually not in the formal decision making process. There are also organizational cultures where the expression of emotions is simply not done with the incentive reflection. I argue that we shoot, create the opportunity to and acknowledge having our own reaction to the actual situation from the incentive. Knowing this reaction is based on one's own experiences or frame of reference, and by acknowledging these valuable experiences, you increase engagement. Emotions are drivers for behavior and performance. Emotion equals motion. You already noticed this is a completely different kind of incentive, not rational but emotional. It takes courage to devote time and attention to reflection. Please make room for this. The personal reactions of people are a genuine enrichments off the objective information and this insurers that people connect with a change at a different level. To conclude with the incentive reflection, you give recognition to everyone's interest everyone's own attitude or reaction. Keep in mind that it is not always easy for everyone to communicate their emotions and interests freely. A planetary setting may not be the most appropriate. Also, reflecting does not necessarily have to be done out loud. In summary, this incentive provides awareness and personal insight into the change. It creates the opportunity for people to enter into a personal relationship with the change issue. They find their own motivation for committing to the change. In the next lecture, we will explore the question. How to design the incentive of reflection. 17. 6.3 How to design Reflection: I in this lecture, we explore the question. How to design the incentive off reflection. It's time for a more pragmatic view on the incentive of reflection. What does reflection look like in practice? I retrieve our customer case of the business partners in the construction industry who designed a common vision on collaboration. Each company had brought the first version off the fission product to share with their followers and co workers. All personal reactions to the vision content were collected. By answering these questions, what do you find expiring? What is immediately clear to you and what is confusing? What are you worried about? In which part do you have? Faith and which part seems to be the most crucial about which part are you doubtful? These reactions could then be brought back into the group, and we shared the reactions off each organization in a circular dialogue. Some reactions were only shared digitally, which is also fine. Let me summarize which elements are used in designing for reflection a digital survey with reflective questions and having a dialogue, the skills and competences these stakeholders needed to utilize our listen to understand questioning in order to let the other person discover without pushing your own interest, dealing with emotions. These are really challenging. How do you unlock the personal reactions by asking reflective questions? For example, what surprised you? What do you find difficult? Which similar experiences do you recall, if necessary? Use a working method. For instance, visual ization, Constellation of change roles. Hiking, emotion cards. Take a moment to look these techniques up on the Internet. And, of course, there's many techniques to apply for the incentive of reflection. Finally, in designing reflection as an incentive to drive behavioural change, we recommend you to pay attention to three design pitfalls. One too much. Focus on change. When there is a clear goal for change, we often assume that the change can also be made change. Managers focus on the change aspect and put a lot of time and energy into the change plan with planned interventions. With the primary focus on the change aspect, we often forget to pay attention and keep an eye on the build stability within the organization. A good approach to change does not only focus on the change aspect, but also includes a clear picture of the stable site and its value for or in the organization's, the robustness as much influence on the available capacity for change. One of the conditions of a successful change process is that we acknowledge that stable site in the change process. A change fails when it is at the expense off the stability of the organization. Everything that has been built up to that point is at stake, and that is not only seen an unnecessary, it's very awkward to ignore that stability to people. You can change them. It is the people who play the leading role in change processes. Many change agents take this into account in their change processes. They have a clear picture in mind about the desired behaviour and the desired future state Off the organization nowadays, change practitioners look differently at the roll off employees. In particular, change of attitude and behavior is less and less regarded as feasible. As a change protection practitioner, you should not assume that you can change the employees. You can, however, empower the employees. This gives them opportunities to participate, contribute and have influence. Empowering people is done by involving them in the change, giving them their own responsibilities, giving opportunities to reflect an entering into an open dialogue with them. Change is less and less about the what question and more about the who question. Who is involved in this change? Who has an interest in the desired outcome? 32 Little attention for reality changes fail If we don't keep an eye on the people involved in the change in order not to fail, we must always adapt the desire situation to the current reality. Every intervention in the change process must fit in with the current state and with what is needed to bring the change further. Reality is the driving force for change. We reached the end of this lecture on reflection as an incentive for motivation and engagement. What is your preference of techniques in reflection? How would you design the incentive of reflection In the next lecture, we provide you with a customer case to go ahead and play with 18. 6.4 Assignment Reflection: great. You finished the entire section about the incentive reflection. Now you know how to facilitate a group to make a personal connection with the change issue . I explained the theory and shared a customer case in which we designed a group process for the incentive reflection that created the opportunity for the group to unlock emotions, intuition, interests and similar experiences. In this lecture, you make your own design. I hand out to you this customer question. Which common goals do we strive for the coming year? This question has existence in every collaboration, whether it's concerns collaboration between business partners in the construction industry , between different departments, off a retail company between the client and the treatment team, in health care or between I T and business within a financial organization. You designed the reflection incentive for this customer question, and you choose the stakeholders in context yourself so that the case will live for you. You formulate two reflective questions, and you choose an interactive technique and let me give you this tip. Use the T cheat reflection. It's a Pdf download. Please share your response in the Q and A section. I can't wait to see your reflective questions and interactive reflection technique. Share those into Q and a section 19. 7.1 Intro Incentive 3 Willing: Hi, Great to have you back on the course again. By now you have a general view off the four incentives to enhance change readiness, knowing reflection, willing and capable. And we covered the 1st 2 incentives of knowing and reflection already. So let's replay. It's difficult to commit people to the change. We noticed that people do not contribute to the change and do not feel engaged at all what happened here. One crucial reason is that people aren't aware off their influence to change. So an important question is how do employees feel involved and acknowledged in the change? And how can you generate energy for the transition in this section? Resume into the third incentive to enhance change readiness, which is willing, we explore why willing leads to engagement, how to design the incentive of willing. And we have another incitement for you and, of course, another handy cheat sheets, which you can use for the assignment. So first we go through some theory afterwards, you can practice enjoy this lecture 20. 7.2 Willing leads to engagement: in this lecture, I focus on the third incentive to enhance change, readiness willing. What is it? What does it mean? And why is it important with the incentive of willing as a change professional, you work on the pleasure and trust off the target group in such a way that day feel involved and acknowledged in the change, you generate energy for the change. Now you'll probably think I've always been doing that. Creating fun and energy are inherent to my work, and I believe that's true 100%. This incentive in itself may not be so innovative for you. In combination with the other three incentives willing is off course indispensable. That is, while trying to give you some more tips here. With the incentive willing, you enable the Target Group to dig deep into the change issue in such a way that the level of meaningfulness is reached. The key focus is here. What meaning and intention do people attributes to the change factual knowledge from knowing end to the emotional reactions from reflection? You actually invite people to carry out a thorough analysis and then indicate the significance and impact off the change. You strive to work with people in a way they understand the importance of the external information from knowing and the personal information from reflection. This understanding can lead to new insights or needs. It also happens that we question current values on this point. What do we actually think is important? Doing research into meaning value and intentions ensures that people become deeply connected with the change because people co create with each other new insights and possibilities of change. Ah, high degree of ownership is created, and when people feel ownership, they can move mountains off course. Ownership is not an end in itself. Ownership is a means to make work better, more effective and more enjoyable towards the organizational purpose, because contributing to the purpose is what makes changes and the organization as a whole successful in summary, this third incentive willing results in higher involvement and commitment for change 21. 7.3 How to design the incentive Willing: in this lecture, we explore the question. How to design the incentive of willing It's time for a more pragmatic few on the incentive of willing What does willing look like in practice? In my customer example of vision developments with the construction companies, we gave substance to the incentive willing by critically examining the latest version off the vision product all content, including feedback from the reflection hung on the wall. The question to the group of construction companies. WAAS. Is there a need for a common ambition? If so, what elements does this ambition contain for which you are prepared to change things? This was an exciting question for the stakeholders, actually, even the key question since we regularly had group sessions and there was a lot of mutual contact in between the sessions, we noticed that at this point in the process, mutual trust grew. There was a relaxed atmosphere. With the Lewis method of deep democracy, the group of stakeholders reached a shared ambition. This method allows each individual to make his or her own contribution. The aim is to learn to understand and explore all perspectives or vantage points with each other, and then we looked at where the commonality lies. From the alternatives, we discussed what we could add to the common part. In this way, we defined a common ambition that everyone could agree with during this process of consent formation, open ends, question marks or dilemmas also arose by using the same Louis method, we processed those into preconditions. This resulted in a set of critical preconditions with which the ambition should be realized . Let me summarize what elements we used in designing, willing stimulate, a sense of urgency. Lewis method, deep democracy, the skills and competences thes stakeholders needed to utilize our listening openness, analytical negotiation while protecting relationship and reputation. At this stage, this group had been grown to. These skills were less hard than expected. How do I unlock the analytical attitude by asking implying questions, for example, what is actually happening here? What is this really about? What impact does this have on us or our work? What do we learn from this? And what new insight can we discover if necessary? Use a working method. For instance, scenario analysis. Lewis Method of Deep democracy World Cafe storytelling Take a moment to look thes techniques up on the Internet. And of course, there's many techniques to apply for the incentive of willing. A crucial design principle for willing is stakeholder participation. How do you ensure their participation in analyzing the facts and personal information, finding implications for the change issue and working out solutions or scenarios which contribute to the change? Well, you need to be transparent to the stakeholders. What part is fixed and what can be influenced Our stakeholders allowed to bring in new ideas or solutions? Or are they only allowed to advise on the given content? It is important to communicate their degree of participation and influence. Co knowing Cho thinking co advising co creation and co learning. It is only possible to expect engagement when the stakeholders have certain influence, which starts at co advising, then co creation and furthermore co learning. We reached the end of this lecture on willing as an incentive for engagement and change readiness. What is your preference of techniques and willing? How would you design the incentive off willing In the next lecture, I provide you with a case to go ahead and play with 22. 7.3 How to design the incentive Willing: great. You finished the entire section about the incentive willing. Now you know how to facilitate a group to analyze the facts and reflections, which makes them discover new insights. I explained the theory and shared a customer case in which I designed a group process for the incentive willing that engages the group to discover and design solutions for the change ambition. In this lecture, you make your own design. We hand out to you this customer question. Which common goals do we strive for the coming year? This question has existence in every collaboration, whether it concerns collaboration between business partners in the construction industry, between different departments, off a retail company between the client and the treatment team in health care or between I D and the business department within a financial organization. You design the willing incentive for this customer question, and you choose the stakeholders in context yourself so that the case will live for you. You formulate two implying questions, and you choose an interactive technique. Let me give you this tip used the teeth sheet willing. It's a Pdf download, and please share your response off this assignment in the Q and A section. I'm happy to see your implying questions. An interactive technique on willing 23. 8.1 Intro Incentive 4 Capable: high by now you have a general view of the four incentives to enhance change readiness, knowing reflection, willing and capable. And we covered the 1st 3 incentives by now. So let's replay. It's difficult to commit people to the change. One important reason is that people aren't capable of contributing to change what happened here, Do you think? For one thing, people are not equipped to realizing change in this section, we zoom into the fourth incentive to enhance change readiness Capable. With this incentive, you enable people to find a balance between the current situation and the new desired situation. Actually, you are building an infrastructure for change, and we acknowledged five ingredients for this infrastructure, which are knowledge, time, rewarding space. And resource is I'm going to address them one by one in this next lecture. So here you will learn why capable leads to commitments, how to design the incentive of capable, and we have another incitement for you. And again, I designed a cheat sheet off this incentive for you. So let's move on to the last incentive and start his lecture right away. 24. 8.2 Capable leads to realisation of change: Finally, I arrived at the fourth incentive to enhance change. Readiness capable. What is it? What does it mean and why is it important? Certainly not the least important is the incentive that affect the capacity to change. With this incentive, you enable people to find a balance between the current situation and the new desire situation. Actually, you're building an infrastructure for change. I acknowledge five ingredients for this infrastructure. Knowledge, time space resource is and rewarding. I'm going to address them one by one knowledge. In order to meet the ambition and change objectives, there will be a gap between the current knowledge and the desire knowledge. Do not underestimate this. Which knowledge upgrade does the target group need to achieve the desired situation? Only then do people feel able to contribute to the change. There are several learning tools imaginable to put this knowledge upgrade into operation. For example, courses, work instructions, game simulation, how to movies, etcetera. In the event of a large scale change. You also want to position internal change agents in such a way that they model and support the desired behavioral change time. The second ingredient to build an infrastructure for change is time. Often there is no time or priority to work on the change, as the primary process already consumes all the time and attention for the target group. The changes experienced as an extra burden something you must do next to your regular work so we could recommend to formally set up a budget to work on the change. It is essential that change is also on the agenda. Off managers and the director steam when the management always has the change issue on top off their minds, there is reassurance for employees that day can spend time on it. The third ingredient to build an infrastructure for change is space. A physical space to experiment and learn with a new way of working or change issue is, unfortunately, a negligible part. A learning environment is ideal to make the change tangible, to help shape it and to exchange experiences and also to be allowed to make mistakes. You could think of a round table to conduct dialogues about the change, but also consider an experimental lap or a demonstration room. Fourth is the ingredients of resource is to build an infrastructure for change in the broadest sense of the word you need to provide people with the minimum resource is needed to bring about the desire change. These can be I t resource is another table, a work instruction. Everything is possible. Last, but certainly not least is the ingredient often appropriate reward system to build an infrastructure for change is the reward system. In lying with the change objectives, rewards systems are often geared to tasks. People often get rewarded for their effort. A number of hours worked instead of what they have achieved so many percent savings and you get what you reward. This infrastructure creates the route for planned change interventions and also creates an architecture for self organization. By the letter, I mean that spontaneous behavioral changes can occur. Wouldn't that be wonderful? In summary, the outcome of this fourth and final incentive is that people find balance because they're facilitated and equipped to change. Thanks for listening again. In the next lecture, you will see capable into practice 25. 8.3 How to design the incentive Capable: in this lecture, I explore the question how to design the incentive off capable What does capable look like in practice? In my customer example, this phase is still in full swing. I can tell you what was initially set up although you can take into account that this is not complete, How do you put knowing, reflection and willing to work by building an infrastructure for change with the five ingredients of knowledge, time, space resource is and rewarding to connect the rest of the Netherlands ah website had been launched on which all information could be found about the process of vision development and about the contents off the shared ambition on this website. You can also see videos with personal reactions from construction partners and you can undersigned division to show that you're supportive off the vision. So you literally see the size of ambassadors for this vision grow. This is how the knowledge ingredients was fleshed out in the area of time and space. A number of construction projects have been and didn't identified, in which the desired ambition is to be put into practice like a kind of living laps. In terms of resource is new contract agreements are being negotiated for better collaboration in line with a vision. In terms of reward system, there are considerations about changing the tenders in order to we roared those construction companies who offer them surfaces in line with a vision. Next, do building this infrastructure for change. These techniques facilitate people to contribute to change implementation, test prototyping scenario planning, simulation and language quiz. Take a moment to look these dignity techniques up on the Internet. And, of course, there's many more techniques to apply for in the incentive of capable. In summary, the outcome of this fourth and final incentive is that people find balance because they're facilitated and equipped to change. We reached the end of this lecture on capable as an incentive for engagement and change readiness. What is your preference of techniques? Incapable. How would you design the incentive of capable in the next lecture, I provide you with a case to go ahead and play with 26. 8.4 Assignment Capable: great. You finished the entire section about the incentive capable. Now you know how to facilitate a group to realize the change. I explained the theory and shared a customer case in which I designed a group process for the incentive capable, which resulted in an infrastructure for change. In this lecture, you make your own design. We hand out to you this customer question. Which common goals do we strive for the coming year? This question has existence in every kind of collaboration. Whether it concerns collaboration between business partners in the construction industry, between different departments of a retail company, between the clients and the try treatment team in health care or between I T and the Business Department's winning a financial organization. You designed the capable incentive for this customer question, and you choose the stakeholders and context yourself so that the K's will live for you. You choose specific facilities on door resource is for the group's capability to increase and to realize the change, let me give you this tape. Use the G cheat capable. It's a Pdf download, and please share your responds in the Q and A section. I'm very curious to see what you've come up with on this customer question and build your own infrastructure for change. Let me read about it in the Q and A section Thanks. 27. 9 Conclusion: This is the final section off the course. Great to see that you have come this far. Let me give a short recap about the lessons learned and about what's next. I stated that change is a constant process, and although there are many implementation tools and rules how to design successful transitions, there is still a big challenge. This challenge is how to overcome difficulties to commit people to change. In retrospective, you identified your preference in change projects, a focus on results or on engagement. You know how to establish engagements with all stakeholders while achieving results. You explored change from the receiver perspective and you are able to identify resistance to change. You know that it's a challenge to commit people to change, but you can design a change process which enhances change readiness and mobilizes people towards the desired goals. You are able to design successful change by applying the four incentives for commitment which turns unwillingness into high engagements. By completing this course, you can now apply the four incentives to enhance change readiness. One. Knowing you can design a collaborative, multi perspective reality where stakeholders understands the problem off the current situation and the purpose off the desire. Change to reflection. You can design a safe and meaningful context in which stakeholders can personally react to the change on and develop motivation for the transition. Three. WILLING You can design a creative and sense making process where stakeholders contribute to solution crafting, which enhances ownership. Four. Capable. You can build an infrastructure for change so stakeholders are enabled and facilitated to actually realize the change. What's next? Let me know what your next step is. Fear the Q and A section. What do you need from here? What challenges air still to overcome? Give me inside in your needs. On the subject of successful organizational transitions specifically on the human factor, what else would you like to learn about behavioral change in the organizational context? I would appreciate if you write your tips and questions in the Q and A. My recommendation would be to look at my next course about facilitation skills. How can you facilitate the enhancement of change readiness and create real engagement with employees? I define the ultimate roll off the facilitator in organizational change, the effectiveness off high impact workshops and how to design these workshops for maximum results in high engagement. You are very welcome to join me there