Alles wat je wilde weten over onderzoek op het randje is nu beschikbaar nu in de Podcastafette van het lectoraat Change Management. Onderzoekers bevragen hun collega-onderzoekers over verwaarloosde lijven, vuige roddels, films, recruitmers, corporate activism, studenten op de speelvloer, onzekerheid en organisatieadviseurs. Voor meer info, bezoek ons op https://lectoraatchangemanagement.nl/ Afleveringen: De Change Management Podcastafette – Trailer. Sep 2022 1 min 17 sec https://open.spotify.com/episode/7bPkuaKMRhIyuUvTnx5tkV Jacco van Uden "Woede is een goede indicator dat je iets raakt.": Jacco interviewt Sandra van Kolfschoten. Oct 2022 34 min 41 sec https://open.spotify.com/episode/1rnhRikdakAVZ30DtCuBQh Jacco van Uden, Sandra van Kolfschoten Onderwijstheater, docent-zijn en mens-zijn: Sandra interviewt Paul. Nov 2022 28 min 48 sec https://open.spotify.com/episode/4YD7pBQeoD1zSZIOfjL90c Sandra van Kolfschoten, Paul de Regt "Wat biedt adviseurs houvast?": Paul interviewt Fer. Dec 2022 32 min 35 sec https://open.spotify.com/episode/3ejNiHo0FjxkbNlHSWTDpl Paul de Regt, Fer van den Boomen "In mijn onderbroek voor het publiek...". Fer interviewt Marjolijn. Dec 2022 31 min 7 sec https://open.spotify.com/episode/0aeBSDpf60VCOItGIWis8k Fer van den Boomen, Marjolijn Zwakman Zegt taalgebruik iets over intelligentie? Marjolijn interviewt Zunaica. 10 jan 2023 32 min 6 sec https://open.spotify.com/episode/3LQ6ZLvrikaykXBT1K1xWJ Marjolijn Zwakman, Zunaica Phillips ZORG-verlenen, dragen, bieden, maar what about ZORGESTHETIEK?: Zunaica interviewt Tom. 30 jan 2023 32 min 53 sec https://open.spotify.com/episode/3IkCNXMe9Ugs6Nkms7SXuo Zunaica Phillips, Tom Maassen Critical Thinking aan de hand van film: Tom interviewt Wypkje. 14 feb 2023 26 min 40 sec https://open.spotify.com/episode/3a5dOklLgJCtjyo0qz0MZV Tom Maassen, Wypkje van der Heide Fictie mag gewoon praten over het gehandicapte lichaam: Wypkje interviewt Andries. 21 feb 2023 38 min 24 sec https://open.spotify.com/episode/6J99bEzYUq7bKW159iicUi Wypkje van der Heide, Andries Hiskes Not trial and error, but refusal and acceptance: Andries interviewt Ohad. 8 maart 2023 36 min 55 sec https://open.spotify.com/episode/46PolQqr4GGvwd1hKXY6CS Andries Hiskes, Ohad Ben Shimon I'm still confused but on a higher level now: Ohad interviewt Jacco. 20 maart 2023 34 min 33 sec https://open.spotify.com/episode/7CcBI5racoT4kaiWyZgHFt Ohad Ben Shimon, Jacco van Uden Hoe dragen activisten bij aan een rechtvaardige samenleving? En wat kunnen organisaties (en studenten) hiervan leren?: Zunaica interviewt Hanane. 4 april 2023 30 min 49 sec https://open.spotify.com/episode/0qfI6GYHsZLsELUm75Rvz8 Zunaica Phillips, Hanane Abaydi
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Inleiding verandermanagement gebaseerd op IOV model. Boek behandelt ook de meets gangbare methoden zoals de kleuren van de Caluwe en het 8 stappenplan van J. Kotter
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This paper conducted a preliminary study of reviewing and exploring bias strategies using a framework of a different discipline: change management. The hypothesis here is: If the major problem of implicit bias strategies is that they do not translate into actual changes in behaviors, then it could be helpful to learn from studies that have contributed to successful change interventions such as reward management, social neuroscience, health behavioral change, and cognitive behavioral therapy. The result of this integrated approach is: (1) current bias strategies can be improved and new ones can be developed with insight from adjunct study fields in change management; (2) it could be more sustainable to invest in a holistic and proactive bias strategy approach that targets the social environment, eliminating the very condition under which biases arise; and (3) while implicit biases are automatic, future studies should invest more on strategies that empower people as “change agents” who can act proactively to regulate the very environment that gives rise to their biased thoughts and behaviors.
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This article describes the process of organizational change due to technological evolutions, suggesting that community-specific differences in discourse may have a considerable influence on its success. The questions for this study focus on: 1) how do we define a technically oriented employee who has to cope with organizational change? 2) Which factors determine the reaction to organizational change projects in which these technically oriented employees are involved? And 3) what are the consequences of these specific characters of technically oriented employees for implementing change programs in the most effective manner? First, while the present studies on professional communication do not pay any attention to change management, the current models of change management also barely pay attention to (professional) discourse. Second, we examine culture, which can be divided into national culture (NC), organizational culture (OC), and professional culture (PC). In this case study, we focus on the professional cultures of specific (change) managers and technicians and their discourse in the utilities sector. After this, we describe the case study, which exemplifies how change results can be influenced. It seems that in a technical environment, the change process and interventions need to be specific, concrete, and to the point. However, there also seems to be a dilemma between universal (e.g. mechanistic and formal) and contingency (e.g. organic, informal and emergent) approaches to the change process. The results of this study show the need to analyze cultures through discourse and through PC as a way to differentiate discourse between technical and non-technical employees. We suggest further research on three aspects that interfere and influence the change effort: context, discourse, and professional cultures of (change) managers and technicians.
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Although many pilots with new eHealth products have been developed, only very few of these products reach widespread adoption within healthcare organisations. The literature mentions a wide range of bottlenecks for the acceptance of new technology in the healthcare industry, among which insufficient attention for change management and acceptance by intended users. In this paper, we argue that agile software development, with its practices for user involvement and product visibility, can be used as a change management approach in healthcare innovation projects. We compare agile methods with the change approach of Kotter (1995). As an illustration of our theoretical findings, we describe a development project of an innovative eHealth application to support the care for persons with intellectual disability.
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Professionals' willingness to change is a necessity for successful implementation of changes in the organisation. This study focused on the influence of a transformational leadership style on professionals' willingness to change. This multiple case study was performed in three project management organisations that had recently implemented a new business information system. The research data were obtained through both qualitative and quantitative data collection. The qualitative investigation revealed that through leading by good example a manager has a positive influence on their employees' willingness to change. However, the quantitative investigation showed that there is no relationship between transformational leadership and the motivational factors of willingness to change. Finally, the study showed that the most important factors of employees' willingness to change are timing, involvement, emotions, necessity, and added value.
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Professionals' willingness to change is a necessity for successful implementation of changes in the organisation. This study focused on the influence of a transformational leadership style on professionals' willingness to change. This multiple case study was performed in three project management organisations that had recently implemented a new business information system. The research data were obtained through both qualitative and quantitative data collection. The qualitative investigation revealed that through leading by good example a manager has a positive influence on their employees' willingness to change. However, the quantitative investigation showed that there is no relationship between transformational leadership and the motivational factors of willingness to change. Finally, the study showed that the most important factors of employees' willingness to change are timing, involvement, emotions, necessity, and added value
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This study investigated perceptions of organizational change management among executive coaches working with British higher-education leaders and factors that make leaders effective when managing change. This basic qualitative research used semi-structured interviews with eight executive coaches selected through purposeful sampling. As main challenges to efficient, inclusive change management, participants mentioned leaders’ lack of a strategic vision or plan, lack of leadership and future leader development programs, and lack of clarity in decision-making. They recognized that leaders’ academic and professional profiles are positively viewed and said that, with coaching and support in leadership and strategic planning, these people can inspire the academic community and promote positive change. Additional emphasis was given to the role of coaching in the development of key soft skills (honesty, responsibility, resiliency, creativity, proactivity, and empathy, among others), which are necessary for effective change management and leadership in higher education. The paper’s implications have two aspects. First, the lessons of the actual explicit content of the coaches’ observations (challenges to efficient change management and views of leaders); second, the implications of these observations (how coaching can help and what leaders need).
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Insider ethnographic analysis is used to analyze change processes in an engineering department. Distributed leadership theory is used as conceptual framework.
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Purpose: This study analyses how weather shocks influence agricultural entrepreneurs’ risk perception and how they manage these risks. It explores what risks agricultural entrepreneurs perceive as important, and how they face climate change and related weather shock risks compared to the multiple risks of the enterprise. Design/methodology: This paper uses qualitative data from several sources: eight semi-structured interviews with experts in agriculture, three focus groups with experts and entrepreneurs, and 32 semi-structured interviews with agricultural entrepreneurs. Findings: not published yet Originality and value: This study contributes to the literature about risk management by small- and medium-sized agricultural enterprises: it studies factors that shape perceptions about weather shocks and about climate change and how these perceptions affect actions to manage related risks, and it identifies factors that motivate agricultural entrepreneurs to adapt to climate change and changing weather shock risks. Practical implications can lay the foundation for concrete actions and policies to improve the resilience and sustainability of the sector, by adjusting risk management strategies, collaboration, knowledge sharing, and climate adaptation policy support.
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