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Zorgondersteuning 8/12

Sofie Blockx

PearlCultural Change

Er is maar één constante, verandering

Waar gaan we naar toe ?

TURBULENTETIJDEN

TURBULENTETIJDENWereld van

opportuniteiten

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Maatschappij

Vuca World

olatilencertainomplexmbiguous

VUCA

Maatschappij

Xerox-

PARC

See-Feel-ChangeFormal – What we see

• Structures

• Formalised events and training out of the

workplace

• Written policies, processes, systems which are

‘pinned down’

• Logos, values statements, brand articulation,

marketing

• Buildings, posters, workspaces, mugs and

mousemats

Informal – What we don’t see (emotional)

• The ways things get done ‘in reality’

• Stories, metaphors, heroes, villains, language,

sacred cows

• Behaviours and relationships, power plays,

routines and ‘accepted games’

• Conscious and unconscious mindsets that get

played out

• Ways of deciding what is ‘right’ – reinforced

through everyday interactions

The paradox of change

Weten != veranderen

http://www.seefeelchange.com/video/the-complexity-of-behavioral-change/

Fasen in change- reacties: Kübler-Ross

13

1 Shock

2 Denial

3 Anger at you

4 Anger at me

5 Depression

6 Acceptance/Testing

7 Integrating and moving on

Performance

Motivation &

Energy

Time

Period of Loss

Increasing Stress

Period Decreasing Stress

Positive Growth

Let Go & Get Go

Fases in change - waves: Kübler-Ross

14

Performance

Motivation &

Energy

Time

Period of Loss

Increasing Stress

Period Decreasing Stress

Positive Growth

Senior Management

Middle Management

Staff

Fases in Change: Adoptie curve

Evolutie in Change theorie: Top-down

8-step model of Kotter

1. Increase the urgency for change

3. Create the vision for change

4. Communicate the need for change

6. Create short term goals

8. Make the change stick

7. Stay persistent

2. Build a team dedicated to change

5. Empower staff with the ability to change

Development

Engagement

Diffusion

Discovery

Anchorage

- Create vision- Define non negotiable behaviors - Map networks of change

- Behaviors spread- Champions in action- Peer to peer influence- Progress tracking- Stories of success- Management support

- Community of change agents- Help them with their role- Align further leaders and managers

- Identify peer groups- Align management- Call for participation

- Adjustments- Re-focus- Progress tracking- Review points

Based on the Herrero ‘Viral change model’

Virale Change

Maatschappij

Change = Duidelijke Waarom + Duidelijke Motivatie +Duidelijke Wat

Pearl2

De banksector

Company 23

The change approach at KBC Onze Change aanpak

Ondersteuning & inspiratie

• Positieve insteek

• Betrokken mensen gaan een stapje verder

• Tools beschikbaar, niet verplicht

• Stimuleren tot werken in community

1. Neem zelf initiatief (Just do it)!

Pearl Ambassadors

2. Groot netwerk van betrokken medewerkers

Thema maanden

• 8 parels om Pearl tastbaar te makenvoor allemedewerkers

• Elke 3 maandeneen andere focus

• Animatie via pitstops

3. Pearl gedrag concreet gemaakt

4. Centrale rol voor innovatie

5. Speciale aandacht voor leidinggevenden

Nieuw leiderschapsmodel

6. Blijf vernieuwen

Mensen van KBC

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