Transforming organisations through small ‘units of change’
Instead of trying to plan and control our way through change, it helps to recognise that it is often impossible to know for sure how to get from A (what we think is the problem) to B (what we think is the solution) or what will truly make the difference in getting there. Rather than a linear process, change is relational and improvisational, and emerges from small yet purposeful shifts in real work.
Designing and directing these small ‘units of change’ is what I do. Whether conversations (‘the smallest units’), interventions, workshops, explorations or experiments, together, they set big things in motion — both on a personal and organisational level.
Rather than trying to find solutions to problems, I help people gain and explore fresh perspectives. Through a process of dialogue and conversation, they begin to shift their framing of a situation from what or who is ‘right’ or ‘wrong’ to a deeper understanding and appreciation of different experiences, needs and expectations. In doing so, I focus on what we often take for granted or even neglect — our belief system and implicit assumptions, behaviours and the interconnected patterns in human interaction. These are the actual dynamics in any organisation, and it is precisely here where change becomes transformative.
Sense-making from within
The iterative and profoundly human nature of my approach benefits most from a deep involvement. That is why I always work from within organisations to change how people work, learn and create value together, and craft playful and humane cultures that foster creativity and a sense of belonging.
Emergent change brings about powerful transformative shifts in how people behave as individuals and collectively. But without a preconceived A to B change process, guiding principles become crucially important. That is why we always define yours at the start of our journey.
Mine are beauty, meaning and humanness.
Beauty Beauty is more than aesthetic value. Whether things or organisations, it is also about simplicity (with a rigorous eye for detail) and making things work like they should, with integrity and care. As a philosophy and practice, it helps us craft better organisations that endure.
Meaning Most companies add more to what is already abundant. They waste resources and their people’s talents on things that have little meaning. But meaning goes well beyond what we make. It also has to be an integral part of how we work, learn and grow together as people.
Humanness When speed and technology seem to have the upper hand, it is easy to forget what makes us truly human — our creativity, craftsmanship and a deeply felt need to belong and desire for purposeful work. Your reason for the change might be technology-driven, my approach is always human-led.
People need a different perspective on organisational change — one in which they seek to discover alternative accounts and narratives and dare to question implicit assumptions and dominant discourses.
I live in the Netherlands but work across Europe. So regardless of where you are, if you want to know more about my work or explore working together, let’s start a conversation. If distance allows, we can go for a walk or visit a museum. But there is always time for an unhurried conversation.