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Change in traditional organisations
Traditional organisation

    Efficiency

    Standardisation
    Risk-averse
Traditional organisation

Top-down
     One way
     Vertical communication
Traditional organisation

Top-down

Rules

    Imposed
Traditional organisation

Top-down

Rules

Management

     'Employees'

     Management is responsible
     for motivation of employees

     Influence is indirect.
     Procedures, structures,
     job descriptions
Take a look at the Dow Jones from
1900 until now
Take a look at the Dow Jones from
1900 until now
However, traditional organisations fall
short in innovation, learning and
genuine collaboration
However, traditional organisations fall
short in innovation, learning and
genuine collaboration
Traditional organisation   Co-organisation

    Efficiency               Learning

    Standardization          Collaboration

    Risk-averse              Innovative
Traditional organisation      Co-organisation

Top-down                      Relations
     One way                   Meaningful exchange
     Vertical communication    Horizontal
Traditional organisation   Co-organisation

Top-down                   Relations

Rules                      Agreements
    Imposed                   Together
Traditional organisation                Co-organisation

Top-down                                Relations

Rules                                   Agreements

Management                              Leadership
   'Employees'                             ‘Professionals’
   Influence is indirect. Procedures,      Influence is direct.
   structures, job descriptions            Interaction
   Management is responsible               Intrinsic motivation
   for motivation of employees             of employees
Change in traditional organisations
...for traditional and
co-organisations?
Traditional organisation         Co-organisation

Top-down                         Relations

Rules                            Agreements

Management                       Leadership

No hassle, please                Hassle is obligatory
        Keep it nice and clean     No denial

        Under the table            Everything on the table

        Predictable outcome        Breakthroughs
Traditional organisation      Co-organisation

Top-down                      Relations

Rules                         Agreements

Management                    Leadership

No hassle, please             Hassle is obligatory

Resistance is unwillingness   Resistance is concern
        Power                  Don’t remove, use it
        Push through           From fear to courage
Traditional organisation      Co-organisation

Top-down                      Relations

Rules                         Agreements

Management                    Leadership

No hassle, please             Hassle is obligatory

Resistance is unwillingness   Resistance is concern

Find broad support            Right decisions require
                              no explicit support
 Everyone talks along,
 nobody decides                Trust, instead of support

 Office politics
Traditional organisation        Co-organisation

Top-down                        Relations

Rules                           Agreements

Management                      Leadership

No hassle, please               Hassle is obligatory

Resistance is unwillingness     Resistance is concern

Find broad support              Right decisions require
                                no explicit support

Come up with solutions          Get common understanding
                                of the problem
        Devised by management
                                  Inspire professionals to take
        ‘Accept my solution’      responsibility
Traditional organisation      Co-organisation

Top-down                      Relations

Rules                         Agreements

Management                    Leadership

No hassle, please             Hassle is obligatory

Resistance is unwillingness   Resistance is concern

Find broad support            Right decisions require
                              no explicit support

Come up with solutions        Get common understanding
                              of the problem
Let me know what you think

Linkedin
http://nl.linkedin.com/in/basschrover

Twitter
@BasSchrover

Email
b.schrover@eurogroupconsulting.nl


                                        Thanks
credits
  photos                                                                                  books

  1. flickr/palmdiscipline/168363021                                                      Collins, J.C. en Porras, J.I. (1994). Built to
                                                                                          Last: Succesful habits of visionary companies
  2. www.motorsporza.nl/autosport/overig-autosport/video-stukje-historie-met-de-t-ford/
                                                                                          Swieringa, J. en Jansen, J. (2005). Gedoe
  3. www.terramaja.nl/uploaded_files/bavianen                                             komt er toch. Zin en onzin over
                                                                                          organisatieverandering
  4. pietdevaere.be/othersites/klaskrant/wp-content/uploads/2011/05/rules

  5. screenshot van Hudsucker proxy. Imdb.com/title/tt0110074                             Kotter, J.P. (1996). Leading change

  6. stockcharts.com/freecharts/historical/images/djia1900s

  7. istockphoto.com/13235442                                                             thanks

  9. flickr/simpleeffulgence/4095657528                                                   Bon Beau Joli, Jesse Dee, Erik Dirven, Frank
                                                                                          Versloot and my colleagues at Eurogroup
  8. images.20x200.com/art/images/1141_artworkimage                                       Consulting. Bas Schrover.

  10. www.brown-jones.com/RapidCat/WebSiteFiles/1131/Blog/1003//Hands_raised

  11. farm1.static.flickr.com/94/253036292_e0251aed36

  12. walkingasjesusdid.blogspot.com/2011/06/lets-talk-about-sex

  13. www. wayfaring.info/wp-content/uploads/2010/02/Maze

  14. www.kotterinternational.com/kotterprinciples/our-iceberg-is-melting

  15. www.flickr.com/photos/mickie/44863659/sizes/z/in/photostream/

  16. successbeginstoday.org/wordpress/wp-content/uploads/2008/01/problems

  17. www.wasknijper-5.nl/wasknijper/images/wasknijper6.jpg

  18. my documents/Bas Schrover

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Change in traditional organisations

  • 2. Traditional organisation Efficiency Standardisation Risk-averse
  • 3. Traditional organisation Top-down One way Vertical communication
  • 5. Traditional organisation Top-down Rules Management 'Employees' Management is responsible for motivation of employees Influence is indirect. Procedures, structures, job descriptions
  • 6. Take a look at the Dow Jones from 1900 until now
  • 7. Take a look at the Dow Jones from 1900 until now
  • 8. However, traditional organisations fall short in innovation, learning and genuine collaboration
  • 9. However, traditional organisations fall short in innovation, learning and genuine collaboration
  • 10. Traditional organisation Co-organisation Efficiency Learning Standardization Collaboration Risk-averse Innovative
  • 11. Traditional organisation Co-organisation Top-down Relations One way Meaningful exchange Vertical communication Horizontal
  • 12. Traditional organisation Co-organisation Top-down Relations Rules Agreements Imposed Together
  • 13. Traditional organisation Co-organisation Top-down Relations Rules Agreements Management Leadership 'Employees' ‘Professionals’ Influence is indirect. Procedures, Influence is direct. structures, job descriptions Interaction Management is responsible Intrinsic motivation for motivation of employees of employees
  • 16. Traditional organisation Co-organisation Top-down Relations Rules Agreements Management Leadership No hassle, please Hassle is obligatory Keep it nice and clean No denial Under the table Everything on the table Predictable outcome Breakthroughs
  • 17. Traditional organisation Co-organisation Top-down Relations Rules Agreements Management Leadership No hassle, please Hassle is obligatory Resistance is unwillingness Resistance is concern Power Don’t remove, use it Push through From fear to courage
  • 18. Traditional organisation Co-organisation Top-down Relations Rules Agreements Management Leadership No hassle, please Hassle is obligatory Resistance is unwillingness Resistance is concern Find broad support Right decisions require no explicit support Everyone talks along, nobody decides Trust, instead of support Office politics
  • 19. Traditional organisation Co-organisation Top-down Relations Rules Agreements Management Leadership No hassle, please Hassle is obligatory Resistance is unwillingness Resistance is concern Find broad support Right decisions require no explicit support Come up with solutions Get common understanding of the problem Devised by management Inspire professionals to take ‘Accept my solution’ responsibility
  • 20. Traditional organisation Co-organisation Top-down Relations Rules Agreements Management Leadership No hassle, please Hassle is obligatory Resistance is unwillingness Resistance is concern Find broad support Right decisions require no explicit support Come up with solutions Get common understanding of the problem
  • 21. Let me know what you think Linkedin http://nl.linkedin.com/in/basschrover Twitter @BasSchrover Email b.schrover@eurogroupconsulting.nl Thanks
  • 22. credits photos books 1. flickr/palmdiscipline/168363021 Collins, J.C. en Porras, J.I. (1994). Built to Last: Succesful habits of visionary companies 2. www.motorsporza.nl/autosport/overig-autosport/video-stukje-historie-met-de-t-ford/ Swieringa, J. en Jansen, J. (2005). Gedoe 3. www.terramaja.nl/uploaded_files/bavianen komt er toch. Zin en onzin over organisatieverandering 4. pietdevaere.be/othersites/klaskrant/wp-content/uploads/2011/05/rules 5. screenshot van Hudsucker proxy. Imdb.com/title/tt0110074 Kotter, J.P. (1996). Leading change 6. stockcharts.com/freecharts/historical/images/djia1900s 7. istockphoto.com/13235442 thanks 9. flickr/simpleeffulgence/4095657528 Bon Beau Joli, Jesse Dee, Erik Dirven, Frank Versloot and my colleagues at Eurogroup 8. images.20x200.com/art/images/1141_artworkimage Consulting. Bas Schrover. 10. www.brown-jones.com/RapidCat/WebSiteFiles/1131/Blog/1003//Hands_raised 11. farm1.static.flickr.com/94/253036292_e0251aed36 12. walkingasjesusdid.blogspot.com/2011/06/lets-talk-about-sex 13. www. wayfaring.info/wp-content/uploads/2010/02/Maze 14. www.kotterinternational.com/kotterprinciples/our-iceberg-is-melting 15. www.flickr.com/photos/mickie/44863659/sizes/z/in/photostream/ 16. successbeginstoday.org/wordpress/wp-content/uploads/2008/01/problems 17. www.wasknijper-5.nl/wasknijper/images/wasknijper6.jpg 18. my documents/Bas Schrover