Best-selling Dutch business book, ‘Change 3.0, A natural approach for sustainable organisational change’, is now available in English.
In her own words, the book’s co-authorย Wendy Nieuwland saysย organisational change is traditionally rooted in problem analysis and diagnosis; Change 3.0 takes the approach that organisational change is about a โchange in collective (or employee) behaviourโ.
As such, to elicit a successful organisational change rather than defining and solving problems, the focus needs to be working towards a desired outcome thereby influencing behavioural change to ensure that this is achieved.
To be considered ‘3.0’, a change a change needs to be self-perpetuating, because new behaviours have been established and become the new norm – if the necessary behavioural changes donโt happen, change wonโt happen. Thee change doesn’t come from outside influences, but directly from within the organisation.
Nieuwland said: โChange 3.0 addresses large or complex changes such as changes in a company strategy or culture, for example – merging departments, finding new ways of working together, collaboration issues or introducing a new business model. Changes where the odds of failure are much higher, because the change goes against an (or a part of an) existing system. These are referred to as โtough challengesโ because they require people to do things that are fundamentally different from what they have done before.
โOne of the key reasons why so many change projects fail is that nothing changes in the foundation of the organisation, what we refer to as the collective โconstructs of realityโ which define a businessesโ collective or employee behaviour. If the (natural) collective behaviour remains unchanged, then it wonโt take long for things to revert back to how they used to be.
โChange 3.0 recognises that behavioural changes happen naturally based on all kinds of influences that are largely out of our control. Behaviour and behavioural change canโt be forced; people do change their behaviour, but not because others tell them to. However, by using the fundamental knowledge of how behaviour changes naturally, it is possible to influence and steer it in a certain direction.โ
Change 3.0 includes many examples and case studies on how the approach works in practice as well as providing practical challenges to try within a business environment.
It’s available now from all good book outlets (and some bad ones too).