|
Bennebroek Gravenhorst, K.M. (2008). Een redenering voor veranderen maken. Workshop verzorgd op het M&O jaarcongres over nieuwe maakbaarheid - nieuwe makers in Nieuwegein. Om sturing te geven aan verandering heb je een redenering nodig. Waar gaat de verandering over, hoe wordt die aangepakt en wie speelt welke rol? Makers van veranderingen hebben de antwoorden op deze vragen vaak wel in hun hoofd, maar maken die niet expliciet. Een redenering helpt je om te bepalen of je verhaal goed in elkaar zit, zodat je het begrijpelijk kunt overbrengen aan anderen. Vijf eenvoudige vragen helpen om na te denken over de redenering in bestaande veranderingen en bij het construeren van nieuwe. In de workshop licht Kilian hoe je een redenering maakt. Dan bespreekt hij waarom het moeilijk is om makkelijke vragen te beantwoorden. Vervolgens heb je uitgebreid gelegenheid om samen met andere deelnemers aan de slag te gaan. Je oefent met het expliciteren en versterken van je eigen redenering, zodat je aan het einde van de workshop weet waar je maandag mee verder kunt. Een redenering voor veranderen |
||
 |
Bennebroek Gravenhorst, K.M. (2006). Werken met de Verandermonitor. Werkatelier verzorgd op het M&O jaarcongres over interveniëren en veranderen in Ede.
Hoe brengt u een dialoog op gang om veranderprocessen tot een succes te maken en ervan te leren? Veel vraagstukken worden gaandeweg pas duidelijk. Met de Verandermonitor reflecteren betrokkenen gezamenlijk op de situatie in een veranderende organisatie, het verloop van het proces en de manier waarop zij de veranderingen beleven. Vervolgens ontwikkelen mensen met elkaar oplossingen voor knelpunten. Deelnemers aan het werkatelier krijgen vooraf de gelegenheid om de Verandermonitor vragenlijst in hun eigen organisatie of project in te laten vullen. Tijdens het werkatelier bespreken we de uitkomsten en de mogelijkheden om die effectief in te zetten voor versterking van de veranderingen. Het werkatelier laat zien hoe de methodiek bijdraagt aan reflectie op de veranderingen, effectieve interactie tussen relevante betrokkenen en samenwerking aan versterking van de veranderingen. www.verandermonitor.nl |
||
 |
Bennebroek Gravenhorst, K.M., Elving, W.J.L & Werkman, R.A. (2005). The communication and organizational change questionnaire (COCQ). Development, results, and application. Paper gepresenteerd op de 2005 Annual Meeting van de Academy of Management in Honolulu, Hawaii. Communication is increasingly being recognized as a critical factor in organizational change processes. Organizational communication (OC) theory stresses that communication is a central means for organizations. However, organizational change gets relatively little attention in OC theory. Organization development (OD) theory traditionally focuses on the process of change, yet it does not specifically address the role of communication. Combining insights from OC and OD theory can teach us more about the different aspects of communication during organizational change and provide ways for improving change communication. This is important because research shows that poor communication is a major barrier to change. We developed the Communication and Organizational Change Questionnaire to assess change communication. The questionnaire measures how forms of change communication and the communicative behavior of change agents are evaluated. In addition, it measures uncertainty, readiness for change, and support for change. The reliability of the questionnaire’s scales was satisfactory and the results proved helpful for the participating organizations. Results obtained from two organizations showed different assessments of communication. In one organization, all forms of communication seemed problematic, whereas the communicative behavior of change agents was evaluated positively. In the other organization, results were more positive, except for the communicative behavior of the consultants. Feeding back the results to the teams helped people to understand change communication and to develop ideas for improvement. We suggest using the questionnaire as part of a survey feedback because this intervention makes it possible to simultaneously assess the change communication and to change communication in organizations. |
||
 |
Bennebroek Gravenhorst, K.M. (2004). A different view on resistance to change. In M. Pina e Cunha & L. Munduate (Eds.), Proceedings of the fourth symposium on Power Dynamics and Organizational Change (pp. 19-35). Lisbon: ISPA.
Ook gepresenteerd in 2003 als paper op de 11e EAWOP conferentie in Lissabon. For half a century or more, organization scientists have been claiming that change has become the steady state of the contemporary organization. Organizations have to change to adapt to the new demands of their environments. At the same time, we are confronted with the widespread notion that people do not want to change. In general, psychological and management literature describe resistance as a standard or even natural psychological response to change. Resistance is supposed to result from individual and organizational forces that are directed at stability. Thus, it is explained to managers and consultants how they can deal with employees who resist change and how resistance can be overcome. In this paper, the general view on resistance is questioned. I propose an alternative view in which people want to contribute to change in their organization. This view is supported by six case studies in organizations involved in complex change processes. The first question in these studies focuses on the degree to which resistance or willingness to change is found in organizations. Resistance is commonly described as a response that has to be expected from all members of an organization. Here, I investigate how positive and negative responses to change are distributed within an organization. The second question focuses on the distribution of resistance over three different groups in organizations. The common idea is that managers want to change, and employees do not. Thus, the resistance of the latter group has to be overcome. This study compares how members of management teams, line-managers, and employees evaluate change in their organizations and tries to understand their different views within the context of the change processes, instead of as individual psychological responses. Results show that willingness to change is the general response in the organizations. Only a very small percentage of the people resist the changes. The three groups differ in their willingness to change. Their positions and roles and the change process can explain these differences. The idea that employees are limited in their capacity to change is not supported. Artikel | ||
 |
Munduate, L., & Bennebroek Gravenhorst, K.M. (Eds.). (1999). Power dynamics and organizational change III. Symposium georganiseerd op het Ninth European Congress on Work and Organizational Psychology, Helsinki, Finland.
Contributors:
|
||
|
Bennebroek Gravenhorst, K.M., Werkman, R.A., & Boonstra, J.J. (1999). The change capacity of organizations: General assessment and exploring nine configurations. In L. Munduate & K.M. Bennebroek Gravenhorst (Eds.), Power dynamics and organizational change III (pp. 29 - 54). Symposium georganiseerd op het Ninth European Congress on Work and Organizational Psychology, Helsinki, Finland.
Effecting major organizational change and innovation is a complex process and many organizations do not obtain the outcomes they desire. The purpose of this paper is investigate which factors contribute to or hinder far-reaching change. These factors are sought in characteristics of organizations, and in the design and management of change processes. Thus, we distinguish fifteen aspects to be evaluated when assessing the change capacity of organizations. In addition, we explore possible underlying patterns in the change capacity of organizations. Our first results suggested that none of the fifteen aspects we distinguished were really problematic. This may lead to the conclusion that in general organizations and change processes run rather satisfying. This is counterintuitive. Thus, we needed to perform additional and more sophisticated analyses. A cluster analysis was performed in order to explore possible underlying configurations in the barriers to change. We found nine configurations which were interpreted as the innovative organization, the professional organization, the organization with aged technology, the longing organization, the political organization, the organization entangled in problematic technological change, the insecure organization, the organization with an awkward approach to change and the skeptical organization. In the discussion we focus on the general implications of these results and on their meaning for practitioners. | ||
| Bennebroek Gravenhorst, K.M. & Boonstra, J.J. (1998). Assessing the change capacity of organizations. Congressproceedings WESWA-Congress, 92-99.
Effecting major organizational change and innovation is a complex process and many organizations do not obtain the outcomes they desire. The purpose of this paper is to present an outline of barriers to organizational change, to describe research findings, and to suggest how organizations can enlarge their change capacity. Both academic writers and practitioners stress the importance of the change capacity of organizations in large scale change processes. A theoretical model was developed to classify the factors which contribute to or hinder far-reaching change processes. These factors were pigeonholed into three main clusters: (1) the situation in the organization before the start of the change process, (2) characteristics of the change process itself, and (3) the attitudes of employees towards the change. A questionnaire was used to empirically assess the change capacity of organizations. Data were collected in 40 medium sized organizations or business units. Results indicate that most barriers to organizational change are related to goals and strategy of the change, tension, timing, information supply, change management, and line managers. Resistance to change or lack of employee commitment were not reported as barriers in the investigated organizations. Enlarging the change capacity of organizations seems to require change managers with good communicative skills, an open attitude to criticism on their approach, and an intention to deal with this criticism constructively. |
|||
| Boonstra, J.J. & Bennebroek Gravenhorst, K.M. (1998). The inevitable relationship between power and change. Congressproceedings WESWA-Congress, 20-26.
Five perspectives are presented to explore the relationships between power and organizational change. These five perspectives are caricaturized as domination, persuasion, negotiation, sense making and dialogue. The perspectives differ in the change approaches, the power used to effect changes, the agents involved in the change process, the most prominent change strategies, the influence tactics, and the behavioral outcomes. New research questions are being raised about the scope of the perspectives, the institutionalization of power, the way power dynamics hinder organizational change, the will and skill to use power in change processes, and the power of communication and democratic dialogue in organizational learning. | |||
 |
Bennebroek Gravenhorst, K.M., & Boonstra, J.J. (Eds.). (1997). Power dynamics and organizational change II. Symposium georganiseerd op het Eighth European Congress on Work and Organizational Psychology, Verona, Italy.
Contributors:
| ||
|
Bennebroek Gravenhorst, K.M. (1997). The use of influence tactics in processes of organizational change. In K.M. Bennebroek Gravenhorst & J.J. Boonstra (Eds.), Power dynamics and organizational change II (pp. 111- 128). Symposium georganiseerd op het Eighth European Congress on Work and Organizational Psychology, Verona, Italy.
The use of 9 influence tactics by 4 groups in organizations undergoing fundamental change was investigated in a field study with 479 participants. Data were collected with a Dutch version of Yukl's Influence Behavior Questionnaire. The frequency with which line managers, staff specialists, consultants and works council delegates used the various influence tactics was examined. Furthermore, differences in direction of power use (upward, downward, or lateral) were assessed and compared to results of previous research in different settings. It was found that rational persuasion, inspirational appeals, and consultation were the most frequently used influence tactics. This is an encouraging finding because these three tactics are most effective for gaining target commitment to a request which is highly needed in fundamental change processes. In addition, it was found that the four groups used several influence tactics differently. Finally, only 3 directional differences in tactic use matched prior findings. This result suggests that fundamental change processes lead employees to display different influence behavior than they would in less uncertain and ambiguous circumstances. | ||
 |
Boonstra, J.J., & Bennebroek Gravenhorst, K.M. (Eds.). (1997). Barriers to organizational change and innovation. Symposium conducted at the Eighth European Congress on Work and Organizational Psychology, Verona, Italy.
Contributors:
| ||
 |
Bennebroek Gravenhorst, K.M. (1997). Decision making in fundamental change processes: How management failed to create support for a new organization. In Organizing in a multi-voiced world (Vol. 1). Brussels: European Institute for Advanced Studies in Management.
The purpose of this paper is to provide a framework for analyzing decision making processes about fundamental change in organizations. Firstly, a description will be given of the elements that play a role in the decision making processes that accompany fundamental change. The description of the elements served as a basis for conducting interviews with representatives of an insurance company that is currently undergoing a fundamental change. The five elements that were distinguished proved to be valuable both for organizing theoretical and empirical insights. Material from the case study points to largely single-voiced decision making by the top management of the insurance company. In the final section of the paper the interview material is related to questionnaire data that showed that there was little support for the goals that were set by the top management. Therefore, I propose to extend the description of the elements with guidelines that can be used for setting up a more collaborative decision making process | ||
| Bennebroek Gravenhorst, K.M. (1996). Invloedstactieken in veranderingsprocessen: Groepsverschillen in machtsgebruik. Paper gepresenteerd op het WESWA-congres in Utrecht. In een veldonderzoek naar beïnvloedingsgedrag in fundamentele veranderingsprocessen is onderzocht op welke wijze lijnmanagers, stafmedewerkers, O.R.-leden en organisatieadviseurs hun verzoeken en voorstellen uitgevoerd proberen te krijgen. Ook is bekeken of het gebruik van invloedstactieken verband houdt met drie contingente variabelen: soort organisatie, ervaring in de huidige positie en sekse. Gegevens werden verzameld met de vragenlijst 'Invloedstactieken in veranderingsprocessen', een Nederlandse bewerking van de 'Influence Behavior Questionnaire'. Veertien middelgrote organisaties werkten mee aan het onderzoek en er werden 486 vragenlijsten ontvangen. Rationeel overtuigen, inspireren en consulteren blijken de meest gebruikte tactieken. Verder blijkt het gebruik van invloedstactieken gerelateerd aan de contingente variabelen. Naast een bespreking van deze resultaten worden suggesties gedaan voor verder onderzoek. |
