{"id":6403,"date":"2021-11-03T16:00:03","date_gmt":"2021-11-03T15:00:03","guid":{"rendered":"https:\/\/prettigommeetewerken.nl\/?p=6403"},"modified":"2021-11-03T17:05:02","modified_gmt":"2021-11-03T16:05:02","slug":"magnet-for-change","status":"publish","type":"post","link":"https:\/\/prettigommeetewerken.nl\/en\/magnet-for-change\/","title":{"rendered":"Magnet for change"},"content":{"rendered":"\t\t
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Why ‘implementing’ and ‘rolling out’ do not work (anymore).<\/h6>

An interesting time is dawning for organizations that are serious about employee engagement aimed at current and new generations of employees. Not only is technology developing faster than ever, our view of work and the division of roles within companies also appear to be changing completely in the coming years. This is partly due to an upcoming group of young employees who are used to operating in a network environment, where everyone’s opinion counts and matters are approached pragmatically.<\/strong><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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Themes that (will) play an increasingly important role within organizations:<\/p>

  1. The connection between generations of employees: pyramid builders versus networkers<\/li>
  2. Purpose thinking: ‘Making meaning of the future’ as a driver for change<\/li>
  3. Call for more control space and less planning and control

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    1. The connection between generations: pyramid builders versus networkers<\/h6>

    The generations of employees entering the job market in the coming years, also known as ‘Generation Y and Z’, cannot remember a world without online communication. In this they are the first in the history of the human race, they are the ‘Digital Natives’, as Jos Ahlers and Ren\u00e9 Boender call them in their book ‘Generation Z’. Their arrival forces managers to look at the management of the organization differently.<\/p>

    Generation Y and especially Z are pragmatic, optimistic and autonomous. More loyal to themselves and their networks than to organizations and the pyramid they accidentally ended up in. \u2018Generation Z is actually barely capable of thinking in terms of hierarchical structures and demarcated boundaries. She also looks at the organization as if it were a network: rakes are irrelevant; everything is connected to everything. When they want to know something, they turn to the source of the information, the heart of the network: the boss. They find staged communication strange and inefficient. And that is where things definitely go wrong between the pyramid generations and the network generation. \u201cThe old work ethic of ‘work hard, do what the boss says, keep your mouth shut and stay loyal to your company’ is unknown to them and is seen as irrelevant.\u201d Ahlers and Boender say.<\/p>

    Young employees are also used to having everything immediately available everywhere and for everyone: Netflix for movies a la minute, Spotify for music, Google and Youtube for how-to information. As a result, they are also impatient: they do not want to wait for things they need NOW.<\/p>

    They are easily bored and want to learn by doing. Passively absorbing and processing information is not in their nature. They want to be involved, be inspired and experience something new every time. This generation learns through experience: the more senses are stimulated at the same time, the better.<\/p>

    The arrival of new generations has major consequences for the management of organizations: they will have to rely more on variation than standardization, have to ask more questions than provide answers, focus more on value than on time and money, invite employees instead of convincing them. or enforce. It is also no longer sufficient to lead organizations from past experiences, but to develop more from the future. ‘Management by entertainment’ may go a bit far, but experience and emotion is the key to involvement.<\/p>

    \u00a0<\/p>

    Purpose thinking: ‘Making meaning of the future’ as a driver for change<\/h6>

    In line with this, Otto Scharmer argues in his book ‘Theory U’ that we should stop ‘downloading’ from the past. After all, if you keep doing what you did, you’ll get what you’ve always got. In short, we would therefore focus much more on the future, and with that image in mind, consider what we need to do differently today to get there tomorrow. “<\/p>

    The first part of Scharmer’s theory consists of reflecting on the past and distancing itself. This creates more space to observe again and to gain an eye for the best possible future that lies ahead. An honest reflection on ‘what is going on in the organisation’ requires that you listen carefully to each other and also try to look at a situation from the other person’s perspective. This creates mutual understanding and a good breeding ground for shaping the future together. By shaping that future together, with a ‘white sheet of paper’ on the table, inspiration, creativity and motivation arise.<\/p>

    When it comes to the future of organizations, the upcoming generations of employees are driven by something that goes beyond market leadership or shareholder value. Not only do they demand that companies behave decently, they also expect companies to make a positive contribution to the well-being of the world. ‘Do no harm’ is no longer sufficient; ‘do good’ will be a hard requirement, according to Ahlers and Boender in their book ‘Generation Z’. Thinking from the perspective of ‘return on investment’ makes way for ‘return on involvement’. The question what the purpose of the organization is is increasingly asked during the job interview.<\/p>

    And so more and more organizations are asking themselves this question. Earning money is important for the continuity of your organization, but according to a purpose-driven organization it is not the reason why you exist. Such an organization is aware of the social impact it has and uses this impact to make a difference in that society. Look at Tesla, Coolblue or Buurtzorg, which are real game changers when it comes to successful entrepreneurship based on a strong social commitment. But an organization such as Unilever has also been led for years by a CEO whose purpose can be felt in the capillaries of the company. A powerful and relevant goal connects and inspires employees and makes them proud. A goal that is so essential that you like to jump out of bed in the morning, that gives your work meaning, energy and direction.<\/p>

    Organizations with a clear purpose will be by far the favorites of the new generation of employees. But it is also a powerful magnet for current generations of employees that ensures involvement and focus. A collective sense of ‘the right direction’ provides a strong drive and decisiveness to make the future come true together.<\/p>

    \u00a0<\/p>

    3. The call for more freedom of acting<\/h6>

    In addition to the need for other forms of collaboration and an appealing goal, we see a call for fewer rules, processes and protocols. Although these give us something to hold on to within the organization (and that is sometimes very necessary, such as a pilot or a surgeon), the reality cannot always be captured in Excel sheets, KPIs, Balanced scorecards and dashboards.<\/p>

    The home care employee has seven minutes to put on compression stockings, an invoice must be initialed by at least two managers and a helpdesk employee has five minutes for a customer conversation. The realization is slowly emerging that ‘closing up’ and wanting to exercise control increasingly leads to poor service, whereby the needs of the patient, the student and the customer are lost sight of. In addition, all these rules make managers and employees lose sight of what really matters, the purpose of the work. That is what Wouter Hart calls ‘the Myth of Controllability’ in his book Twisted Organizations. In an effort to control everything, the organization becomes uncontrollable.<\/p>

    \u00a0<\/p>

    So, time to let go. Or, as Hart calls it: ‘Holding differently’: from forcing to inviting, from giving answers to asking questions and from wanting to be complete to making choices. Employees who are themselves responsible for devising good solutions for issues they encounter in practice. In doing so, they make use of the space and possibilities that are available, but also of the tools for planning and control that are provided to them by the organization. With the big difference that these are supportive, not leading. And besides: making mistakes is allowed, as long as you learn from them.<\/p>

    \u00a0<\/p>

    Image-based dialogue connects and inspires<\/h6>

    By largely relegating responsibility and direction to practice, organizations tap into enormous brainpower. We are firmly convinced that not only management, but employees in all layers of the organization know very well what is going on outside the organization and can do better within the organization. Where the organization should go and what is needed for that. The trick is to find a way to bring the various perspectives, ideas and solutions together in a good and inspiring way. The trends mentioned above \u2013 a new generation of practical network thinkers, the call for meaning\/future perspective and giving space and responsibility \u2013 offer wonderful tools to increase the involvement, independence and problem-solving capacity of employees.<\/p>

    More and more organizations are choosing to involve their employees \u2013 whether or not on a project basis \u2013 in finding new solutions for the challenges they face. To think together, based on a shared vision of the future, about what is needed in practice to realize the future, whereby everyone has a reasonable degree of autonomy and responsibility.<\/p>

    \u00a0<\/p>

    In order to connect various groups within the organization in a good way, a new, common language will have to be found. A language that bridges the gap between generations, but also between the various groups in the organization: from shop floor to management and from technologist to HR advisor. And that makes it possible, shoulder to shoulder, to talk to each other and to work together on what is necessary to realize what it is really about. Organizations that achieve this experience the energy, brainpower and enthusiasm that this generates!<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"

    Why ‘implementing’ and ‘rolling out’ don’t work (anymore) for new generations (and never worked before).<\/p>\n","protected":false},"author":1,"featured_media":6015,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[249],"tags":[],"class_list":["post-6403","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized-en"],"yoast_head":"\nMagnet for change - POMTW<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/prettigommeetewerken.nl\/en\/magnet-for-change\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Magnet for change - POMTW\" \/>\n<meta property=\"og:description\" content=\"Why 'implementing' and 'rolling out' don't work (anymore) for new generations (and never worked before).\" \/>\n<meta property=\"og:url\" content=\"https:\/\/prettigommeetewerken.nl\/en\/magnet-for-change\/\" \/>\n<meta property=\"og:site_name\" content=\"POMTW\" \/>\n<meta property=\"article:published_time\" content=\"2021-11-03T15:00:03+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2021-11-03T16:05:02+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/prettigommeetewerken.nl\/wp-content\/uploads\/2021\/10\/dreamstimeextralarge_102626100-scaled.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"2560\" \/>\n\t<meta property=\"og:image:height\" content=\"1706\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Cindy\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Cindy\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"7 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/prettigommeetewerken.nl\\\/en\\\/magnet-for-change\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/prettigommeetewerken.nl\\\/en\\\/magnet-for-change\\\/\"},\"author\":{\"name\":\"Cindy\",\"@id\":\"https:\\\/\\\/prettigommeetewerken.nl\\\/en\\\/#\\\/schema\\\/person\\\/394a896d3de1516a5988dde4a6970e17\"},\"headline\":\"Magnet for change\",\"datePublished\":\"2021-11-03T15:00:03+00:00\",\"dateModified\":\"2021-11-03T16:05:02+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/prettigommeetewerken.nl\\\/en\\\/magnet-for-change\\\/\"},\"wordCount\":1564,\"image\":{\"@id\":\"https:\\\/\\\/prettigommeetewerken.nl\\\/en\\\/magnet-for-change\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/prettigommeetewerken.nl\\\/wp-content\\\/uploads\\\/2021\\\/10\\\/dreamstimeextralarge_102626100-scaled.jpg\",\"inLanguage\":\"en-US\"},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/prettigommeetewerken.nl\\\/en\\\/magnet-for-change\\\/\",\"url\":\"https:\\\/\\\/prettigommeetewerken.nl\\\/en\\\/magnet-for-change\\\/\",\"name\":\"Magnet for change - 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