Veranderingsmodel (Beckhard)
Vergelijking voor Verandering

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Samenvatting

Het veranderingsmodel (ook wel de Veranderingsformule of de Vergelijking voor Verandering genoemd) van Richard Beckhard en Reuben T. Harris (1987) wordt eigenlijk door hen toegeschreven aan David Gleicher. Het is een eenvoudig maar toch krachtig hulpmiddel dat u een snelle eerste indruk van de mogelijkheden en de voorwaarden geeft om een organisatie te veranderen.

Een mijlpaal in Organizational Development

Historisch, kan de Vergelijking voor Verandering als een belangrijke mijlpaal voor het gebied van Organisatieontwikkeling worden gezien. De ontwikkeling van de organisatie is in de loop van de tijd uitgebreid, in antwoord op behoeften van werkgevers. Deze werkgevers willen niet alleen hun organisaties in termen van bedrijfsdoelstellingen vooruit bewegen, maar ook in termen van betrokkenheid van de werknemer. De huidige werkgevers begrijpen de verbinding tussen werknemersbetrokkenheid en organisatorisch succes.

De betrokkenheid van de werknemer

De beweging naar werknemersbetrokkenheid in verandering, en het gebruik van interne of externe adviseurs om reacties op verandering te managen, vertegenwoordigt een verschuiving in het denken van vroegere managementtheorie, zoals de scientific management benadering van Frederick Winslow Taylor, welke Taylorisme genoemd wordt. Deze „bevel-en-controle“ aanpak trok een scherpe lijn tussen managers en werknemers. De onderliggende filosofie was dat de „arbeiders werken, en de managers denken.“ De methode van Taylor was een weergave van de tijd, d.w.z. het industriële tijdperk met zijn fabriekenvakbonden en lopende banden - omgevingen die strakke managementcontrole nodig hadden.

De zienswijze van Taylor werd uiteindelijk aangevuld (vervangen) door de menselijke relaties beweging, toen de organisatie psychologie en de groepsdynamica evolueerden, en de weg baanden voor meer arbeidersbetrokkenheid en -voordelen, en de theorie van arbeidersmotivatie.

De formule van de Vergelijking voor Verandering

De Formule van de Vergelijking voor Verandering is:

D x V x F > R

Ontevredenheid ("Dissatisfaction") x Visie x Eerste Stappen ("First Steps") > Weerstand tegen Verandering ("Resistance to Change")

Drie componenten om weerstand te overwinnen

De Vergelijking voor Verandering kan iemand helpen te begrijpen dat alle drie componenten aanwezig moeten zijn om de weerstand tegen verandering in een organisatie te overwinnen:

Ontevredenheid met de aanwezige situatie,
Visie van wat in de toekomst mogelijk is, en
Uitvoerbare eerste stappen naar het bereiken van deze visie.

Als één van de drie nul is of nul nadert, zal het product ook nul zijn of nul naderen ,en de weerstand tegen verandering zal overheersen.

Special Interest Group

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Verander Factoren Special Interest Group.

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Forum

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Forum over Verander Factoren.

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1 reacties

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Best Practices

De best beoordeelde onderwerpen over Verander Factoren. Hier vindt u de meest waardevolle ideeën en praktische suggesties.

Expert Tips

Geavanceerde inzichten over Change Factors (Engels). Hier vindt u professionele adviezen van deskundigen.

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Informatiebronnen

Diverse informatiebronnen betreffende Verander Factoren. Hier vindt u powerpoints, video's, nieuws etc. om te gebruiken in uw eigen lezingen en workshops.

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	22 Best Practices in Change Management Change Management, Organizational Change Presentation starts with short introduction of managing organizational change and then outlines 22 best practices in cha (...)
	The Importance of Adapting to Change Change Management, Need to Change, Change Management Dave Weber reveals that Charles Darwin never said that the strongest of the species survives. What he actually said was (...)
	Change Equation Diagram Overcoming Resistance to Change Download and edit this 12manage PowerPoint graphic for limited personal, educational and business use. Republishing in (...)