Category Archives: Change management

Change, the emotional roller coaster, and user reviews

Customers emotional roller coaster

Customers emotional roller coaster

When buying new stuff, you as customer go to the emotion roller coaster of change. Let’s take a look what’s the effect on user reviews and how you can use it for your organisation.

We talked a lot about change and resistance on this blog and, of course, its correlation. There’s an old saying “The only one that likes change is a wet baby”, but we know that this isn’t correct. People change all the time: new work, new friends, new home, new city, etc. We can agree that there’s resistance to the change when the change isn’t welcomed by the ones that undergo it. In most cases when people don’t want to change, it’s a case of bad or not enough communication.

On the other hand, there are changes that we choose for ourselves. Think of, among others, buying a new smart phone or a new car. In those (and many other) examples we are free to choose to stay or to change. To keep our device or decide to use the new one. When we choose for a new device we still go through the same acceptance period as an unwanted change, only the lows won’t be that low.

As example, let’s zoom in on buying a new car. After careful selection between different models you decide to invest a large amount. You may even have to take a consumer credit for it. The tension builds up while waiting some weeks, maybe months for your new purchase. The first days will be great. No, they will be amazing. The car is better that your old car and drives very smooth. If you would write a review (eg. on a website) at this point, it would be good to great. Your judgement is clouded by the ‘buyers high’.

After a while you start experiencing the negative parts: the seating is not as you expected, the dead angle is not good visible and the door list blocks your side in the turns. You wonder how did you miss this while testing. If you would write a review at this point, it would be bad. Your review would highlight the negative parts and lacks objectivity.

Once you went completely through this acceptation curve some time has passed and as a not-so-new-anymore owner you’re quite reluctant to putting effort in writing an old review.

So you may start to wonder how you as an organisation can use this emotional roller coaster in your advantage. It seems like there isn’t any time suited for an objective review (in the way that a subjective review can be objective). As a potential customer you are also confronted with this. Dependent of at which point the reviewer was on his acceptance curve, the review will be dominated by his current feelings. So you cannot use the review to make your decision. Only if you’re aware of it you can see the extremes are documented, the highs and the lows. As a test, open any user review section of an online smart phone shop and browse to the reviews.

A Dutch car website,, has found a nice solution for this. On their website new car owners can create an online diary and document their experiences with their newly bought car. The user can add reviews to his online car diary when he wants and the reviews are sorted by mileage. Because of the diary speaks to the user’s intrinsic motivation, it’s kept up to date in many cases. The diary gives an overview of the highs and lows of the user experience and sometimes also covers exceptional cases that are not covered in a one-time review after buying. For example, a long trip to Austria in wintertime.

Further, other users can react on the reviews in a separate comment section too and they can rate the diary.

An example of such a diary can be found here:

When buying a car these diaries are thé source for getting your honest and balanced user reviews.  Give it a try!

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Unfair treatment and consequential behavior

Two monkeys were paid unequallyAre you treating your employees in a correct manner? Find out what happens if you don’t.

Following movie shows how monkeys react when they’re treated unequal. One monkey gets delicious fruit, the other one tasteless cucumber. Once the cucumber monkey knows the other fruit monkey is treated better, he goes … euhm … nuts.

People with children probably already know that this is also valid for humans. For example, when I give our little monkey a piece of fruit and daddy takes a piece of chocolate, the fruit is flying through the kitchen when she finds out!

Watch the full TED talk “Do Animals Have Morals” by Frans De Waal here:

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Cultural differences start at the table

Cultural differencesWhen you are visiting a foreign country, are you aware of the differences beside the language? Travel guides help us describe these sometimes subtle nuances, but there’s more to it.

When my parents visited Hungary they met with a long distance friend of us. They caught up and exchanged some small regional gifts, as you would do too when showing the best of your country to a foreign friend. The Hungarian gifts, some marzipan and ox bouillon are on the kitchen closet now and I wonder how long they would stay untouched. It reminds me of all times I introduced foreign visitors (eg. colleagues and consultants) to the Belgian mattentaart (literally translated as ‘carpet pie’), Belgian beers and other stuff. Convinced that it was the best they could ever taste.

We are at the verge of cultural differences here. And it only starts with the food and beverages. The way you shake hands and say hello, the way you engage in conversation, the way you give feedback etc are few examples of how cultural differences express themselves.

When things at the office in another country do not work and you’re pulling your hair like: “We tried everything and we don’t understand why they don’t get it!“, it’s probably a cultural thing.

While being aware of it isn’t enough, you really should (learn to) work with it. Study the culture and its differences before diving in. Start on a good foot, instead of an insult you’re not aware of.

In or outside the borders

These cultural differences can exist in other countries, but also in other parts of your organisation, even in the same building.

While you can prepare for visits to foreign countries (see further), preparing for other in-organisation ‘foreign’ cultures might just being you taking a visit to the department and experiencing it. You can ask the employees and take a look from a distance to observe the process. Consider yourself as a new employee.

Preparing for other countries

When we are going to foreign countries we use the Geert Hofstede cultural index to get insight into the country’s culture. Hofstede defines culture as the collective mental programming of the human mind which distinguishes one group of people from another.

The cultural index gives insight into 6 dimensions:

  1. Power distance. How is power distributed and how do they handle inequalities? For example, can you walk into the boss’ office when you want or is that not done?
  2. Individualism vs collectivism. Are individuals expected to care for themselves or is there a ‘we’?
  3. Masculinity versus femininity. Is achievement and assertiveness (masculine) appreciated, or are cooperation and modesty appreciated (feminine) (remark: non-exclusive summary of traits).
  4. Uncertainty avoidance. How do they deal with uncertainty and ambiguity? For example, is the organisation open for ground breaking innovative ideas or are the rather reluctant?
  5. Long-term versus short-term orientation. Do they adapt to change circumstances or is it more important to respect traditions?
  6. Indulgence versus Restraint. Is the culture focussed on joy and fun, or is it rather limiting it?

Remark: the descriptions here are very short. A full explanation can be found here.

The website lets you compare the difference in those cultures between the countries you select. For example, if you’re from Belgium and you’re paying a visit to Hungary can you see the biggest differences are in:

  • Power distance: Belgium gives more importance to hierarchy and a formal approach. In Hungary there’s only hierarchy for convenience, employees like to be consulted and control is disliked.
  • Masculinity: Belgium is more feminine than Hungary, so more attention goes to care and quality of life, instead of competition and achievement. Hungary is more masculine which implies  that managers are expected to be decisive and assertive. Conflicts are fought out.
  • Long Term Orientation: Belgium is short-term oriented which implies respect for norms and a business focus on quarterly results. Hungary is more long-term oriented which shows the ability to adapt their norms & culture to a modern context.

Belgium vs hungary

There’s no need to judge: there’s no right or wrong in cultures. A culture is not decided and taken in over night: it has steadily grown and developed over the years. But it can be very handy to be aware of these sometimes subtile differences.

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The colors of change

Colors of change by de Caluwé & Vermaak“All blue people are assholes”, Professor Peter De Prins started, “blue people want change with targets. It needs to be measured or otherwise you cannot get them on board”.

After we just filled in the change color self-test, I take a look into the classroom to catch reactions. The body language of some participants gave an idea about their internal reflexions.

Of course, Professor De Prins wasn’t serious about it (at least I hope so because I scored blue for doing and red for thinking). He just wanted to make a statement and wake up the group.

People are different

People are different and your change management approach should take this into account. There is no one change approach for changing your organisation. While you can motivate some with numbers, others need (to be in) a guiding coalition.

De Caluwé & Vermaak offer a framework for this: the ‘colors of change’ or also known as the ‘change color theory’. These change paradigms offer insight on how people perceive and deal with change. Like they say: each person has his buttons and you need to know them to be able to push them.

The colors of change

The framework of de Caluwé & Vermaak distinguish five different colors of change prints:

  • Yellow – based on social-political and power play. Change is a negotiation process.
  • Blue – rational design and implementation of change. A lot of tools and processes are used. Blue people set targets for and try to control change.
  • Red – set up HR systems for reward and punishment.  Red people rely on social events and team building.
  • Green – change and learning are closely linked. Set up learning situations and feedback.
  • White – chaos and complexity. No path determined on beforehand.

After I was taught the theory and with the benefit of hindsight it was easy to reflect upon previous change projects and see the causes for success and failure. In previous change project there was almost always one color left out. This resulted in not addressing one target group.  For example, while we did tune our message for rational and emotional people, other groups were left out.

How are you doing? And thinking?

Do you know how you are doing change and thinking about how change needs to be done? De Caluwé & Vermaak offer a self test here. Small remark: it’s perfectly normal that there’s a difference in the way you’re doing change and how you think it needs to be done.

Which is the best/worst color type?

As with many personality tests (eg. MBTI, Belbin) there’s more value into knowing which type you are, rather than for selecting ‘the best type’. As mentioned above, I got different results for thinking and doing.  And after some reflexion I know that in stressful situations I’m pushed into blue thinking, so for me the challenge first being aware of this and next addressing the other types of people in my communication and change management approach.

Additional reading

Make sure you check our their video material, also available as playlist on YouTube.

Thinking in colors – on video

An Overview of Change Paradigms

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Op de schoot bij oom Frank (NL)

Radicaal vernieuwen om je klaar te maken voor de nieuwe generatie. Het kan bij de FOD Sociale zekerheid.
FOD Sociale Zekerheid @ FinToren

FOD Sociale Zekerheid @ FinToren

Op een change ambassador event kwam Frank Van Massenhove (@FVMas) van de FOD Sociale Zekerheid spreken. Dankzij de populaire media is Frank een man die geen voorstelling nodig zou moeten hebben, dus we houden het kort. Frank werd een BM (Bekende Manager) door de FOD Sociale zekerheid om te gooien en te moderniseren. Hierdoor werd hij populair en kreeg aandacht op TV en radio. Als waardering voor zijn inspanningen werd hij beloond met de prijs “Overheidsmanager van het jaar” in 2007.

Situatieschets FOD Sociale Zekerheid

Frank kwam zijn verhaal delen van de hervorming die men bij de FOD Sociale Zekerheid heeft gedaan met de hulp van de medewerkers. De verandering bij de FOD is niet over één nacht ijs gegaan: maar liefst vanaf 2003 was men bezig.
De FOD had een imagoprobleem dat gebaseerd was op feiten. Door de buitenwereld werd de FOD gepercipieerd als “De Collega’s“, maar in diezelfde buitenwereld overleden er ook mensen al wachtende op de goedkeuring van hun aanvraag. Dit imagoprobleem samen met de context waarin men werkte (verouderde systemen, processen, omgeving) was succesvol in het afstoten & weghouden van nieuwe en vooral jongere medewerkers.
De modernisering heeft ervoor gezorgd dat de FOD zo hip en modern geworden is dat men vecht voor een plek. (opmerking: de aandacht in de media zal hier ook wel iets voor tussen zitten)
Enkele van de grote veranderingen die doorgevoerd zijn:
  • Hippere plek om te werken door de creatie van ontmoetingsruimtes ipv. bureaulandschappen
  • Echt thuis- en flexibel werken: werken wanneer je wilt. Geen prikklok meer, geen controle meer. Overdag even winkelen? Geen probleem! Zolang de resultaten er maar zijn.
  • Alles digitaal
  • Meer vrouwen in middle management
  • Meer jongere medewerkers (Generation Y; Millenials)

Wat kunnen we er uit leren?

Frank is een begeesterende spreker en na zijn keynote was de eerste vraag in vol publiek: “Zijn er vacatures?”. Natuurlijk met een grappige ondertoon, maar waarschijnlijk toch met enige vorm van waarheid er in. Het verhaal sprak dan ook velen aan (wie zou er niet in zo’n organisatie willen werken?), maar we mogen natuurlijk niet vergeten dat de aanpak van dit FOD in die bepaalde context, plaats en tijdstip heeft gewerkt. There’s a time and place for everything. Dat betekent dus dat we zo’n aanpak niet klakkeloos kunnen kopiëren en daarna hetzelfde succes ervan vieren. Wel kunnen we kijken wat er precies gebeurd is en wat er van kunnen leren.
Waardeer in resultaten, niet in tijd
Het maakt niet uit hoe lang je op werk zit, want niet iedereen die op werk is, werkt effectief. Sommige mensen zijn creatiever, efficiënter en effectiever op andere tijdstippen tijdens de dag (bv. ochtend- vs avondmensen). Laat de medewerkers kiezen waar en wanneer ze werken. Beoordeel op resultaten en niet op het totaal uren dat men op kantoor zit.
In de woorden van Frank: “Sommige organisaties zijn als een gevangenis. En thuiswerk is als met een enkelband”.

De FOD heeft ook de ervaring dat er betere resultaten gehaald worden als er minder gecontroleerd wordt. Inderdaad, je leest het correct.

Deze manier van werken heeft ook ineens het genderprobleem opgelost. Doordat vrouwen nu kunnen kiezen wanneer ze werken, kunnen ze toch voor een carrière in combinatie met een gezinsleven te gaan. Vooral bij jonge vrouwen (met kinderen) had dit groot succes. In die mate zelfs dat het genderprobleem bijna omgeslagen is. Waar zijn de mannen heen?

Laat de mensen zelf beslissen
De manager is tegenwoordig niet meer de slimste van de groep. Terwijl dit vroeger wel zou kunnen zijn, zijn er tegenwoordig meer manieren om bij te leren en een domein beheersen dan via het klassieke diplomasysteem en “ervaring opdoen” (een Nederlandse consultant noemde ons systeem ooit “pappen en wachten” cfr. behangen). Laat de mensen zelf kiezen hoe ze hun job doen en welke keuzes ze moeten maken. Experten horen experten te zijn en geen managers.
Frank sluit zich hier volledig aan bij de 3D-management theorie (3D Innovation Management; Red Monkeys) van Jef Staes (@JefStaes).
Continue verbetering is niet genoeg voor radicale verandering
Terwijl continue verbetering ook zijn toepassingen heeft, moet je verder gaan om radicaal te kunnen veranderen. In plaats van bestaande processen beetje bij beetje te verbeteren, moet je het proces opnieuw bedenken.
Geef het voorbeeld als manager
Hoe kan je verwachten van je medewerkers om te veranderen als je zelf niet verandert? Als ik een cent kreeg voor elke keer dat ik dit al gehoord heb… Frank heeft zijn eigen kantoor er voor opgegeven. Hij was er toch maar zelden.
Voor een nieuwe organisatie heb je nieuw management nodig
Bij een reorganisatie voldoen niet alle managers aan het nieuwe managementprofiel dat er vereist is. Installeer een 180 graden evaluatiesysteem en zoek een nieuwe inzet voor managers die niet voldoen. Klinkt hard, niet? In de praktijk zou het nog meevallen.
Herdenk je aanwervingspolitiek
Een diploma is helaas geen garantie voor de nodige soft skills en talenten. Laat je team beslissen welke nieuwe medewerker aangenomen wordt. Hij kent dan meteen het team al en weet dat hij aanvaard is.
Om het in de woorden van Frank te zeggen: “Als de Rolling Stones een nieuwe drummer zoeken, dan zoeken ze ook niet iemand die perfect de maat kan houden, maar iemand waarmee het rockt”.
Een nieuwe organisatie ziet er anders uit
Hoe wil je jong, hip en innovatief zijn als de omgeving nog het oude en ambtenarij uitademt? Door de look & feel van de organisatie te veranderen, kan men de verandering ook effectief zien. Het nieuwe FOD is eerder een ontmoetingsplaats en koffiehoek.
Je kan de verandering niet in detail plannen.
De keynote was opgebouwd aan de hand van de ‘8 motoren van de reorganisatie’. Een klein detail: deze 8 motoren zijn pas achteraf opgesteld. Bij de FOD werd er niet gekozen voor een minutieus geplande aanpak.
Een verandering heeft tijd nodig
De verandering duurde verschillende jaren en eerst hebben ze aan de basis moeten sleutelen en de processen in orde gemaakt. Zo’n grote veranderingen in organisatie, cultuur en mentaliteit heeft zijn tijd nodig. Blijf volharden, betrek de mensen en de resultaten zullen komen.
Verander je organisatie omdat het nodig is, niet om te besparen
Sommige broodnodige veranderingen komen er nooit omdat de budgetten er niet zijn. Bij de FOD hebben ze de investering gedaan omdat het nodig was. 10 miljoen euro werd eenmalig gespendeerd om achteraf elk jaar 9 miljoen euro te kunnen besparen. Ongepland. Collateral profit noemde Frank het.
Vind je concurrenten en leer ervan
Zelfs in een sector zonder directe concurrenten moet je over de muren heen kunnen kijken en bijleren. De FOD benchmarkt zichzelf daarom ten opzichte van bv. de FOD Sociale Zekerheid van Denemarken.
Shift or shrink
Als er een grote verandering zoals Generation Y op je afkomt, kan je twee zaken doen: shiften (veranderen) of shrinken (langzaam doodgaan). Het is dankzij de shift dat de FOD nu populairder dan ooit is.

De uitdaging

Het zijn allemaal mooie woorden en de resultaten mogen er zijn. Maar hoe ga je hier nu mee aan de slag in je eigen organisatie?

Meer weten

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Viral is just a sneeze away

One of the buzzwords nowadays is ‘viral’. What is it and how can you use it?

What is viral?

‘Viral’ is used when information spreads by itself through the vast interconnected network of social media that are available today like Facebook, Twitter, YouTube, Pinterest, chat clients, etc. Just like with a virus, the spread of ‘infected’ people increases exponentially.

Examples of viral spreads are:

You probably can recall a few yourself. You maybe even composed a ‘Harlem shake’ video of your own or with your colleagues at work (if so, please share in the comments).

Further, your content doesn’t need to be inaudio or video format, other things can go viral too. Sometimes these things are specific and tangible (eg. the ‘Harlem shake’ video and ‘Gangnam style’ song). However concepts like ‘planking‘ or physical items like the iPhone can also go viral.

How does something go viral?

Viral contentTo compare with a disease: to go viral you need people who carry and spread. And spreading these days is not that hard anymore because of our increased interconnectivity. The people who spread are your promoters. It can be compared with your friend praising the new coffee shop in your town, but with our social media they are now saying it to (on average) 140 other people at once. These 140 other people have in average another 140 connected people and if they share and if their contacts share… Well, do the math.

On the other hand, it’s not enough that some random people start to spread. A lot of my Facebook friends are spreading stuff, but I would rarely open it. It depends who is spreading it (“wow, if he is promoting this, I must see it”), or the number of people that are spreading it (“wow, there must be something going on”).

For example, a new rock song parody that your aunt promotes, or that the Artic Monkeys do. Or that thirty of your friends do.

To summarize: viral content is pushed by people and driven by the influence of those people, and the popularity (number of shares).

Can you choose to go viral?

This is probably the million dollar question every marketing company is looking for the answer to. People nowadays are already overwhelmed by communication from all kinds of sources: the Internet, books, blogs, social media updates, etc. Why would they choose to watch or even find your content? You need to get your promoters working and start sharing your content.

But before you start, remember: content is king. What is so special about your content that people are willing to take a (small but real) reputation risk by spreading it? To go viral your content also needs to be picked up by the great mass, and you cannot control that.

You can try to go viral, but there is no guarantee it will work

How can you use viral at work?

As a change & culture officer, we sometimes like to spread things the viral way.

In the following cases we used viral marketing that worked:

  • Setting up a community of change ambassadors.
  • Spreading bits of information that everyone is eager for. To refer to the old saying “knowledge is power”.
  • Leaking news/updates to specific groups of people.
  • Leaking alleged ‘hidden’ or ‘secret’ content, and new insights.
  • Starting up an in-company competition.
  • Blogs that publicly appraise others.

Additional reading

What does it mean to go viral?

Ten tips to go viral

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Be calm and carry on

In “Let Me Blow Ya Mind” EVE sang “Frustration baby, you gotta breathe”. Read further to see if the following sounds familiar.

You push the elevators button and while waiting time passes by. Waiting seems like ages and you decide to push the call button again. There must be something wrong. The system doesn’t seem to react. You get annoyed and hit the button a third, a fourth, maybe a fifth time. Gently the door opens and you look a bit ashamed to your left and right to see if anybody has noticed.

Does this sound familiar? You are maybe a little stressed; convinced that every second counts and the system/world has other plans for you today.

Take a step back

It is time to take a step back and see what grinds your gears:

  1. Take a blank sheet of paper
  2. Draw a doodle in the middle that represents you. Draw your current feeling onto your doodle. If you are annoyed, your doodle should represent it.
  3. Create a mindmap with as first layout all the topics that are in your head. Be specific, but do not dive too much into the details (yet). The majors topics could be for example: redecorating your house, a new assignment at work, a conflict with a colleague, a friend or your spouse.
  4. For each major topic, list all the things that you need to do for it and why you worry about it. If needed, create subtopics.
  5. Take a moment to step back and reconsider your feelings. Is it really needed to worry so much? To get agitated that hard?
  6. Time to dive in! Let’s take on the challenge and mark the three utmost important topics. These get priority. For the other topics, pick a mitigating action. Make sure that you don’t put an important item on the non-priority list and regret it later. Checkthe mindmap to see if all your frustration maybe leads to only one topic.
  7. Review your mindmap after a week. Are the same topics still the one that require your full attention? Further, become aware that it looks silly you got agitated that much in the first place 😉

Happy workday!

Calm down

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The difference between a good news show and positive communication

What’s the difference between a good news show and positive communication? Is there one? How can you use it?

Change projects are often blamed to be a good news show only. The change agents and management only spread a positive message of the change. Problems are called opportunities or challenges. Nobody dares to say that he has difficulties with the needed change, the interpretation or the implementation of it. While in some cases it might be the truth, but in most cases there will be problems and some challenges will be too much.

So let’s call the problem by its name and address it.


Does this mean you cannot spread a positive message?

No, but there needs to be a subtle balance between spreading facts (problems) and keeping people motivated. When the only word heard is that of “we’re not going to make it unless we… ” you will not be able to keep your people motivated.

What’s the difference with positive communication?

When spreading the message you can formulate it in such a way that it appeals to the people in your organisation. Instead of a “burning platform”, you can speak of a “burning dream“. Confirm the problems that are there, but emphasize that the problems are part of the past (or at least their origin). Help your colleagues look further into the future and help them dream.

It is easy to look in the past for all that has gone wrong: we have archives and news papers for that. We even might seek for connections that are not there (cfr. The Black Swan). But it gets far more interesting when you try to build an image of the future of your organisation. Imagine how it looks, imagine how people work together, imagine the role of your management.

Don’t stop with your dreams. Put your dreams into practice by translating them in actionable behaviors and actions itself.

Additional reading

The new pope is up for a big cultural change

Pay it forward with appreciative inquiry

The power of positive formulation

Wij lezen voor u: Wat hebben ze nu weer bedacht?! (Dutch)

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Request for comment: The power of employees to overcome the bank crisis

Change management in action! Writing about it is one thing, but now you have the chance for a sneak preview in the approach of our change management program at KBC Group.

KBC Group is an integrated bancassurance group, catering mainly for retail, SME and midcap customers. It concentrates on its home markets in Belgium and in certain countries of Central and Eastern Europe (daughters in Hungary, Slovakia, Czech Republic and Bulgaria). Elsewhere around the globe, the Group has established a presence in selected countries and regions (Ireland, USA, United Kingdom, the Netherlands, France, Asia Pacific).

In October 2012 KBC launched the PEARL Strategy. This is the corporate change program for the entire KBC Group which combines the best of different change approaches of the past (e.g. Slim, Lean). PEARL stands for Performance, Empowerment, Accountability, Responsiveness and Local embeddedness.

Building the future together with Pearl

The competition

We are open for feedback to our approach and have participated in the HBR/McKinsey M-Prize “Leaders Everywhere Challenge“. Our story, “The power of employees to overcome the bank crisis“, was chosen as a finalist for the Leaders Everywhere Challenge.

Your contribution – call for action

One of the key criteria in the final judging for the winners of the “Leaders Everywhere Challenge” will be how we further develop our entry (both in response to judging comments and the comments and questions from your peers). For this we need your feedback, opinion and votes.

So I would like to invite you to comment, share and vote and help our contribution to win the competition:

The power of employees to overcome the bank crisis

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Which behavior are you rewarding?

Are you rewarding the wanted behavior in your organisation? Or only what looks like it? What actually pays off?

A pad on the backFor spreading the message we use presentations, inspirational talks, blogs etc. For projects we create project charters, planning schemes, critical paths and status reports. For looking at results we create data, charts, interpretations and more presentations.

Because people like to listen and other people like to talk, we spread more of these blogs, presentations and charts. We like the stuff that looks like output of something, but when we look close the actual added value is not always found. Who’s doing something with it?

As Leandro Herrero describes in his book “Viral change“, we are rewarding the wrong kind of behavior. We are actually confirming, rewarding and thus stimulating the “production” of things like presentations and stories, but we are not looking at the results they deliver. What good are all these inputs if there is no useful output?

“Waw, that was a great presentation. Next please.”

As long as we keep rewarding this behavior (by any means like promotion, salary increase, recognition, laughs, etc), the people in your organisation will keep exhibiting it.

The same is valid for this blog. For me it is a great way to spread my story and experiences, but I wonder who is doing something with it…

(FYI – with this post, I hope to make you more critical and start thinking in terms of output instead input)

Additional reading

Viral change

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