Jun 292012
 

Reading the session proposals for the Stoos Stampede in Amsterdam, one could summarize some of them like this: «We need to get over linear thinking and mechanistic management! So what are the 10 best procedures to deal with stubborn managers?»

In other words, we seem to be looking for a linear and mechanistic way to «implement» change – away from exactly this thinking.
Is this a promising approach? As Albert Einstein put it:

«You can’t solve problems with the same thinking that created them!»

So what is change really about? Peter Scholtes once said:
«Changing what people do will not change the system. Changing the system will change what people do!»

Changing a system towards a new (Stoos) philosophy is about changing the culture in an organization. Culture represents the habits of the people, and these habits derive from values and principles that people in an organization adhere to.

To work on improved values one first needs to define and prioritize them. It’s not about a long list of fuzzy and generic ideas, it’s about a few concrete ones that make a difference every day. Getting them to life requires principles guiding the work to be in line with the values.

Effective values and principles will change things, no matter what people do.

This is what this session is about: