[{"data":1,"prerenderedAt":3701},["ShallowReactive",2],{"site:one:en":3,"gebieden:all:en":106,"toepassingen:all:en":217,"gebied:medewerkers-en-organisatie:en":1084,"kennis:all:en":1094,"cases:all:en":2919,"hoeHetWerkt:one:en":3568},{"id":4,"closeCta":5,"extension":14,"footer":15,"header":59,"meta":77,"sister":78,"stem":83,"uitvoering":84,"__hash__":105},"site_en\u002Fen\u002Fsite.yml",{"title":6,"text":7,"primary":8,"secondary":11},"Ask one question of everyone it concerns","In a demo we show you how your question works as a dialogue: what you ask, who you invite and what you'll have at the end.",{"label":9,"to":10},"Book a demo","\u002Fcontact",{"label":12,"to":13},"Schedule a call","https:\u002F\u002Fcalendly.com\u002Frik-arkema\u002F30min?hide_gdpr_banner=1","yml",{"word":16,"tagline":17,"columns":18,"bar":56},"Synthetron","Anonymous online dialogues with 8 to 10,000 people at once.",[19,41],{"id":20,"title":21,"links":22},"foot-org","Organisation",[23,26,29,32,35,38],{"label":24,"to":25},"How it works","\u002Fhoe-het-werkt",{"label":27,"to":28},"Pricing","\u002Faanbod",{"label":30,"to":31},"Cases","\u002Fcases",{"label":33,"to":34},"Insights","\u002Fkennis",{"label":36,"to":37},"About us","\u002Fover-ons",{"label":39,"to":40},"Trust","\u002Fvertrouwen",{"id":42,"title":43,"links":44},"foot-contact","Contact",[45,46,47,50,53],{"label":9,"to":10},{"label":12,"to":13},{"label":48,"to":49},"contact@synthetron.com","mailto:contact@synthetron.com",{"label":51,"to":52},"LinkedIn","https:\u002F\u002Fwww.linkedin.com\u002Fcompany\u002Fsynthetron-nv\u002F",{"label":54,"to":55},"Privacy","\u002Fprivacy",[57,58],"Synthetron, since 1999","Data hosted in the EU",{"nav":60,"cta":67,"menu":68,"call":76},[61,64,65,66],{"label":62,"to":63},"Applications","\u002Ftoepassingen",{"label":24,"to":25},{"label":30,"to":31},{"label":27,"to":28},{"label":9,"to":10},[69,70,71,72,73,74,75],{"label":24,"to":25},{"label":27,"to":28},{"label":30,"to":31},{"label":33,"to":34},{"label":36,"to":37},{"label":39,"to":40},{"label":43,"to":10},{"label":12,"to":13},{},{"text":79,"label":80,"to":81,"short":82},"Rather get started yourself?","Our Upvoice platform","https:\u002F\u002Fupvoice.eu\u002F","Upvoice platform","en\u002Fsite",{"label":85,"sublabel":86,"title":87,"note":88,"points":89,"primary":99,"asideText":101,"aside":102},"With Synthetron","Full service","This is how we guide your question","You work with a dedicated guide who knows your sector. You provide most of the content. We make sure the dialogue runs smoothly and the outcome is usable.",[90,93,96],{"title":91,"text":92},"Question and design","We sharpen your question together and design the rounds, the invitation and the communication to participants.",{"title":94,"text":95},"Live guidance","During the session we moderate, probe what stands out and make sure everyone takes part safely and anonymously.",{"title":97,"text":98},"Interpretation and report","We analyse the outcomes and turn them into a report with recommendations your organisation can build on.",{"label":100,"to":10},"Discuss your question","Want your own team to run it?",{"label":103,"to":104},"You can do that with an Upvoice licence","https:\u002F\u002Fupvoice.eu\u002Faanbod","CWqDsJ-RXjHmIhwQElAYzaxV02wzF-aTl18_VAS8N5g",[107,139,164,192],{"id":108,"title":109,"caseSlugs":110,"color":112,"cta":113,"description":114,"extension":14,"hero":115,"kennisSlugs":116,"key":118,"meta":119,"order":120,"overzicht":121,"slug":124,"stem":125,"toevoeging":126,"uitdagingen":133,"waarom":137,"__hash__":138},"gebieden_en\u002Fen\u002Fgebieden\u002F1.strategie-verandering.yml","Strategy and change",[111],"westerkim","coral","Discuss how you involve your employees in your strategy.","Take strategy and change from plan to practice faster, together with your employees.",{"title":114},[117],"making-change-stick-think-of-the-3-h-principles","strategie-verandering",{},1,{"title":122,"note":123},"Where Upvoice fits in the process","Upvoice can fit into existing processes for exploring, testing and during implementation.","strategie-en-verandering","en\u002Fgebieden\u002F1.strategie-verandering",{"title":127,"items":128},"What Upvoice adds to your strategy process",[129,130,131,132],"Use practical knowledge","Make employees co-owners","Gather input from large groups faster","Keep control yourself, with advisers if needed",[134,135,136],"What happens in implementation often reaches the top filtered or only late.","A sounding board or a series of interviews gives only a small part of the organisation a voice.","Anyone who did not help think about the course feels less ownership of it.","A course can be right on paper but not match the reality on the shop floor. Management and strategy teams don't see everything that happens in implementation.","Hc7Hj810adU7N9zjJi41T9mcrYbQ4rtSXenzS_D4E-0",{"id":140,"title":141,"caseSlugs":142,"color":144,"cta":145,"description":146,"extension":14,"hero":147,"kennisSlugs":149,"key":151,"meta":152,"order":153,"overzicht":154,"slug":156,"stem":157,"toevoeging":158,"uitdagingen":159,"waarom":158,"__hash__":163},"gebieden_en\u002Fen\u002Fgebieden\u002F2.sociale-veiligheid-cultuur.yml","Social safety and culture",[143],"gasunie","violet","Discover what a dialogue could mean for your organisation.","Make visible what is going on. Discover together what can be better.",{"title":146,"lead":148},"Not everything that matters in how people treat each other, work together and behave comes to the surface on its own. Upvoice helps make experiences, expectations and behaviour patterns visible through anonymous, interactive dialogues. From there, people can think together about what could be different.",[150],"sociale-veiligheid-op-het-werk-essentiele-stappen-voor-een-positieve-werkomgeving","sociale-veiligheid-cultuur",{},2,{"title":155},"Which trigger do you recognise?","sociale-veiligheid-en-cultuur","en\u002Fgebieden\u002F2.sociale-veiligheid-cultuur",null,[160,161,162],"What people really experience, they rarely say out loud in a group or to their manager.","A survey score shows that something is up, but not what is going on.","A desired culture on paper does not yet tell people what it looks like in their work.","HVf2CCf4btfkAzb8iOG66P_Kv1_4hvYnebse9jRzIF4",{"id":165,"title":166,"caseSlugs":167,"color":170,"cta":171,"description":172,"extension":14,"hero":173,"kennisSlugs":158,"key":175,"meta":176,"order":177,"overzicht":178,"slug":179,"stem":180,"toevoeging":181,"uitdagingen":186,"waarom":190,"__hash__":191},"gebieden_en\u002Fen\u002Fgebieden\u002F3.participatie-beleid.yml","Participation and policy",[168,169],"vrom-randstad-2040","szw","teal","Discuss your participation or policy question.","Develop policy with insights from practice.",{"title":172,"lead":174},"Involve the people who experience the consequences of policy. Also hear the silent majority and discover which experiences, objections and practical consequences you need to weigh.","participatie-beleid",{},3,{"title":155},"participatie-en-beleid","en\u002Fgebieden\u002F3.participatie-beleid",{"title":182,"items":183},"What Upvoice adds",[184,185],"Qualitative participation, also on complex or polarised topics","Anonymity helps you hear more voices than only the most outspoken participants",[187,188,189],"At a public consultation evening or formal written response, you mainly hear from those who already speak up.","A formal participation moment does not automatically yield substantive insights.","On sensitive or polarised topics, many people prefer to keep their opinion to themselves.","Policy has to fit practice; the client doesn't just want to organise a formal participation moment, but actually gather substantive insights.","XiUB_aHp87KDuYXpUCPm-HeqdZ7LImackHh4SXaWUTU",{"id":193,"title":194,"caseSlugs":195,"color":197,"cta":158,"description":198,"extension":14,"hero":199,"kennisSlugs":158,"key":200,"meta":201,"order":202,"overzicht":203,"slug":204,"stem":205,"toevoeging":206,"uitdagingen":211,"waarom":215,"__hash__":216},"gebieden_en\u002Fen\u002Fgebieden\u002F4.medewerkers-organisatie.yml","Employees and organisation",[196],"umcg","amber","Organisations want to understand what employees experience and use their perspectives for better choices.",{"title":194,"lead":198},"medewerkers-organisatie",{},4,{"title":155},"medewerkers-en-organisatie","en\u002Fgebieden\u002F4.medewerkers-organisatie",{"title":182,"items":207},[208,209,210],"From scores to causes","Really let employees think along","Consult larger groups on substance",[212,213,214],"An employee survey (MTO) shows what scores low, but rarely why.","A works council wants to know what the whole constituency thinks, but in practice mainly speaks to the colleagues who turn up themselves.","Collaboration gets stuck on expectations nobody voices.","Different buyers have different triggers: HR after an employee survey (MTO), a works council that wants to consult its constituency, or an organisation that wants to involve employees in improvements.","J57Ns8FWiX-MImcnb3w1DS3wi9HQuc1Njc5wnlqIbYM",[218,295,366,437,512,590,642,712,751,821,891,959,1022],{"id":219,"title":220,"body":221,"caseSlugs":227,"deliverables":229,"description":233,"example":234,"extension":258,"faq":259,"fase":266,"gebied":118,"hero":267,"kennisSlugs":158,"kicker":158,"label":158,"meta":268,"navigation":269,"order":120,"path":270,"problem":158,"relatedSlugs":271,"report":158,"seo":273,"seoTitle":158,"stem":274,"steps":275,"to":270,"trigger":288,"why":289,"__hash__":294},"toepassingen_en\u002Ftoepassingen\u002F1.strategie-ontwikkelen.md","Develop strategy",{"type":222,"value":223,"toc":224},"minimark",[],{"title":225,"searchDepth":153,"depth":153,"links":226},"",[],[228],"frontline-strategie",[230,231,232],"Richer strategic input","Different perspectives","Involve employees early","Use employees' knowledge when setting the course.",{"title":235,"context":236,"questions":237,"chat":240,"top":247},"Course 2030","Management wants to know which opportunities the people in operations see.",[238,239],"Which development in your work should we take into account in the coming years?","Where are we missing opportunities right now?",[241,244],{"text":242,"pct":243},"Customers increasingly ask for advice, not just for the product.",81,{"text":245,"pct":246},"We do a lot of double work because systems don't connect with each other.",76,[248,250,253,255],{"text":242,"pct":243,"theme":249},"a",{"text":251,"pct":252,"theme":249},"Our field service is the first to hear what customers are missing.",78,{"text":245,"pct":246,"theme":254},"b",{"text":256,"pct":257,"theme":254},"Every branch has its own planning system.",72,"md",[260,263],{"question":261,"answer":262},"Does the strategy have to be finished already?","No. You can let people help shape the direction, or put a draft strategy to them. Either way you see which parts are broadly supported and where questions remain.",{"question":264,"answer":265},"How many people can take part?","Up to 10,000 participants per session, across departments, locations and levels. That way you hear the whole organisation in one hour, not just the management team.","Explore",{"title":233},{},true,"\u002Ftoepassingen\u002Fstrategie-ontwikkelen",[272],"strategie-toetsen-en-concretiseren",{"title":220,"description":233},"toepassingen\u002F1.strategie-ontwikkelen",[276,280,284],{"label":277,"title":278,"example":279},"Step 1","Formulate the strategic question","“Which developments do you see in your work that we need to take into account over the next five years?”",{"label":281,"title":282,"example":283},"Step 2","Gather experiences and ideas widely","Technicians, planners and customer service respond to each other's ideas in one session.",{"label":285,"title":286,"example":287},"Step 3","Use the insights in shaping the course","The strategy team takes the ideas with the most support to the board's course session.","A new course is being explored; the top wants to know which opportunities, obstacles and ideas people closer to operations see.",[290,291,292,293],"Anonymity","Qualitative depth","Scale","Broadly supported insights","qqI1z9J3JT0_Tq_V_Nyn64-XnNoAmkV2qaFqhoseUkY",{"id":296,"title":297,"body":298,"caseSlugs":158,"deliverables":302,"description":306,"example":307,"extension":258,"faq":329,"fase":339,"gebied":118,"hero":340,"kennisSlugs":158,"kicker":158,"label":158,"meta":341,"navigation":269,"order":153,"path":342,"problem":158,"relatedSlugs":343,"report":346,"seo":351,"seoTitle":158,"stem":352,"steps":353,"to":342,"trigger":363,"why":364,"__hash__":365},"toepassingen_en\u002Ftoepassingen\u002F2.strategie-toetsen-en-concretiseren.md","Test and make strategy concrete",{"type":222,"value":299,"toc":300},[],{"title":225,"searchDepth":153,"depth":153,"links":301},[],[303,304,305],"Hear practical objections early","Sharpen plans","Understand what employees recognise","Discover what your plans mean in practice.",{"title":308,"context":309,"questions":310,"chat":313,"top":320},"Draft plan for working more customer-focused","Three core choices are ready for the board.",[311,312],"What do you need to make this choice work in your team?","What is still missing from the plan?",[314,317],{"text":315,"pct":316},"If we have to work more customer-focused, we also need to be allowed to make our own decisions.",83,{"text":318,"pct":319},"The plan says nothing about the peak periods.",74,[321,322,325,326],{"text":315,"pct":316,"theme":249},{"text":323,"pct":324,"theme":249},"Team leaders don't have time to coach right now.",79,{"text":318,"pct":319,"theme":254},{"text":327,"pct":328,"theme":254},"In winter there is no room for anything new.",70,[330,333,336],{"question":331,"answer":332},"Is this suitable when the decision is almost final?","Yes, as long as there is still room to sharpen the implementation, communication or preconditions.",{"question":334,"answer":335},"What if participants reject the plan?","Then you know before the decision stalls. The outcome also shows which adjustment does have support.",{"question":337,"answer":338},"What is the difference with a survey about the plan?","A survey measures agreement. In the dialogue people also respond to each other's objections and proposals, so you see which adjustment is broadly supported and why.","Test",{"title":306},{},"\u002Ftoepassingen\u002Fstrategie-toetsen-en-concretiseren",[344,345],"strategie-ontwikkelen","strategie-en-verandering-laten-landen",[347,348,349,350],"Support per choice or measure","Main objections and conditions","Refinements with broad support","Decision input for management or the board",{"title":297,"description":306},"toepassingen\u002F2.strategie-toetsen-en-concretiseren",[354,357,360],{"label":277,"title":355,"example":356},"Present the draft","Three core choices from the draft plan, each explained in two sentences.",{"label":281,"title":358,"example":359},"Gather experiences and reactions","“What do you need to make this choice work in your team?”",{"label":285,"title":361,"example":362},"Make the plan more concrete with the insights","The objections with broad support become a concrete point of attention in the plan for each choice.","A draft strategy or plan exists, but it is not yet clear what is feasible and what is missing.",[290,291,292,293],"FevkdwG9FX01Zkcmx8b_36YXyfStOhv-totwZcaZGYU",{"id":367,"title":368,"body":369,"caseSlugs":373,"deliverables":374,"description":377,"example":378,"extension":258,"faq":400,"fase":410,"gebied":118,"hero":411,"kennisSlugs":412,"kicker":158,"label":158,"meta":413,"navigation":269,"order":177,"path":414,"problem":158,"relatedSlugs":415,"report":417,"seo":422,"seoTitle":158,"stem":423,"steps":424,"to":414,"trigger":434,"why":435,"__hash__":436},"toepassingen_en\u002Ftoepassingen\u002F3.strategie-en-verandering-laten-landen.md","Make strategy and change land",{"type":222,"value":370,"toc":371},[],{"title":225,"searchDepth":153,"depth":153,"links":372},[],[111],[130,375,376],"Hear signals from implementation","Adjust in a targeted way","Connect your course with everyday practice.",{"title":379,"context":380,"questions":381,"chat":384,"top":391},"New way of working in the neighbourhood teams","Three months after the start.",[382,383],"What already works well in the new way of working?","What do you run into in practice?",[385,388],{"text":386,"pct":387},"The fixed handover at the start of the day saves a lot of phone calls.",80,{"text":389,"pct":390},"The new app doesn't work without a network connection, and we often don't have one.",77,[392,393,394,397],{"text":386,"pct":387,"theme":249},{"text":389,"pct":390,"theme":254},{"text":395,"pct":396,"theme":249},"We finally know who to go to for what.",75,{"text":398,"pct":399,"theme":254},"Registering now takes more time than before.",73,[401,404,407],{"question":402,"answer":403},"Can this be done before the formal announcement?","Yes. We work with themes and preconditions and design the questions so that confidential details do not get out.",{"question":405,"answer":406},"Doesn't asking questions stir up unrest?","The unrest is often already there. By gathering it in a structured and anonymous way, you can respond to it sooner and better.",{"question":408,"answer":409},"What does this deliver besides the concerns?","You also hear what people need for the change to succeed, and which ideas for that are broadly supported. That gives direction to communication and implementation.","During implementation",{"title":377},[117],{},"\u002Ftoepassingen\u002Fstrategie-en-verandering-laten-landen",[272,416],"cultuurverandering-vormgeven",[418,419,420,421],"Concerns and preconditions beforehand","Support per measure","Adjustment options that get support","Communication points for leadership",{"title":368,"description":377},"toepassingen\u002F3.strategie-en-verandering-laten-landen",[425,428,431],{"label":277,"title":426,"example":427},"Explore what implementation requires","“What changes for you in your daily work when we start with this?”",{"label":281,"title":429,"example":430},"Let employees help think through the translation","Teams choose which three agreements would help their own work the most.",{"label":285,"title":432,"example":433},"Over time, gather what works and where adjustment is needed","After six months, the same group again: what already works, and where does it get stuck?","A strategy or other change needs to be carried out and requires involvement and practical translation.",[290,291,292,293],"yNj4XDeDy6CRHKAb5YEear6BFuO-Y1z1v6qjsgv4bo0",{"id":438,"title":439,"body":440,"caseSlugs":158,"deliverables":444,"description":448,"example":449,"extension":258,"faq":468,"fase":478,"gebied":118,"hero":479,"kennisSlugs":158,"kicker":158,"label":482,"meta":483,"navigation":269,"order":202,"path":484,"problem":485,"relatedSlugs":487,"report":489,"seo":494,"seoTitle":158,"stem":495,"steps":496,"to":484,"trigger":509,"why":510,"__hash__":511},"toepassingen_en\u002Ftoepassingen\u002F4.verticale-dialoog.md","Vertical dialogue",{"type":222,"value":441,"toc":442},[],{"title":225,"searchDepth":153,"depth":153,"links":443},[],[445,446,447],"Recurring dialogues with the organisation","Comparable reporting per round","Regular feedback to participants","An ongoing connection between top and shop floor, the vertical dialogue. A new application that we are developing further together with clients.",{"title":450,"context":451,"questions":452,"chat":455,"top":460},"Management in conversation with the shop floor","A fixed dialogue, every quarter.",[453,454],"What does management need to know this quarter?","Which decision from the past few months do you notice in your work?",[456,458],{"text":457,"pct":324},"The new schedule is an improvement, but it is announced late.",{"text":459,"pct":396},"I often hear about decisions only through colleagues.",[461,462,463,465],{"text":457,"pct":324,"theme":249},{"text":459,"pct":396,"theme":249},{"text":464,"pct":319,"theme":254},"The vacancies in the department are not being filled.",{"text":466,"pct":467,"theme":254},"Onboarding new colleagues falls on a few people.",71,[469,472,475],{"question":470,"answer":471},"How far along is this application?","The vertical dialogue is a new, promising application. We do not yet apply it widely and are developing it further together with clients.",{"question":473,"answer":474},"Is this a continuous survey?","No. These are live dialogues at set moments, with feedback after each round.",{"question":476,"answer":477},"How do you prevent listening fatigue?","By only asking when something will be done with the outcome and by visibly reporting back on what was done.","Ongoing",{"title":480,"text":481},"Keep hearing what is going on at the shop floor.","With recurring dialogues, leadership hears directly what is changing and which themes keep coming back. This vertical dialogue is new; we are developing it further together with the first clients.","New",{},"\u002Ftoepassingen\u002Fverticale-dialoog",[486],"Many organisations only hear something when a survey is scheduled or when signals are already escalating.",[345,488],"medewerkersonderzoek-verdiepen",[490,491,492,493],"Report per dialogue round","Recurring themes and shifts","Actions and decisions with support","Feedback format for participants",{"title":439,"description":448},"toepassingen\u002F4.verticale-dialoog",[497,501,505],{"label":498,"title":499,"text":500},"Rhythm","Listening calendar","We schedule fixed moments around surveys, decision-making, change or current topics.",{"label":502,"title":503,"text":504},"Round","Live dialogue","Every round has a sharp theme and runs the same way, so you can compare rounds.",{"label":506,"title":507,"text":508},"Follow-up","Compare and feed back","Reports make visible what is changing and what calls for action.","You do not want to wait for signals to escalate or for the next survey to appear.",[290,291,292,293],"_N8uHa_E4bnS6bhlueCNPgCa0p-GYMnq8JUjp89mUZQ",{"id":513,"title":514,"body":515,"caseSlugs":158,"deliverables":519,"description":523,"example":524,"extension":258,"faq":543,"fase":158,"gebied":151,"hero":556,"kennisSlugs":559,"kicker":158,"label":158,"meta":560,"navigation":269,"order":561,"path":562,"problem":563,"relatedSlugs":566,"report":568,"seo":573,"seoTitle":158,"stem":574,"steps":575,"to":562,"trigger":587,"why":588,"__hash__":589},"toepassingen_en\u002Ftoepassingen\u002F5.sociale-veiligheid-verbeteren.md","Improve social safety",{"type":222,"value":516,"toc":517},[],{"title":225,"searchDepth":153,"depth":153,"links":518},[],[520,521,522],"Insight behind signals","Sensitive experiences open to discussion","Set direction together for desired behaviour","Make sensitive experiences and signals open to discussion in an anonymous dialogue. With reporting for the board, HR and the works council.",{"title":525,"context":526,"questions":527,"chat":530,"top":536},"Social safety in the departments","There are signals, but the picture is still unclear.",[528,529],"What makes it hard in your team to raise something?","What would help you speak more freely?",[531,534],{"text":532,"pct":533},"If you report something, you never hear anything about it again.",84,{"text":535,"pct":390},"Jokes sometimes cross a line, but nobody says anything.",[537,538,540,541],{"text":532,"pct":533,"theme":249},{"text":539,"pct":387,"theme":249},"I don't know what happens to what I report.",{"text":535,"pct":390,"theme":254},{"text":542,"pct":319,"theme":254},"Whoever speaks up stands alone.",[544,547,550,553],{"question":545,"answer":546},"Does this replace a reporting point or confidential adviser?","No. Those routes remain necessary for individual reports. The dialogue shows which experiences and preconditions are more widely felt.",{"question":548,"answer":549},"How do you protect anonymity?","Each participant receives a random code instead of a name, and groups are only reported on separately from eight participants. That threshold is fixed; in advance you choose which groups you want to see separately.",{"question":551,"answer":552},"What if something serious comes up during the session?","In advance we agree how to handle that, and we point participants to the existing routes for individual reports. The dialogue itself stays about patterns, not people.",{"question":554,"answer":555},"Who gets to see the outcome?","You decide that in advance. Often the report goes to the board, HR and works council, and participants receive a summary with the next steps.",{"title":557,"text":558},"Bring to light what is really going on.","Social safety, integrity or the aftermath of an incident: topics where people only speak freely when nobody knows who says what. One live dialogue surfaces what surveys and reporting channels miss.",[150],{},5,"\u002Ftoepassingen\u002Fsociale-veiligheid-verbeteren",[564,565],"On sensitive topics the usual instruments fall short. In a traceable survey people phrase things cautiously, and reporting channels mainly receive what is already being reported formally.","An anonymous dialogue lets people respond without exposing themselves. They can recognise signals, add to them and weigh measures.",[567,416],"samenwerking-verbeteren",[569,570,571,572],"Signals with broad support","Nuance and differences without traceability","Measures ranked by support","Reporting for the board, HR and the works council",{"title":514,"description":523},"toepassingen\u002F5.sociale-veiligheid-verbeteren",[576,579,583],{"label":277,"title":557,"text":577,"example":578},"Through an anonymous dialogue, gather experiences that are otherwise hard to voice.","“What makes it hard in your team to raise something?”",{"label":281,"title":580,"text":581,"example":582},"Understand the underlying causes.","Explore experiences, patterns and behaviours behind the signals.","Many messages are about the same pattern: whoever reports something hears nothing more about it afterwards.",{"label":285,"title":584,"text":585,"example":586},"Take the step towards desired behaviour together.","Involve employees in what needs to change in how people treat each other.","“What should a colleague do when he or she sees behaviour that crosses a line?”","There are signals that social safety is not good, but it is hard to find out exactly what is going on; face-to-face does not bring everything to the surface.",[290,291,292,293],"8Rf0iFSRKfELWmTiaSpnFYwrsygWdJYFHTDy8UTjXFM",{"id":591,"title":592,"body":593,"caseSlugs":597,"deliverables":598,"description":602,"example":603,"extension":258,"faq":158,"fase":158,"gebied":151,"hero":622,"kennisSlugs":158,"kicker":158,"label":158,"meta":623,"navigation":269,"order":624,"path":625,"problem":158,"relatedSlugs":626,"report":158,"seo":627,"seoTitle":158,"stem":628,"steps":629,"to":625,"trigger":639,"why":640,"__hash__":641},"toepassingen_en\u002Ftoepassingen\u002F6.cultuurverandering-vormgeven.md","Shape culture change",{"type":222,"value":594,"toc":595},[],{"title":225,"searchDepth":153,"depth":153,"links":596},[],[143],[599,600,601],"Translate ambition into concrete behaviour","Employees as co-owners","Keep control yourselves","Turn the desired culture into concrete behaviour.",{"title":604,"context":605,"questions":606,"chat":609,"top":615},"From control to trust","The ambition is in place; now comes practice.",[607,608],"What does trust look like in an ordinary working week?","What is holding you back from deciding for yourself?",[610,613],{"text":611,"pct":612},"I need a signature for every expense over 500 euros.",82,{"text":614,"pct":252},"Trust is being allowed to organise my own schedule.",[616,617,619,620],{"text":611,"pct":612,"theme":249},{"text":618,"pct":324,"theme":249},"Mistakes are punished now rather than discussed.",{"text":614,"pct":252,"theme":254},{"text":621,"pct":396,"theme":254},"Let us decide ourselves how we reach the goal.",{"title":602},{},6,"\u002Ftoepassingen\u002Fcultuurverandering-vormgeven",[345,567],{"title":592,"description":602},"toepassingen\u002F6.cultuurverandering-vormgeven",[630,633,636],{"label":277,"title":631,"example":632},"Explore current behaviour and what influences it, where relevant.","“When do you currently make a decision without first asking for permission?”",{"label":281,"title":634,"example":635},"Work out together what desired behaviour means in practice.","“What does trust look like in an ordinary working week in your team?”",{"label":285,"title":637,"example":638},"Reflect on the progress and gather where adjustment is needed.","Half a year later: which behaviour do you see more often now, and what is still holding it back?","The organisation knows which culture it is aiming for, but is looking for what that looks like in everyday work. For example from control to trust, or from risk avoidance to innovation.",[290,291,292,293],"YY1CgxO2Mddkb7BZB2sBvRcNRgPqDjIjewgbLYFX6bw",{"id":643,"title":644,"body":645,"caseSlugs":158,"deliverables":649,"description":653,"example":654,"extension":258,"faq":672,"fase":158,"gebied":151,"hero":682,"kennisSlugs":158,"kicker":158,"label":158,"meta":684,"navigation":269,"order":685,"path":686,"problem":687,"relatedSlugs":690,"report":692,"seo":697,"seoTitle":158,"stem":698,"steps":699,"to":686,"trigger":709,"why":710,"__hash__":711},"toepassingen_en\u002Ftoepassingen\u002F7.lastige-onderwerpen-bespreekbaar-maken.md","Opening up difficult topics",{"type":222,"value":646,"toc":647},[],{"title":225,"searchDepth":153,"depth":153,"links":648},[],[650,651,652],"Perspectives that are rarely heard","A safe conversation about a charged topic","Insight into what is broadly supported and where views differ","Gain insight into what is on people's minds, including on sensitive topics, so that different perspectives become visible and room is created for an open conversation.",{"title":655,"context":656,"questions":657,"chat":660,"top":665},"Workload and sickness absence","A topic that gets a lot of talk in the corridors.",[658,659],"What makes it hard to talk about workload?","What would you want to say if nobody knew it was you?",[661,663],{"text":662,"pct":243},"Whoever says it is too much gets the feeling that they can't cope.",{"text":664,"pct":324},"Reporting sick feels like leaving colleagues in the lurch.",[666,667,668,670],{"text":662,"pct":243,"theme":249},{"text":664,"pct":324,"theme":249},{"text":669,"pct":246,"theme":254},"We only talk about workload over coffee.",{"text":671,"pct":257,"theme":254},"There is never time for it in the team meeting.",[673,676,679],{"question":674,"answer":675},"Which topics are suitable?","Topics people are reluctant to discuss in an ordinary meeting, for example inclusion, workload or the relationship with managers.",{"question":677,"answer":678},"How do you ensure anonymity?","Each participant receives a random code instead of a name. Reporting per group only happens from eight participants.",{"question":680,"answer":681},"Won't it turn into a complaints session?","No. The question is aimed at what is needed, and participants vote on each other's ideas. That brings up what is broadly supported, not who shouts loudest.",{"title":683,"text":653},"Give quiet perspectives a voice.",{},7,"\u002Ftoepassingen\u002Flastige-onderwerpen-bespreekbaar-maken",[688,689],"With sensitive or charged topics, you mainly hear the people who take the floor easily. Those who doubt or hold a minority position stay silent.","Because everyone takes part anonymously and votes on each other's contributions, quiet perspectives also come to the surface. You see what is broadly supported and where people think differently.",[691,416],"sociale-veiligheid-verbeteren",[693,694,695,696],"Perspectives that are broadly supported","Differences in experience between groups","Signals that call for attention","Proposals for follow-up",{"title":644,"description":653},"toepassingen\u002F7.lastige-onderwerpen-bespreekbaar-maken",[700,703,706],{"label":277,"title":701,"text":702},"Careful preparation","We word the question so that everyone feels free to respond, and decide who takes part.",{"label":281,"title":704,"text":705},"The anonymous dialogue","Participants write anonymously and vote on each other's contributions. Nobody sees who wrote what.",{"label":285,"title":707,"text":708},"Careful feedback","The outcome shows what is broadly supported, with attention to the perspectives of smaller groups.","There is a topic that people would rather not speak about in a meeting.",[290,291,292,293],"qPFVlRBk9y-bTYC9GWMAv_VmjTzcN1W9teaW7N9jiIQ",{"id":713,"title":714,"body":715,"caseSlugs":158,"deliverables":719,"description":721,"example":722,"extension":258,"faq":158,"fase":158,"gebied":175,"hero":740,"kennisSlugs":158,"kicker":158,"label":158,"meta":741,"navigation":269,"order":742,"path":743,"problem":158,"relatedSlugs":744,"report":158,"seo":747,"seoTitle":158,"stem":748,"steps":158,"to":743,"trigger":749,"why":158,"__hash__":750},"toepassingen_en\u002Ftoepassingen\u002F8.beleid-verkennen.md","Explore policy",{"type":222,"value":716,"toc":717},[],{"title":225,"searchDepth":153,"depth":153,"links":718},[],[720],"Discover new perspectives, causes, needs and possible directions for solutions","Gain insight into how an issue is put together and how those involved experience it, so you better understand what is going on.",{"title":723,"context":724,"questions":725,"chat":728,"top":733},"Loneliness among older people in the municipality","Understand first, then policy.",[726,727],"When do you notice that someone is lonely?","What really helps, in your experience?",[729,731],{"text":730,"pct":387},"Since the library closed, there's no longer a place to drop in.",{"text":732,"pct":390},"Many older people don't want to ask for help, but do want something to do.",[734,735,736,738],{"text":730,"pct":387,"theme":249},{"text":732,"pct":390,"theme":254},{"text":737,"pct":246,"theme":249},"The bus no longer runs in the evening.",{"text":739,"pct":399,"theme":254},"Volunteering works better than an activity for older people.",{"title":714,"text":721},{},8,"\u002Ftoepassingen\u002Fbeleid-verkennen",[745,746],"beleid-toetsen","stakeholders-betrekken",{"title":714,"description":721},"toepassingen\u002F8.beleid-verkennen","The client first wants to understand how a problem is put together from the perspective of the people who experience it.","aTeYz434sjiegH1ejFadeoCnciK4-PHob2IX-KcIr-M",{"id":752,"title":753,"body":754,"caseSlugs":758,"deliverables":759,"description":761,"example":762,"extension":258,"faq":781,"fase":158,"gebied":175,"hero":791,"kennisSlugs":158,"kicker":158,"label":158,"meta":793,"navigation":269,"order":794,"path":795,"problem":796,"relatedSlugs":799,"report":801,"seo":806,"seoTitle":158,"stem":807,"steps":808,"to":795,"trigger":818,"why":819,"__hash__":820},"toepassingen_en\u002Ftoepassingen\u002F9.beleid-toetsen.md","Test policy",{"type":222,"value":755,"toc":756},[],{"title":225,"searchDepth":153,"depth":153,"links":757},[],[169],[760],"Weigh consequences better and sharpen policy on a sound basis","Gain insight into how people who are directly affected by policy or measures experience the consequences, what works in practice, what chafes, and where you can adjust.",{"title":763,"context":764,"questions":765,"chat":768,"top":773},"New scheme for the energy allowance","How does the scheme work out in practice?",[766,767],"What works well about the scheme?","What do you run into when applying?",[769,771],{"text":770,"pct":316},"The form asks for details I can't find anywhere.",{"text":772,"pct":467},"When the money was there, it went quickly.",[774,775,777,778],{"text":770,"pct":316,"theme":249},{"text":776,"pct":387,"theme":249},"I didn't know I was entitled to it.",{"text":772,"pct":467,"theme":254},{"text":779,"pct":780,"theme":254},"Customer service was able to help me well.",68,[782,785,788],{"question":783,"answer":784},"Can this also be used to evaluate existing policy?","Yes. You then ask what works, where it gets stuck and what is needed to adjust it.",{"question":786,"answer":787},"Does this work between organisations?","Yes, for example between a ministry and implementing agencies. Everyone takes part anonymously, so critical points are raised as well.",{"question":789,"answer":790},"When in the policy process does this fit best?","Early enough that there is still room to do something with the input: during exploration, on a draft or before introduction.",{"title":792,"text":761},"Policy that fits practice.",{},9,"\u002Ftoepassingen\u002Fbeleid-toetsen",[797,798],"Policy is often developed at a distance from implementation. What chafes in practice only surfaces once the policy has already been introduced.","A dialogue with implementers, professionals or other stakeholders shows in advance what works, where it chafes and which preconditions are widely shared.",[800,746],"beleid-verkennen",[802,803,804,805],"Ideas and concerns per element of the policy","Preconditions with the most support","Differences between stakeholder groups","Overview of who took part",{"title":753,"description":761},"toepassingen\u002F9.beleid-toetsen",[809,812,815],{"label":277,"title":810,"text":811},"Question and stakeholders","We determine which policy or choice is on the table and who should contribute.",{"label":281,"title":813,"text":814},"The policy dialogue","Stakeholders respond anonymously to the proposed direction and to each other's ideas and concerns.",{"label":285,"title":816,"text":817},"Outcome and follow-up","The report shows per element what is broadly supported and which adjustments are needed.","A policy direction is on the table and people want to know how it could play out in practice, which objections exist and what must not be overlooked.",[290,291,292,293],"hePqOx9jvX7kI9zIVd1KAjixKrdxwOmpaaSovgNlTTM",{"id":822,"title":823,"body":824,"caseSlugs":828,"deliverables":830,"description":834,"example":835,"extension":258,"faq":853,"fase":158,"gebied":175,"hero":863,"kennisSlugs":158,"kicker":158,"label":158,"meta":865,"navigation":269,"order":866,"path":867,"problem":868,"relatedSlugs":870,"report":871,"seo":876,"seoTitle":158,"stem":877,"steps":878,"to":867,"trigger":888,"why":889,"__hash__":890},"toepassingen_en\u002Ftoepassingen\u002F10.stakeholders-betrekken.md","Involve stakeholders",{"type":222,"value":825,"toc":826},[],{"title":225,"searchDepth":153,"depth":153,"links":827},[],[829],"rabobank",[831,832,833],"Broad reach in one live dialogue","Percentage in agreement per direction","Feedback that participants recognise","Gain insight into the experiences, needs and expectations of partners and other stakeholders, so you connect better with what matters to them and with what is happening in practice.",{"title":836,"context":837,"questions":838,"chat":841,"top":846},"Working with host companies","What do host companies need from the training programme?",[839,840],"What works well in working with the training programme?","What would you like to see done differently?",[842,844],{"text":843,"pct":252},"Students arrive well prepared, but we don't know what they are supposed to learn.",{"text":845,"pct":612},"One fixed point of contact would make a big difference.",[847,848,850,851],{"text":845,"pct":612,"theme":249},{"text":849,"pct":324,"theme":249},"We hear too late which students are coming.",{"text":843,"pct":252,"theme":254},{"text":852,"pct":257,"theme":254},"The assessment forms are too long.",[854,857,860],{"question":855,"answer":856},"Is this representative?","We report clearly who was reached and which groups took part. Because all participants vote anonymously on each other's messages, you see per proposal how broad the support is.",{"question":858,"answer":859},"Can different stakeholder groups take part in one session?","Yes. Employees, customers, partners and residents take part in the same dialogue, also in their own language. The report shows per group what is broadly supported.",{"question":861,"answer":862},"Does this help with the double materiality assessment for the CSRD?","Yes. You see per stakeholder group which topics are experienced as material and how broadly that is supported. That supports the assessment and its substantiation.",{"title":864,"text":834},"Consult all your stakeholders in one hour.",{},10,"\u002Ftoepassingen\u002Fstakeholders-betrekken",[869],"A consultation quickly becomes a form, a stand-alone survey or a meeting with the people who would turn up anyway. That way you miss the conversation between viewpoints.",[800,745],[872,873,874,875],"Widely supported themes","Differences between groups where relevant","Support per direction or proposal","Feedback for participants",{"title":823,"description":834},"toepassingen\u002F10.stakeholders-betrekken",[879,882,885],{"label":277,"title":880,"text":881},"Audience and question","We determine who needs to be heard and which question calls for broad consultation.",{"label":281,"title":883,"text":884},"Live consultation","Hundreds of participants can respond, build on each other and weigh at the same time.",{"label":285,"title":886,"text":887},"Feedback","The outcome goes back to the participants: what was gathered and what happens with it.","You need to hear many people, without the conversation dissolving into scattered responses.",[290,291,292,293],"Xe_2cKlPBN6CTqVg5-YyMcWaOQXf2IB0xAbuO8uQrmc",{"id":892,"title":893,"body":894,"caseSlugs":898,"deliverables":899,"description":901,"example":902,"extension":258,"faq":920,"fase":158,"gebied":200,"hero":930,"kennisSlugs":931,"kicker":158,"label":158,"meta":933,"navigation":269,"order":934,"path":935,"problem":936,"relatedSlugs":938,"report":939,"seo":944,"seoTitle":158,"stem":945,"steps":946,"to":935,"trigger":956,"why":957,"__hash__":958},"toepassingen_en\u002Ftoepassingen\u002F11.medewerkersonderzoek-verdiepen.md","Deepen your employee survey",{"type":222,"value":895,"toc":896},[],{"title":225,"searchDepth":153,"depth":153,"links":897},[],[196],[900],"Understand what lies behind the figures and explore together what is needed","Understand why employees experience something this way and discover together how it can be better.",{"title":903,"context":904,"questions":905,"chat":908,"top":913},"Leadership","From the employee survey: score 5.9.",[906,907],"Why does leadership not score an 8?","What should change first?",[909,911],{"text":910,"pct":533},"Decisions are made without anyone explaining why.",{"text":912,"pct":324},"My manager has twenty people, there is no time for conversations.",[914,915,917,918],{"text":910,"pct":533,"theme":249},{"text":916,"pct":387,"theme":249},"We only hear afterwards what was decided.",{"text":912,"pct":324,"theme":254},{"text":919,"pct":396,"theme":254},"Team leaders are mostly in meetings.",[921,924,927],{"question":922,"answer":923},"Does this replace our existing survey?","No. The dialogue deepens the research you already have: the figure comes from the questionnaire, the why and the next step from the conversation.",{"question":925,"answer":926},"Do people still take part after a survey?","Yes. The dialogue shows that something is being done with their earlier answers and that these lead to follow-up.",{"question":928,"answer":929},"How soon after the survey can you do this?","Preferably within a few weeks of the results, while they are still fresh. You choose the scores where the why is most lacking.",{"title":901},[932],"engagement-surveys-not-quite-there-yet",{},11,"\u002Ftoepassingen\u002Fmedewerkersonderzoek-verdiepen",[937],"The survey is in, the figures have been presented, and then it stalls. The scores show where it chafes, but say little about the cause. Working groups often deliver the opinion of a small group, and next year you measure the same score again.",[691,567],[940,941,942,943],"Interpretation per theme with anonymous quotes","Causes and tensions behind the scores","Actions ranked by support","Participant version for feedback",{"title":893,"description":901},"toepassingen\u002F11.medewerkersonderzoek-verdiepen",[947,950,953],{"label":277,"title":948,"example":949},"Probe why employees experience something this way","“Leadership scores a 5.9. What lies behind that?”",{"label":281,"title":951,"example":952},"Make patterns and bottlenecks clear","The messages with the most support mainly concern decisions that are made without explanation.",{"label":285,"title":954,"example":955},"Explore together how it can be better","“What needs to change first to turn it into a 7?”","An employee survey (MTO) shows that something scores poorly, for example collaboration or leadership, but the reasons are not clear enough.",[290,291,292,293],"xQCB04pwO58ORBqM31KemlBztO7dKoqnjGaJrsPUeGk",{"id":960,"title":961,"body":962,"caseSlugs":158,"deliverables":966,"description":968,"example":969,"extension":258,"faq":988,"fase":158,"gebied":200,"hero":995,"kennisSlugs":158,"kicker":158,"label":158,"meta":996,"navigation":269,"order":997,"path":998,"problem":999,"relatedSlugs":1001,"report":1002,"seo":1007,"seoTitle":158,"stem":1008,"steps":1009,"to":998,"trigger":1019,"why":1020,"__hash__":1021},"toepassingen_en\u002Ftoepassingen\u002F12.or-achterbanraadpleging.md","Works council constituency consultation",{"type":222,"value":963,"toc":964},[],{"title":225,"searchDepth":153,"depth":153,"links":965},[],[967],"Gather substantive perspectives from employees and discover which views are widely recognised","Consult your constituency anonymously for a well-founded position.",{"title":970,"context":971,"questions":972,"chat":975,"top":981},"Proposed reorganisation","The works council wants to give well-founded advice.",[973,974],"Which consequences of the reorganisation affect you the most?","What must the works council definitely include in its advice?",[976,979],{"text":977,"pct":978},"The work stays the same, but with fewer people.",85,{"text":980,"pct":243},"I want to know where my role will land.",[982,983,984,986],{"text":977,"pct":978,"theme":249},{"text":980,"pct":243,"theme":254},{"text":985,"pct":387,"theme":249},"There is no plan for workload during the transition period.",{"text":987,"pct":319,"theme":254},"Communicate per department, not only via the intranet.",[989,992],{"question":990,"answer":991},"Is anonymity guaranteed?","Yes. Each participant receives a random code instead of a name. No one can trace a message back to a person, not even the works council.",{"question":993,"answer":994},"How quickly does the works council have the outcome?","You see the main themes during the session, and the report follows the same day. That way the council quickly has a well-founded picture of what its constituency thinks.",{"title":968},{},12,"\u002Ftoepassingen\u002For-achterbanraadpleging",[1000],"A works council has little time and limited resources to hear its constituency. Drop-in sessions and surveys show only part of what is going on.",[567,345],[1003,1004,1005,1006],"Positions with the most support","Concerns and conditions that are widely shared","Differences between departments or locations","A summary for the advice",{"title":961,"description":968},"toepassingen\u002F12.or-achterbanraadpleging",[1010,1013,1016],{"label":277,"title":1011,"example":1012},"Gather experiences and concerns","“Which consequences of the proposed reorganisation affect you the most?”",{"label":281,"title":1014,"example":1015},"Understand what is going on","Concerns about workload receive broad support; concerns about the new location far less so.",{"label":285,"title":1017,"example":1018},"Use the input for the position or advice","The works council backs up its advice with the points that are shared most widely.","For important proposed decisions, the works council wants to know how employees experience them and which concerns and ideas are alive among employees.",[290,291,292,293],"GD_vacTF1rjoTHQMimT5NRrIqFGIJ-q2rM-Tjr80kQY",{"id":1023,"title":1024,"body":1025,"caseSlugs":158,"deliverables":1029,"description":1033,"example":1034,"extension":258,"faq":1052,"fase":158,"gebied":200,"hero":1059,"kennisSlugs":158,"kicker":158,"label":158,"meta":1060,"navigation":269,"order":1061,"path":1062,"problem":158,"relatedSlugs":1063,"report":1064,"seo":1069,"seoTitle":158,"stem":1070,"steps":1071,"to":1062,"trigger":1081,"why":1082,"__hash__":1083},"toepassingen_en\u002Ftoepassingen\u002F13.samenwerking-verbeteren.md","Improve collaboration",{"type":222,"value":1026,"toc":1027},[],{"title":225,"searchDepth":153,"depth":153,"links":1028},[],[1030,1031,1032],"Insight into expectations and bottlenecks","Mutual understanding","Ideas for improvement","Discover what is needed to work together better.",{"title":1035,"context":1036,"questions":1037,"chat":1040,"top":1045},"Collaboration between sales and planning","Handovers often go wrong.",[1038,1039],"What do you expect from the other department that isn't happening now?","Which change would help the handover the most?",[1041,1043],{"text":1042,"pct":612},"Sales promises delivery times we can't meet.",{"text":1044,"pct":252},"We receive orders without the technical details.",[1046,1047,1049,1050],{"text":1042,"pct":612,"theme":249},{"text":1048,"pct":324,"theme":249},"We only hear about a change when the customer calls.",{"text":1044,"pct":252,"theme":254},{"text":1051,"pct":246,"theme":254},"One shared checklist at handover would make a big difference.",[1053,1056],{"question":1054,"answer":1055},"Can we report back per team?","Yes, from eight participants per group. That keeps anonymity guaranteed.",{"question":1057,"answer":1058},"Can teams or departments respond to each other?","Yes. Everyone sees and rates messages from other teams anonymously. That shows which improvements in collaboration across boundaries are broadly supported.",{"title":1033},{},13,"\u002Ftoepassingen\u002Fsamenwerking-verbeteren",[416,691],[1065,1066,1067,1068],"Themes that are widely recognised","Differences between teams or departments","Improvement ideas with the most support","Quotes that show the practice",{"title":1024,"description":1033},"toepassingen\u002F13.samenwerking-verbeteren",[1072,1075,1078],{"label":277,"title":1073,"example":1074},"Make expectations and bottlenecks visible.","“What do you expect from the other department that isn't happening now?”",{"label":281,"title":1076,"example":1077},"Understand each other's perspectives and build mutual understanding.","Both departments respond to each other's messages and see where they actually agree.",{"label":285,"title":1079,"example":1080},"Explore together what could help you work together better.","“Which single change would help the handover between you the most?”","Collaboration within teams or between teams and departments is not running optimally; unspoken expectations and misunderstandings can play a part too.",[290,291,292,293],"IVG47r2lnkJwVWqC6JdEzJGsVZXdHZC5QFZ6cwpTFss",{"doc":1085,"fallback":1093},{"id":193,"title":194,"caseSlugs":1086,"color":197,"cta":158,"description":198,"extension":14,"hero":1087,"kennisSlugs":158,"key":200,"meta":1088,"order":202,"overzicht":1089,"slug":204,"stem":205,"toevoeging":1090,"uitdagingen":1092,"waarom":215,"__hash__":216},[196],{"title":194,"lead":198},{},{"title":155},{"title":182,"items":1091},[208,209,210],[212,213,214],false,[1095,1533,1749,1864,1995,2131,2254,2352,2462,2573,2624,2714,2824],{"id":1096,"title":1097,"body":1098,"date":1523,"description":1524,"extension":258,"image":1525,"lang":1527,"meta":1528,"navigation":269,"path":1529,"readingTime":794,"seo":1530,"seoTitle":158,"stem":1531,"__hash__":1532},"kennis_en\u002Fkennis\u002Fsociale-veiligheid-op-het-werk-essentiele-stappen-voor-een-positieve-werkomgeving.md","Social safety at work: essential steps toward a positive work environment",{"type":222,"value":1099,"toc":1493},[1100,1107,1110,1113,1116,1121,1134,1139,1142,1145,1149,1152,1155,1158,1161,1165,1168,1171,1174,1185,1188,1191,1195,1198,1202,1216,1220,1237,1241,1255,1259,1262,1266,1269,1272,1275,1279,1282,1285,1288,1291,1294,1298,1301,1304,1307,1310,1314,1317,1321,1324,1327,1330,1341,1344,1348,1351,1363,1366,1369,1373,1376,1379,1390,1393,1396,1400,1403,1406,1410,1413,1416,1419,1423,1426,1429,1432,1436,1439,1443,1446,1457,1460,1464,1467,1470,1484,1487,1490],[1101,1102,1103],"p",{},[1104,1105,1106],"strong",{},"Social safety at work is an essential aspect of a healthy work environment. It's about creating an atmosphere in which employees feel protected against unwanted behavior and can function without fear. A safe work environment not only fosters employee well-being, but also contributes to the productivity and success of the organization.",[1101,1108,1109],{},"Handling complaints in the workplace, especially those related to psychological (un)safety, is a delicate matter that calls for an accurate approach. The interests of everyone involved, such as the complainant, the accused and witnesses, must be handled with care.",[1101,1111,1112],{},"Companies that prioritize social safety often see an improvement in the working atmosphere and mutual cooperation. By setting clear guidelines and fostering a culture of respect, organizations can create an environment in which everyone feels valued. This requires a proactive approach and commitment from both managers and employees.",[1101,1114,1115],{},"Ensuring social safety is a continuous process that requires attention to prevention, early detection and an adequate response to incidents. By evaluating regularly and adjusting policy, employers can make sure their approach remains effective in a changing work environment.",[1117,1118,1120],"h3",{"id":1119},"key-points","Key points",[1122,1123,1124,1128,1131],"ul",{},[1125,1126,1127],"li",{},"Social safety fosters employee well-being and organizational performance",[1125,1129,1130],{},"A proactive approach and clear guidelines are essential for a safe work environment",[1125,1132,1133],{},"Continuously evaluating and adjusting policy ensures an effective approach to social safety",[1135,1136,1138],"h2",{"id":1137},"definition-of-psychological-safety","Definition of Psychological Safety",[1101,1140,1141],{},"What is social safety? Social safety means the protection of employees within a social setting, primarily in the workplace.",[1101,1143,1144],{},"Social safety at work includes protection against unwanted behavior and creating a positive working atmosphere. It's about ensuring physical and emotional safety for all employees.",[1117,1146,1148],{"id":1147},"importance-of-psychological-safety","Importance of Psychological Safety",[1101,1150,1151],{},"Social safety is essential for a healthy work environment. It fosters employee productivity and well-being. A safe working climate encourages openness and trust between colleagues.",[1101,1153,1154],{},"Create awareness through training to recognize and address different forms of transgressive behavior. This is a crucial step in improving social safety.",[1101,1156,1157],{},"Organizations with strong social safety experience less absenteeism. Employees feel valued and respected. This leads to higher job satisfaction and better performance.",[1101,1159,1160],{},"The absence of social safety can have serious consequences. Stress, burnout and psychological complaints occur more often in unsafe work environments. This can result in increased staff turnover and reputational damage for the company.",[1117,1162,1164],{"id":1163},"legal-frameworks","Legal Frameworks",[1101,1166,1167],{},"Dutch legislation provides a solid basis for a psychologically safe work environment. The Working Conditions Act (Arbowet) requires employers to create a safe and healthy work environment.",[1101,1169,1170],{},"Social safety is a delicate topic that requires care and a precise approach, especially in the context of complaint procedures.",[1101,1172,1173],{},"Important legal aspects include:",[1122,1175,1176,1179,1182],{},[1125,1177,1178],{},"Prevention of discrimination and harassment",[1125,1180,1181],{},"Protection against sexual harassment",[1125,1183,1184],{},"Measures against bullying and violence",[1101,1186,1187],{},"Employers must establish and enforce clear policy. This includes complaint procedures and confidential counselors. Regular risk assessments are legally required.",[1101,1189,1190],{},"Non-compliance can lead to fines and legal consequences. Employees have the right to a safe workplace and can enforce this through the courts if necessary.",[1135,1192,1194],{"id":1193},"risk-factors","Risk Factors",[1101,1196,1197],{},"Various elements can affect social safety at work. These factors range from personal characteristics to organizational aspects and external influences.",[1117,1199,1201],{"id":1200},"individual-risks-and-transgressive-behavior","Individual Risks and Transgressive Behavior",[1122,1203,1204,1207,1210,1213],{},[1125,1205,1206],{},"Personality traits play an important role in social safety. Employees with low self-confidence or limited social skills face a higher risk of problems.",[1125,1208,1209],{},"Stress and burnout can also contribute to an unsafe work environment. Overburdened employees are more susceptible to conflict and miscommunication.",[1125,1211,1212],{},"In a safe work environment, employees must feel free to voice their thoughts and concerns without fear of negative reactions.",[1125,1214,1215],{},"Diversity in background, culture or age can sometimes lead to misunderstandings or prejudice. It's crucial to be aware of these differences and approach them positively.",[1117,1217,1219],{"id":1218},"team-and-organizational-risks","Team and Organizational Risks",[1122,1221,1222,1225,1228,1231,1234],{},[1125,1223,1224],{},"Leadership style can undermine the sense of social safety. Authoritarian or absent managers often create a climate of distrust and uncertainty.",[1125,1226,1227],{},"Physical safety is easier to measure than social safety, and a safe physical environment contributes to workplace happiness and productivity.",[1125,1229,1230],{},"Unclear roles and responsibilities lead to frustration and conflict. A clear division of tasks is essential for a harmonious working atmosphere.",[1125,1232,1233],{},"Poor communication is a significant risk. When information isn't shared effectively, misunderstandings and feelings of exclusion arise.",[1125,1235,1236],{},"High workload and limited resources can put pressure on relationships. This can result in competitive behavior and reduced collegiality.",[1117,1238,1240],{"id":1239},"external-risks","External Risks",[1122,1242,1243,1246,1249,1252],{},[1125,1244,1245],{},"Economic uncertainty can threaten social safety. Fear of job loss or reorganizations creates tension in the workplace.",[1125,1247,1248],{},"Technological changes bring challenges. Some employees may struggle to adapt, which can lead to isolation or conflict.",[1125,1250,1251],{},"Societal developments influence the workplace. Polarization in society can carry over into relationships between colleagues.",[1125,1253,1254],{},"Laws and regulations around privacy and data protection can affect openness and transparency within an organization, which can impact trust and social safety.",[1135,1256,1258],{"id":1257},"prevention-and-policy","Prevention and Policy",[1101,1260,1261],{},"Effective prevention and policy form the basis for social safety at work. These elements protect employees against unwanted behavior and create a positive work environment.",[1117,1263,1265],{"id":1264},"preventive-measures","Preventive Measures",[1101,1267,1268],{},"Preventive measures focus on preventing unwanted behavior. Companies can draw up codes of conduct that provide clear guidelines for acceptable behavior. These codes describe specific expectations and boundaries. It's important that these codes of conduct are embraced and understood by employees.",[1101,1270,1271],{},"Employers are responsible for creating a safe work environment in which employees can speak out against transgressive behavior. It's important that clear procedures and support are in place for both victims and perpetrators of this behavior.",[1101,1273,1274],{},"Creating an open company culture is crucial. This encourages employees to voice concerns without fear of reprisal. Regular evaluations of the work environment help identify potential risks.",[1117,1276,1278],{"id":1277},"policy-development","Policy Development",[1101,1280,1281],{},"Effective social safety policy includes clear procedures and responsibilities. The policy must contain specific definitions of unwanted behavior, such as bullying, discrimination and sexual harassment.",[1101,1283,1284],{},"Unwanted conduct is a crucial factor that can undermine a safe work environment. Both visible and subtle unwanted behavior can have a negative impact on employees, and it's important to foster open communication and dialogue to address these issues.",[1101,1286,1287],{},"Step-by-step guidelines for reporting and investigating incidents are essential. These procedures must ensure confidentiality and offer protection to those who report incidents.",[1101,1289,1290],{},"Policy must be regularly evaluated and updated to remain effective. Involving employees in its development increases support and compliance.",[1101,1292,1293],{},"Sanctions for violations must be clearly defined. This ensures consistent enforcement and deters unwanted behavior.",[1117,1295,1297],{"id":1296},"training-and-education-create-awareness","Training and Education: Create Awareness",[1101,1299,1300],{},"Regular training on social safety is crucial. These sessions inform employees about the policy, their rights and responsibilities.",[1101,1302,1303],{},"Workshops can teach practical skills, such as conflict management and assertiveness. Role-playing helps practice difficult situations.",[1101,1305,1306],{},"Managers can receive specific training in recognizing and addressing unwanted behavior. This strengthens their role as role models and first point of contact.",[1101,1308,1309],{},"New employees receive information about social safety during their onboarding. Periodic refresher courses keep the topic top of mind.",[1135,1311,1313],{"id":1312},"incidents-and-response","Incidents and Response",[1101,1315,1316],{},"An effective approach to safety incidents at work requires a clear process of reporting, follow-up and evaluation. This ensures a swift response, restoration of trust and continuous improvement of the safety policy.",[1117,1318,1320],{"id":1319},"handling-incidents","Handling Incidents",[1101,1322,1323],{},"In the event of a safety incident, swift and appropriate action is necessary. Employees must know how to report incidents through an accessible system. A dedicated team must then assess these reports in order to take appropriate measures.",[1101,1325,1326],{},"Social safety means that someone is protected, and feels protected, against danger arising from the behavior of others in social settings, such as the workplace. This includes handling unwanted behavior and creating an environment in which employees feel safe to speak out against such behavior.",[1101,1328,1329],{},"Immediate measures can include:",[1122,1331,1332,1335,1338],{},[1125,1333,1334],{},"Providing direct support to those involved",[1125,1336,1337],{},"Securing the workplace",[1125,1339,1340],{},"Gathering relevant information",[1101,1342,1343],{},"Clear communication to all employees about the incident and the steps taken is essential to prevent unrest.",[1117,1345,1347],{"id":1346},"follow-up-and-recovery","Follow-up and Recovery",[1101,1349,1350],{},"The immediate response is followed by a phase of follow-up and recovery. This includes:",[1352,1353,1354,1357,1360],"ol",{},[1125,1355,1356],{},"Support for employees involved",[1125,1358,1359],{},"Investigation into the causes of the incident",[1125,1361,1362],{},"Implementation of corrective measures",[1101,1364,1365],{},"Social safety is about protecting employees against unwanted behavior in the workplace. It's important to restore a safe work environment and regain employees' trust. This can be achieved through open communication and demonstrating decisiveness in addressing the underlying issues.",[1101,1367,1368],{},"Guidance and aftercare for victims or witnesses of incidents must be a priority. This can consist of psychological support or adjusted working arrangements.",[1117,1370,1372],{"id":1371},"evaluation-and-policy-adjustment","Evaluation and Policy Adjustment",[1101,1374,1375],{},"Every incident offers an opportunity to strengthen the safety policy. A thorough evaluation is needed to draw lessons and implement improvements.",[1101,1377,1378],{},"Steps in this process include:",[1122,1380,1381,1384,1387],{},[1125,1382,1383],{},"Analysis of incident data",[1125,1385,1386],{},"Identification of weaknesses in existing procedures",[1125,1388,1389],{},"Development of new preventive measures",[1101,1391,1392],{},"It's crucial to involve employees in this evaluation. Their insights and suggestions can provide valuable input for policy adjustments.",[1101,1394,1395],{},"Regular training and awareness campaigns help implement the adjusted policy effectively. This creates a culture of continuous improvement in social safety.",[1135,1397,1399],{"id":1398},"support-and-guidance","Support and Guidance",[1101,1401,1402],{},"Employers can offer various forms of support and guidance to ensure social safety at work. These measures focus on both mental support and professional guidance.",[1101,1404,1405],{},"A no-obligation conversation on a regular basis can help create an open dialogue and identify problems, which can ultimately lead to a safer and healthier work environment.",[1117,1407,1409],{"id":1408},"mental-support","Mental Support",[1101,1411,1412],{},"Companies recognize the importance of mental health in the workplace. Many organizations offer confidential counselors that employees can turn to with personal issues or work-related concerns.",[1101,1414,1415],{},"Workplace safety is everyone's responsibility, and employees must work together toward a safe work environment.",[1101,1417,1418],{},"Some companies provide access to a psychologist for short-term guidance with psychological complaints. This low-threshold offering helps employees get help quickly when needed.",[1117,1420,1422],{"id":1421},"professional-guidance","Professional Guidance",[1101,1424,1425],{},"Mentoring programs are an effective way to help new employees find their way within the organization. Experienced colleagues offer support with the practical and social aspects of the job.",[1101,1427,1428],{},"Regular performance reviews offer the opportunity to discuss work-related concerns and find solutions together. Managers can be trained to conduct these conversations constructively.",[1101,1430,1431],{},"Many companies offer coaching for employees who feel stuck in their role or are seeking growth opportunities. This individual guidance helps develop skills and increase job satisfaction.",[1135,1433,1435],{"id":1434},"monitoring-and-evaluation","Monitoring and Evaluation",[1101,1437,1438],{},"Effective monitoring and evaluation are essential to ensuring social safety in the workplace. These processes help identify areas for improvement and measure progress.",[1117,1440,1442],{"id":1441},"measuring-psychological-safety","Measuring Psychological Safety",[1101,1444,1445],{},"Measuring social safety requires a combination of quantitative and qualitative methods. Anonymous surveys are a good way to gauge employees' perceptions. These can include questions about:",[1122,1447,1448,1451,1454],{},[1125,1449,1450],{},"Experienced discrimination or harassment",[1125,1452,1453],{},"Trust in management",[1125,1455,1456],{},"Effectiveness of existing safety measures",[1101,1458,1459],{},"In addition to surveys, anonymous focus groups and individual interviews are valuable for deeper insights. Analyzing reports and complaints provides additional data.",[1117,1461,1463],{"id":1462},"periodic-assessment","Periodic Assessment",[1101,1465,1466],{},"Regular evaluation is crucial to ensuring the effectiveness of social safety measures. An annual assessment offers the opportunity to review policy and procedures.",[1101,1468,1469],{},"During this assessment, it's important to:",[1352,1471,1472,1475,1478,1481],{},[1125,1473,1474],{},"Analyze collected data",[1125,1476,1477],{},"Process employee feedback",[1125,1479,1480],{},"Identify new risks",[1125,1482,1483],{},"Evaluate existing measures",[1101,1485,1486],{},"An external consultancy can provide an independent view of social safety within the organization. Their expertise can help identify blind spots and propose improvements.",[1101,1488,1489],{},"It's essential to communicate the results of the assessment to all employees. Transparency fosters trust and engagement in improving social safety at work.",[1101,1491,1492],{},"‍",{"title":225,"searchDepth":153,"depth":153,"links":1494},[1495,1496,1500,1505,1510,1515,1519],{"id":1119,"depth":177,"text":1120},{"id":1137,"depth":153,"text":1138,"children":1497},[1498,1499],{"id":1147,"depth":177,"text":1148},{"id":1163,"depth":177,"text":1164},{"id":1193,"depth":153,"text":1194,"children":1501},[1502,1503,1504],{"id":1200,"depth":177,"text":1201},{"id":1218,"depth":177,"text":1219},{"id":1239,"depth":177,"text":1240},{"id":1257,"depth":153,"text":1258,"children":1506},[1507,1508,1509],{"id":1264,"depth":177,"text":1265},{"id":1277,"depth":177,"text":1278},{"id":1296,"depth":177,"text":1297},{"id":1312,"depth":153,"text":1313,"children":1511},[1512,1513,1514],{"id":1319,"depth":177,"text":1320},{"id":1346,"depth":177,"text":1347},{"id":1371,"depth":177,"text":1372},{"id":1398,"depth":153,"text":1399,"children":1516},[1517,1518],{"id":1408,"depth":177,"text":1409},{"id":1421,"depth":177,"text":1422},{"id":1434,"depth":153,"text":1435,"children":1520},[1521,1522],{"id":1441,"depth":177,"text":1442},{"id":1462,"depth":177,"text":1463},"2024-10-15","A psychologically safe work environment is key to employee well-being and productivity, and requires a proactive approach with attention to prevention, support and continuous improvement.",{"src":1526,"alt":225},"\u002Fimages\u002Fkennis\u002Fsociale-veiligheid-op-het-werk-essentiel-cover.jpg","en",{},"\u002Fkennis\u002Fsociale-veiligheid-op-het-werk-essentiele-stappen-voor-een-positieve-werkomgeving",{"title":1097,"description":1524},"kennis\u002Fsociale-veiligheid-op-het-werk-essentiele-stappen-voor-een-positieve-werkomgeving","9K35w5iHhtwDwfy1YC7YBGVpLBAktXZwt88jG4pdhA4",{"id":1534,"title":1535,"body":1536,"date":1741,"description":1544,"extension":258,"image":1742,"lang":1527,"meta":1744,"navigation":269,"path":1745,"readingTime":561,"seo":1746,"seoTitle":158,"stem":1747,"__hash__":1748},"kennis_en\u002Fkennis\u002Fmaking-change-stick-think-of-the-3-h-principles.md","KPIs for lasting change: manage by Head, Heart and Hands",{"type":222,"value":1537,"toc":1738},[1538,1542,1545,1548,1553,1559,1574,1576,1586,1590,1616,1620,1637,1642,1651,1659,1662,1667,1682,1685,1697,1700,1708,1715,1727,1735],[1135,1539,1541],{"id":1540},"introduction","Introduction",[1101,1543,1544],{},"Over the past 10 years we've had the privilege of supporting hundreds of organizations through their change initiatives. What if we could use that experience to uncover shared insights into what makes change successful and provide benchmarks?",[1101,1546,1547],{},"We decided to take a detailed look at the most frequent \"best shared\" opinions and ideas (what we call synthetrons) about the change process across multiple online dialogue sessions, to uncover new insights into what makes change successful (see methodology below).",[1549,1550,1552],"h4",{"id":1551},"the-3h-model","The 3H model",[1101,1554,1555,1556],{},"When screening these core messages, we identified some systemic, recurring change drivers that we categorize in an anthropomorphic way: ",[1104,1557,1558],{},"Head, Heart and Hands (3H).",[1101,1560,1561,1562,1565,1566,1569,1570,1573],{},"We learned that during change, people need to be convinced of the rationale for change, to analyze it and think it through (",[1104,1563,1564],{},"Head","); they also need to believe in it, be emotionally drawn to it, and be aware of the accompanying behavioral and cultural changes needed to make it work (",[1104,1567,1568],{},"Heart","). Finally, they consistently talk about the ability to implement it by having the necessary means, resources and tools (",[1104,1571,1572],{},"Hands","). This is how our 3H model came about.",[1549,1575,1492],{"id":225},[1101,1577,1578,1583],{},[1579,1580],"img",{"alt":1581,"src":1582},"Synthetron 3Hs model","\u002Fimages\u002Fkennis\u002Fmaking-change-stick-think-of-the-3-h-pri-1.jpeg",[1584,1585,1581],"em",{},[1549,1587,1589],{"id":1588},"our-3h-model-in-short","Our 3H model in short",[1122,1591,1592,1600,1608],{},[1125,1593,1594,1596,1597],{},[1104,1595,1564],{}," is about the rationale for change, the need to be convinced of the change: ",[1104,1598,1599],{},"the alignment",[1125,1601,1602,1604,1605],{},[1104,1603,1568],{}," is about the soft side of change, the need to believe in the change: ",[1104,1606,1607],{},"the engagement",[1125,1609,1610,1612,1613],{},[1104,1611,1572],{}," is about the hard side of change, the ability to make the change happen: ",[1104,1614,1615],{},"the implementation",[1549,1617,1619],{"id":1618},"what-did-we-learn-about-the-3-hs","What did we learn about the 3 H's?",[1101,1621,1622,1625,1628,1629,1632,1633,1636],{},[1104,1623,1624],{},"1. Change needs focus on all 3 H's",[1626,1627],"br",{},"\nThere wasn't a single dialogue in which ",[1104,1630,1631],{},"all 3H's"," weren't ",[1104,1634,1635],{},"present"," in some way. People always talk about the need to embrace the rationale, to be convinced of the necessity\u002Fbelieve in the way forward, but also want to be able to make the change happen.",[1101,1638,1639],{},[1104,1640,1641],{},"2. \"Hands\" — the ability to make the change happen — needs the most attention",[1101,1643,1644,1647,1648,1650],{},[1104,1645,1646],{},"About half"," of the comments related to change are about ",[1104,1649,1572],{},", 30% are about Heart and 20% about Head. From a management perspective, \"Hands\" is less sexy, but Hands is linked to daily reality and is what counts for those who have to undergo and make the change happen.",[1101,1652,1653,1657],{},[1579,1654],{"alt":1655,"src":1656},"3H Change drivers ratios","\u002Fimages\u002Fkennis\u002Fmaking-change-stick-think-of-the-3-h-pri-2.jpeg",[1584,1658,1655],{},[1101,1660,1661],{},"Deviations from the benchmark (average weight from the database) are surprisingly small. When we noticed an underrepresentation of one of the 3H change drivers, content analysis taught us that this was usually the result of poor \"performance\" on one of the H's for the organization in question.",[1101,1663,1664],{},[1104,1665,1666],{},"3. Underperforming on one of the 3 H's is like driving with the handbrake on",[1101,1668,1669,1670,1673,1674,1677,1678,1681],{},"You simply ",[1104,1671,1672],{},"cannot compensate"," for ",[1104,1675,1676],{},"underperformance on, say, Heart"," — the behavioral part, the role modeling — ",[1104,1679,1680],{},"by overcompensating on Head"," — explaining why the change matters — because people will understand you, but they won't believe you.",[1101,1683,1684],{},"We once worked with a manager who had put a great deal of effort into explaining the change story, the rational part. He really went out into the field, held town hall meetings, put up notice boards, sent newsletters, etc., to explain that the company would from now on focus on market A. But because the reward system still rewarded results in market B more than in A, nobody believed him, and extra effort wouldn't have helped. The motivation simply wasn't there. If the systems, processes and investments in competencies (Hands) are missing, people may be convinced or even engaged, but they simply lack the ability to make it happen.",[1101,1686,1687,1690,1692,1693,1696],{},[1104,1688,1689],{},"4. Consistency is key — people undergoing change spot inconsistencies immediately",[1626,1691],{},"\nWe see so often that when a manager ",[1104,1694,1695],{},"doesn't practice what he preaches (Heart), people stop believing him\u002Fher and alignment gradually erodes",". Similarly, we had a case where the strategic\u002Fchange direction was unclear (Head). The CEO focused on culture change and new behaviors, and many activities were set up, which created positive energy and engagement. But because his management team didn't understand which direction they were supposed to go, because the CEO hadn't made the strategy explicit (Head), people weren't aligned. Despite all the efforts to create engagement, the organization didn't move forward.",[1101,1698,1699],{},"If the systems, processes and investments in competencies (Hands) are missing, people may be convinced or even engaged, but they simply lack the ability to make it happen.",[1101,1701,1492,1702,1705,1707],{},[1104,1703,1704],{},"5. Phasing 3H change efforts is counterproductive",[1626,1706],{},"\nClassic phasing is about first telling the change story, then organizing events to motivate people, and then expecting them to change\u002Fimplement.",[1101,1709,1710,1711,1714],{},"However, although the 3H's on average carry a different weight depending on the phase of the change initiative (planning, implementation, debriefing), our data clearly shows that ",[1104,1712,1713],{},"all 3H's need attention from start to finish",". People also want to feel the change (Heart) when they're told things need to change. They want to be reminded, in the middle of execution, of the bigger project they're contributing to (Head). They want to see, from the very start, what investment (Hands) will support the change.",[1101,1716,1492,1717,1720,1722,1723,1726],{},[1104,1718,1719],{},"6. Hands is about more than material things: it also covers people's capabilities",[1626,1721],{},"\nHands is about processes, budgets, systems, but also about ",[1104,1724,1725],{},"people's skills and capabilities",". This includes classic training, building competencies, freeing up time, finding the right profiles, but also working on stamina, energy, and the ability to motivate yourself for the next change.",[1101,1728,1729,1732,1734],{},[1104,1730,1731],{},"How did we build the 3H model?",[1626,1733],{},"\nWe built a fully anonymized database to quantify, qualify and further investigate the key drivers of successful change. This database today includes more than 21,000 \"synthetrons\" (typically the top 15% most important ideas identified by participants during the online dialogues) from more than 200 sessions organized on behalf of 50+ companies.",[1101,1736,1737],{},"Today, our consultants use the 3H model to help our clients benchmark their change initiative and identify key priorities for success.",{"title":225,"searchDepth":153,"depth":153,"links":1739},[1740],{"id":1540,"depth":153,"text":1541},"2024-09-24",{"src":1743,"alt":225},"\u002Fimages\u002Fkennis\u002Fmaking-change-stick-think-of-the-3-h-pri-cover.jpg",{},"\u002Fkennis\u002Fmaking-change-stick-think-of-the-3-h-principles",{"title":1535,"description":1544},"kennis\u002Fmaking-change-stick-think-of-the-3-h-principles","KmXVSYO0UY0bSvItPqDCvlIO7xzOhTSiE3h_7kcGIQk",{"id":1750,"title":1751,"body":1752,"date":1855,"description":1856,"extension":258,"image":1857,"lang":1527,"meta":1859,"navigation":269,"path":1860,"readingTime":202,"seo":1861,"seoTitle":158,"stem":1862,"__hash__":1863},"kennis_en\u002Fkennis\u002F10-lessons-learned-from-crowdsourcing-insights.md","10 Crowdsourcing Insights for Business Innovation",{"type":222,"value":1753,"toc":1842},[1754,1758,1763,1767,1770,1774,1777,1781,1784,1788,1791,1795,1798,1802,1805,1809,1812,1816,1819,1823,1826,1829,1833,1839],[1117,1755,1757],{"id":1756},"_10-lessons-learned-from-crowdsourcing","10 Lessons Learned from Crowdsourcing",[1101,1759,1760],{},[1584,1761,1762],{},"Sometimes the requests from Linkedin change practitioners trigger an instant reaction with me. The question about “The greatest barrier to successful change is the pace and accuracy of feedback“ did so because my main focus has been on facilitating this feedback loop on a massive and authentic scale within organisations using crowdsourcing. Hence it motivated me to sum up my ten top lessons learned.",[1117,1764,1766],{"id":1765},"_1-create-a-safe-environment","1. Create a safe environment:",[1101,1768,1769],{},"Organise your feedback in such a way that people can speak up “safely”, and share their problems, issues and emotions without fear so that you really know what matters. Anonymity is a great enabler here.",[1117,1771,1773],{"id":1772},"_2-reach-out","2. Reach out:",[1101,1775,1776],{},"Involve more than the happy few closely involved in the change project and reach out to those affected by the change. However be careful not to mix people with very different levels of change impact, you gain by splitting people into groups for whom the change-experience will be similar.",[1117,1778,1780],{"id":1779},"_3-get-feedback-in-a-social-way","3. Get feedback in a social way:",[1101,1782,1783],{},"People appreciate hearing the ideas of others, to feel they are not alone, to get tips and insights, and above all to learn and allow their own ideas to be expressed in a conversation.",[1117,1785,1787],{"id":1786},"_4-look-for-feedforward","4. Look for feedforward:",[1101,1789,1790],{},"Go beyond feedback on how things are going and ask the people also to give you their insights and wisdom to find solutions and improvements. From our experience there is great wisdom to be gained whenever you create the space for it in your conversations. It is a misconception that people are against change; they are against “bad change”. From our research of thousands of interventions we clearly demonstrate that people mainly think in enabling terms when asked to share feedback during change, i.e. what can be done better (*).",[1117,1792,1794],{"id":1793},"_5-ask-the-right-meaningful-open-questions","5. Ask the right, meaningful, open questions:",[1101,1796,1797],{},"Listen to people in an open way (acknowledging that they are the subjects having to make the change happen). Do not measure people by asking them to respond to a set of closed questions or polls (as if they are objects of the change).",[1117,1799,1801],{"id":1800},"_6-balance-attention-of-heart-head-and-hands","6. Balance attention of Heart, Head and Hands:",[1101,1803,1804],{},"Engage your people to share their feedback on the rationale for change (Head) but also on the way they feel the change via behaviour, values, and emotions (Heart). Lastly ask them to share their more practical feedback about aspects of the change (Hands), and they will tell you what changes ito tools, budgets, competences, processes or resources will help the change to progress",[1117,1806,1808],{"id":1807},"_7-calibrate-your-feedback","7. Calibrate your feedback:",[1101,1810,1811],{},"Ensure that a small number of vocal people do not get all the attention, rather find out what most find relevant, including feedback which is not commonly recognised. That way you avoid jumping to invalid conclusions (the crowdsource software can do this for you).",[1117,1813,1815],{"id":1814},"_8-seek-feedback-regularly","8. Seek feedback regularly:",[1101,1817,1818],{},"Feedback “changes” during the change period. At the start, you’ll probably focus on alignment, trying to find how to overcome resistance to change. In later phases the focus is more about improving engagement, enabling you to fine tune the change by improving processes, tools or management, to accelerate your roll out in a robust way. Adapt the pace of your feedback loop to the roll out of your change phases and to your capacity to follow up (and expect results from corrective measures).",[1117,1820,1822],{"id":1821},"_9-understand-the-meaning-of-the-feedback","9. Understand the meaning of the feedback:",[1101,1824,1825],{},"Ask yourself what the feedback means for the change project. Don’t jump to conclusions, but get the bigger picture about what are the most important issues, root causes and potential solutions at different managerial levels. Translate it into managerial implications for the change process – a “so what” analysis.",[1101,1827,1828],{},"Here you can go much further than merely listening to the content of what people say. You can identify the various change forces (Head, Heart and Hands), discover effective buzz words, and perform a mindset analysis, so you know what type of communication is most likely to be effective. Some of these steps require specific competences.",[1117,1830,1832],{"id":1831},"_10-follow-up","10. Follow up:",[1101,1834,1835,1836,1838],{},"Asking for feedback is an intervention: you have engaged the people to share their best ideas and opinions, so they are more involved. Recognise and thank them for their valuable feedback, then decide what you are going to do with it and act in a noticeable way. Otherwise next time you risk no longer getting their best opinions and ideas… and all the engagement you created will evaporate",[1626,1837],{},"\nIf done right feedback is a positive intervention- we see change readiness increase significantly in moments of feedback (measured both in mindset analysis indicators and by just poll people’s self-assessment on the change curve at the beginning and end of a feedback session). So independent from the insights one can obtain, the process of feedback itself is a potential big change enhancer.",[1101,1840,1841],{},"(*)“What Managers, Executives and Staff Tell us that Really Matters”, in Review of Business and Economics, 2011 (2), by Paul Verdin, Eric Cabocel, Joanne Celens & François Faelli",{"title":225,"searchDepth":153,"depth":153,"links":1843},[1844,1845,1846,1847,1848,1849,1850,1851,1852,1853,1854],{"id":1756,"depth":177,"text":1757},{"id":1765,"depth":177,"text":1766},{"id":1772,"depth":177,"text":1773},{"id":1779,"depth":177,"text":1780},{"id":1786,"depth":177,"text":1787},{"id":1793,"depth":177,"text":1794},{"id":1800,"depth":177,"text":1801},{"id":1807,"depth":177,"text":1808},{"id":1814,"depth":177,"text":1815},{"id":1821,"depth":177,"text":1822},{"id":1831,"depth":177,"text":1832},"2024-08-22","Independent from the insights, the process of feedback itself is a potential big change enhancer.",{"src":1858,"alt":225},"\u002Fimages\u002Fkennis\u002F10-lessons-learned-from-crowdsourcing-in-cover.jpg",{},"\u002Fkennis\u002F10-lessons-learned-from-crowdsourcing-insights",{"title":1751,"description":1856},"kennis\u002F10-lessons-learned-from-crowdsourcing-insights","5SCauxOJyUStHN5Ezm_XPre1RoxR3vDTJkskreppcPU",{"id":1865,"title":1866,"body":1867,"date":1855,"description":1987,"extension":258,"image":1988,"lang":1527,"meta":1990,"navigation":269,"path":1991,"readingTime":153,"seo":1992,"seoTitle":158,"stem":1993,"__hash__":1994},"kennis_en\u002Fkennis\u002Fbecoming-a-courageous-organization--heroic-blog-series.md","HEROIC Framework: Embracing Change and Diversity",{"type":222,"value":1868,"toc":1985},[1869,1872,1877,1881,1889,1895,1898,1901,1911,1918,1928,1935,1945,1952,1962,1969,1983],[1101,1870,1871],{},"COURAGEOUS, LEADING ORGANIZATIONS release themselves from the illusion of control and predictability and encourage diversity. They embrace the mindset of change, being prepared not to be prepared.",[1873,1874,1876],"h5",{"id":1875},"the-covid-crisis-in-the-spring-forced-many-of-us-to-scramble-to-reinvent-the-way-we-do-business-in-june-together-with-sekaten-we-talked-to-160-business-people-from-around-the-world-to-better-understand-what-they-had-learned-from-the-crisis-how-confident-they-were-that-they-could-continue-to-learn-and-adapt-and-what-insights-they-had-gathered-about-the-changes-needed-in-the-way-we-do-business","The Covid crisis in the spring forced many of us to scramble to reinvent the way we do business.  In June, together with Sekaten, we talked to 160 business people from around the world to better understand what they had learned from the crisis, how confident they were that they could continue to learn and adapt and what insights they had gathered about the changes needed in the way we do business.",[1873,1878,1880],{"id":1879},"six-systemic-themes-emerged-from-this-dialogue-which-we-organized-under-the-acronym-heroic-or-human-empathetic-role-model-open-innovation-and-courage-today-i-am-going-to-discuss-the-sixth-and-final-being-courageous","Six systemic themes emerged from this dialogue, which we organized under the acronym ‘HEROIC’ or ‘Human, Empathetic, Role Model, Open, Innovation and Courage’.  Today, I am going to discuss the sixth and final – being courageous.",[1101,1882,1883,1887],{},[1579,1884],{"alt":1885,"src":1886},"Aspects of courageous organisations","\u002Fimages\u002Fkennis\u002Fbecoming-a-courageous-organization--hero-1.png",[1584,1888,1885],{},[1101,1890,1891,1894],{},[1584,1892,1893],{},"“In business, courageous action is really a special kind of calculated risk taking",".” (Reardon, 2007)*.  The Covid crisis did not allow much time for calculation. However, the pure uncertainty of the current situation and what lies ahead forced us to take new risks in the way we interact with each other.",[1101,1896,1897],{},"The value of this newfound courage to deal with the unpredictable and to prepare us for the unexpected was not lost on our 160 participants.  They clearly see the value of diverse, flexible organizations where ‘command and control’ is a thing of the past.",[1101,1899,1900],{},"The main themes that emerged  during our eDialogue were the following:",[1122,1902,1903],{},[1125,1904,1905,1910],{},[1584,1906,1907],{},[1104,1908,1909],{},"Let Go of Command and Control","  Command and control style is over. There is an awareness and understanding that the drive for forecasting, controlling and focus on financial performance belongs to the past and does not contribute to a sustainable world for all.",[1101,1912,1913,1916],{},[1579,1914],{"alt":1909,"src":1915},"\u002Fimages\u002Fkennis\u002Fbecoming-a-courageous-organization--hero-2.png",[1584,1917,1909],{},[1122,1919,1920],{},[1125,1921,1922,1927],{},[1584,1923,1924],{},[1104,1925,1926],{},"Prepare Not to Be Prepared","  Develop the capacity to accept unpredictability, complexity and Open to uncertainty, leading organizations navigate through the unknown instead of running desperately after the predictable.",[1101,1929,1930,1933],{},[1579,1931],{"alt":1926,"src":1932},"\u002Fimages\u002Fkennis\u002Fbecoming-a-courageous-organization--hero-3.png",[1584,1934,1926],{},[1122,1936,1937],{},[1125,1938,1939,1944],{},[1584,1940,1941],{},[1104,1942,1943],{},"Throw Away Ego and Greed","   Leading organizations embark on a journey from ego- to eco-centric world, from greed to generosity, from self-centric to people-centric interests.",[1101,1946,1947,1950],{},[1579,1948],{"alt":1943,"src":1949},"\u002Fimages\u002Fkennis\u002Fbecoming-a-courageous-organization--hero-4.png",[1584,1951,1943],{},[1122,1953,1954],{},[1125,1955,1956,1961],{},[1584,1957,1958],{},[1104,1959,1960],{},"Embrace Diversity","   Leading organizations are inclusive – promoting gender and ethnic diversity. They understand the value of diverse ideas and viewpoints. They do not hire yes-men or ‘mini-me’s. They give opportunities to people with non-traditional profiles.",[1101,1963,1964,1967],{},[1579,1965],{"alt":1960,"src":1966},"\u002Fimages\u002Fkennis\u002Fbecoming-a-courageous-organization--hero-5.png",[1584,1968,1960],{},[1101,1970,1971,1972,1975,1976],{},"* Reardon, K.K. (2007).  Courage as a Skill. ",[1584,1973,1974],{},"Harvard Business Review, January."," ",[249,1977,1981],{"href":1978,"rel":1979},"https:\u002F\u002Fhbr.org\u002F2007\u002F01\u002Fcourage-as-a-skill",[1980],"nofollow",[1584,1982,1978],{},[1101,1984,1492],{},{"title":225,"searchDepth":153,"depth":153,"links":1986},[],"Courageous, leading organizations release themselves from the illusion of control and predictability and encourage diversity.",{"src":1989,"alt":225},"\u002Fimages\u002Fkennis\u002Fbecoming-a-courageous-organization--hero-cover.png",{},"\u002Fkennis\u002Fbecoming-a-courageous-organization-heroic-blog-series",{"title":1866,"description":1987},"kennis\u002Fbecoming-a-courageous-organization--heroic-blog-series","6sZyZJTKdS8Gs31km2iXGPRPPTquUoz1FGoHzIsHFUA",{"id":1996,"title":1997,"body":1998,"date":1855,"description":2123,"extension":258,"image":2124,"lang":1527,"meta":2126,"navigation":269,"path":2127,"readingTime":153,"seo":2128,"seoTitle":158,"stem":2129,"__hash__":2130},"kennis_en\u002Fkennis\u002Fbecoming-a-human-organization---heroic-blog-series.md","HEROIC Model: Embracing Vulnerability & Authenticity",{"type":222,"value":1999,"toc":2119},[2000,2008,2017,2019,2023,2028,2031,2034,2044,2049,2059,2064,2074,2079,2089,2094,2104,2109,2114,2117],[1135,2001,2003,2004,2007],{"id":2002},"becoming-a-human-organization","Becoming a ",[1104,2005,2006],{},"H","uman Organization",[1101,2009,2010,2011,2013,2014,2016],{},"Humanized Organizations accept human vulnerability. They accept the need to slow down sometimes,",[1626,2012],{},"\nreleasing pressure and reconnecting to what is essential to individuals, organizations and society.",[1626,2015],{},"\nHumble and authentic, they are aware of their potential limitations and address them.",[1873,2018,1876],{"id":1875},[1873,2020,2022],{"id":2021},"six-systemic-themes-emerged-from-this-dialogue-which-we-organized-under-the-acronym-heroic-or-human-empathetic-role-model-open-innovation-and-courage-today-i-am-going-to-discuss-the-first-human","Six systemic themes emerged from this dialogue, which we organized under the acronym ‘HEROIC’ or ‘Human, Empathetic, Role Model, Open, Innovation and Courage’.  Today, I am going to discuss the first – Human.",[1101,2024,2025],{},[1579,2026],{"alt":225,"src":2027},"\u002Fimages\u002Fkennis\u002Fbecoming-a-human-organization---heroic-b-1.png",[1101,2029,2030],{},"How often have you been confronted with signs of your own vulnerability since the Covid crisis blew our way?  We are constantly confronted with new technologies and new ways of doing things. And we are forced more regularly to admit our own limitations. The ubiquitous Zoom call has forced us into each other’s lives in a novel and not always comfortable way.  We see the inside of our colleagues’ homes, and they see ours.  We hear (and often see) partners, children and pets.  We learn things about each other that in the pre-Covid business environment would have been unthinkable.",[1101,2032,2033],{},"But, is this really a bad thing?  The 160 people we talked to did not seem to think so.  In fact, many see this enforced unveiling of everyone’s humanity as an opportunity moving forward.  The main themes that emerged were the following:",[1122,2035,2036],{},[1125,2037,2038,2043],{},[1584,2039,2040],{},[1104,2041,2042],{},"Accept the need to pause"," Accepting the need to slow down saves time in the end as it helps us to focus on the priorities and projects that matter. Feeling at ease with silence and connected to the present moment enriches human connection.",[1101,2045,2046],{},[1579,2047],{"alt":225,"src":2048},"\u002Fimages\u002Fkennis\u002Fbecoming-a-human-organization---heroic-b-2.png",[1122,2050,2051],{},[1125,2052,2053,2058],{},[1584,2054,2055],{},[1104,2056,2057],{},"Be Humble"," Being self-aware, experimenting more without fear of not being perfect, and being able to forgive make us human. It is ok to fail and try again.",[1101,2060,2061],{},[1579,2062],{"alt":225,"src":2063},"\u002Fimages\u002Fkennis\u002Fbecoming-a-human-organization---heroic-b-3.png",[1122,2065,2066],{},[1125,2067,2068,2073],{},[1584,2069,2070],{},[1104,2071,2072],{},"Accept Vulnerability"," Accepting and revealing vulnerability — being more aware of one’s own limitations and the limitations of the system — is a key step towards humanizing organizations.",[1101,2075,2076],{},[1579,2077],{"alt":225,"src":2078},"\u002Fimages\u002Fkennis\u002Fbecoming-a-human-organization---heroic-b-4.png",[1122,2080,2081],{},[1125,2082,2083,2088],{},[1584,2084,2085],{},[1104,2086,2087],{},"Be Authentic"," In humanized organizations, people feel they can be themselves — revealing who they are, accepting their true nature, being more authentic and demonstrating honesty.",[1101,2090,2091],{},[1579,2092],{"alt":225,"src":2093},"\u002Fimages\u002Fkennis\u002Fbecoming-a-human-organization---heroic-b-5.png",[1122,2095,2096],{},[1125,2097,2098,2103],{},[1584,2099,2100],{},[1104,2101,2102],{},"Value People"," Creating a people-centered world, valuing people as connected human beings, not just human resources, respecting people and caring for their needs are at the heart of the heroic organization.",[1101,2105,2106],{},[1579,2107],{"alt":225,"src":2108},"\u002Fimages\u002Fkennis\u002Fbecoming-a-human-organization---heroic-b-6.png",[1101,2110,2111],{},[1579,2112],{"alt":225,"src":2113},"\u002Fimages\u002Fkennis\u002Fbecoming-a-human-organization---heroic-b-7.png",[1101,2115,2116],{},"Clearly, in spite of all the difficulties it has brought, the Covid crisis has provided us with a mirror in which to see ourselves and learn while moving forward.  HEROIC organizations allow us to be ourselves, to be human, to make mistakes.",[1101,2118,1492],{},{"title":225,"searchDepth":153,"depth":153,"links":2120},[2121],{"id":2002,"depth":153,"text":2122},"Becoming a Human Organization","Humanized Organizations accept human vulnerability. They accept the need to slow down sometimes,releasing pressure and reconnecting to what is essential to individuals…",{"src":2125,"alt":225},"\u002Fimages\u002Fkennis\u002Fbecoming-a-human-organization---heroic-b-cover.png",{},"\u002Fkennis\u002Fbecoming-a-human-organization-heroic-blog-series",{"title":1997,"description":2123},"kennis\u002Fbecoming-a-human-organization---heroic-blog-series","yX_lykbp2lGqvKeuYQnVHRAzXXVOAsjhmYJzytupqoc",{"id":2132,"title":2133,"body":2134,"date":1855,"description":2246,"extension":258,"image":2247,"lang":1527,"meta":2249,"navigation":269,"path":2250,"readingTime":153,"seo":2251,"seoTitle":158,"stem":2252,"__hash__":2253},"kennis_en\u002Fkennis\u002Fbecoming-an-empathetic-organization---heroic-blog-series.md","Building Emotionally Mature Organizations with HEROIC",{"type":222,"value":2135,"toc":2244},[2136,2139,2141,2145,2150,2153,2160,2170,2175,2185,2190,2200,2205,2215,2220,2225,2228,2231,2242],[1101,2137,2138],{},"EMPATHETIC, CARING ORGANIZATIONS are emotionally and socially mature. People-centric, they create a healthy safe space (both mentally and physically) in which people can fully participate. They welcome emotions and demonstrate empathy, compassion and solidarity.",[1873,2140,1876],{"id":1875},[1873,2142,2144],{"id":2143},"six-systemic-themes-emerged-from-this-dialogue-which-we-organized-under-the-acronym-heroic-or-human-empathetic-role-model-open-innovation-and-courage-today-i-am-going-to-discuss-the-second-empathetic","Six systemic themes emerged from this dialogue, which we organized under the acronym ‘HEROIC’ or ‘Human, Empathetic, Role Model, Open, Innovation and Courage’.  Today, I am going to discuss the second – Empathetic.",[1101,2146,2147],{},[1579,2148],{"alt":225,"src":2149},"\u002Fimages\u002Fkennis\u002Fbecoming-an-empathetic-organization---he-1.png",[1101,2151,2152],{},"In my previous blog, I discussed how the challenges of doing business in the Covid era have forced many of us to recognize our own and others’ humanity and vulnerability.  In a sense, this has had a ripple-down effect on how we interact with each other and greatly increased the empathy we show to one another.  And this is a good thing.",[1101,2154,2155,2156,2159],{},"To quote Carl Rogers –“a high degree of empathy…is possibly ",[1584,2157,2158],{},"the"," most potent and certainly one of the most potent factors in bringing about change and learning.” * The 160 people we talked to seemed to agree with this way of thinking.  Many want to see the heightened sense of listening and trust – the empathy we have been showing to each other – to continue going forward.  The main themes that emerged were the following:",[1122,2161,2162],{},[1125,2163,2164,2169],{},[1584,2165,2166],{},[1104,2167,2168],{},"Create a Safe Space"," Transparent and trust-based ecosystems — caring organizations know what physical and psychological safety means.",[1101,2171,2172],{},[1579,2173],{"alt":225,"src":2174},"\u002Fimages\u002Fkennis\u002Fbecoming-an-empathetic-organization---he-2.png",[1122,2176,2177],{},[1125,2178,2179,2184],{},[1584,2180,2181],{},[1104,2182,2183],{},"Create Dialogues and Listen"," Caring organizations listen to input from the whole organization and allow freedom of expression. They encourage creative dialogues that generate ideas, which can become collective creative actions. Caring organizations serve a community of people and ask them what they need.",[1101,2186,2187],{},[1579,2188],{"alt":225,"src":2189},"\u002Fimages\u002Fkennis\u002Fbecoming-an-empathetic-organization---he-3.png",[1122,2191,2192],{},[1125,2193,2194,2199],{},[1584,2195,2196],{},[1104,2197,2198],{},"Demonstrate Compassion"," Caring means showing patience, compassion and empathy to each other. Treating people with kindness and generosity, caring organizations promote wellness and solidarity among all the stakeholders.",[1101,2201,2202],{},[1579,2203],{"alt":225,"src":2204},"\u002Fimages\u002Fkennis\u002Fbecoming-an-empathetic-organization---he-4.png",[1122,2206,2207],{},[1125,2208,2209,2214],{},[1584,2210,2211],{},[1104,2212,2213],{},"Develop Emotional and Social Maturity"," Caring organizations feel totally at ease with emotions. They create a socially mature environment with a high degree of emotional intelligence where thinking, feeling and acting merge freely in daily business life.",[1101,2216,2217],{},[1579,2218],{"alt":225,"src":2219},"\u002Fimages\u002Fkennis\u002Fbecoming-an-empathetic-organization---he-5.png",[1101,2221,2222],{},[1579,2223],{"alt":225,"src":2224},"\u002Fimages\u002Fkennis\u002Fbecoming-an-empathetic-organization---he-6.png",[1101,2226,2227],{},"The Covid crisis has forced us to rely on each other in new ways and find new ways of working in teams. These findings demonstrate that the kindness, empathy and understanding we have shown to each other in this remarkable period is something that people want to hang onto going forward.",[1101,2229,2230],{},"In my next blog, I will discuss the third theme of HEROIC organizations – being a Role Model.",[1101,2232,2233,2234,2237,2238,2241],{},"* Rogers, C. (1975). Empathic: An unappreciated way of being. ",[1584,2235,2236],{},"The Counseling psychologist",", ",[1584,2239,2240],{},"5","(2), 2-10.",[1101,2243,1492],{},{"title":225,"searchDepth":153,"depth":153,"links":2245},[],"Empathetic and caring organizations are emotionally and socially mature.",{"src":2248,"alt":225},"\u002Fimages\u002Fkennis\u002Fbecoming-an-empathetic-organization---he-cover.png",{},"\u002Fkennis\u002Fbecoming-an-empathetic-organization-heroic-blog-series",{"title":2133,"description":2246},"kennis\u002Fbecoming-an-empathetic-organization---heroic-blog-series","HErwdhaYEXrPCyzqCVMm0XmbJvNejFUICpbmwxEdbuo",{"id":2255,"title":2256,"body":2257,"date":1855,"description":2344,"extension":258,"image":2345,"lang":1527,"meta":2347,"navigation":269,"path":2348,"readingTime":153,"seo":2349,"seoTitle":158,"stem":2350,"__hash__":2351},"kennis_en\u002Fkennis\u002Fbecoming-an-innovative-organization--heroic-blog-series.md","Fostering Innovation in HEROIC Organizations",{"type":222,"value":2258,"toc":2342},[2259,2262,2264,2268,2276,2283,2286,2296,2303,2313,2320,2330,2337,2340],[1101,2260,2261],{},"INNOVATIVE ORGANIZATIONS are agile and adaptive.  They understand that technology enables proximity even at physical distance. Human interconnectedness can accelerate change and promote innovation.",[1873,2263,1876],{"id":1875},[1873,2265,2267],{"id":2266},"six-systemic-themes-emerged-from-this-dialogue-which-we-organized-under-the-acronym-heroic-or-human-empathetic-role-model-open-innovation-and-courage-today-i-am-going-to-discuss-the-fifth-being-innovative","Six systemic themes emerged from this dialogue, which we organized under the acronym ‘HEROIC’ or ‘Human, Empathetic, Role Model, Open, Innovation and Courage’.  Today, I am going to discuss the fifth – being innovative.",[1101,2269,2270,2274],{},[1579,2271],{"alt":2272,"src":2273},"Aspects of an innovative organisation","\u002Fimages\u002Fkennis\u002Fbecoming-an-innovative-organization--her-1.png",[1584,2275,2272],{},[1101,2277,2278,2279,2282],{},"The Covid crisis has forced us to master new skills at a faster pace than ever before.  As the ",[1104,2280,2281],{},"May 2020 Barrett Values Centre survey"," showed, transformation that normally would have taken 5-7 years seemed to happen in just 6 weeks.  An MITSloan Management Review article also discussed this ‘ultrafast’ innovation.  To deal with the pandemic companies need to repurpose technologies and experiment with new technologies.  This, in turn requires a higher level of collaboration than ever before (von Krogh, G., Kucukkeles, B. and Ben-Menahem, S.M., 2020)*",[1101,2284,2285],{},"Our 160 participants also talked about the impact of Covid-19 on innovation.  The main themes that emerged were the following:",[1122,2287,2288],{},[1125,2289,2290,2295],{},[1584,2291,2292],{},[1104,2293,2294],{},"Accelerate Change","  Innovative, agile organizations know that when people work together change can take place quickly. (And there is no better evidence than what happened during the Great Pause this spring.) They foster the emergence of a self-organized community that allows them to speed up and adapt faster. They embrace the idea that “change is constant” and can be fun.",[1101,2297,2298,2301],{},[1579,2299],{"alt":2294,"src":2300},"\u002Fimages\u002Fkennis\u002Fbecoming-an-innovative-organization--her-2.png",[1584,2302,2294],{},[1122,2304,2305],{},[1125,2306,2307,2312],{},[1584,2308,2309],{},[1104,2310,2311],{},"Foster Connectivity","  Innovative, adaptive organizations develop new ways of collaboration based on human and digital interconnectedness. Thanks to the Great Pause in the spring, virtual relationships are appreciated more than ever, and it seems that geographical borders have faded or become less important.",[1101,2314,2315,2318],{},[1579,2316],{"alt":2311,"src":2317},"\u002Fimages\u002Fkennis\u002Fbecoming-an-innovative-organization--her-3.png",[1584,2319,2311],{},[1122,2321,2322],{},[1125,2323,2324,2329],{},[1584,2325,2326],{},[1104,2327,2328],{},"Applaud Resilience and the Creativity it Engenders","   Drowned in the ambiguity and complexity of the Great Pause, organizations found themselves confronted with a blank page on which they needed to draw new ways forward. This unleashed limitless creativity and allowed them to adapt and transform. This resilience should be maintained.",[1101,2331,2332,2335],{},[1579,2333],{"alt":2328,"src":2334},"\u002Fimages\u002Fkennis\u002Fbecoming-an-innovative-organization--her-4.png",[1584,2336,2328],{},[1101,2338,2339],{},"Innovation is not new.  But in the new Covid-19 world, it seems to have become more the norm than the exception.  Our participants saw this surge in innovation as a positive and something that should be built upon moving forward.",[1101,2341,1492],{},{"title":225,"searchDepth":153,"depth":153,"links":2343},[],"innovative organizations are agile and adaptive.",{"src":2346,"alt":225},"\u002Fimages\u002Fkennis\u002Fbecoming-an-innovative-organization--her-cover.png",{},"\u002Fkennis\u002Fbecoming-an-innovative-organization-heroic-blog-series",{"title":2256,"description":2344},"kennis\u002Fbecoming-an-innovative-organization--heroic-blog-series","VuFXMJoUGfw9MM5zcLY8zNeux07CnQhKpV6DiWEcgwk",{"id":2353,"title":2354,"body":2355,"date":1855,"description":2454,"extension":258,"image":2455,"lang":1527,"meta":2457,"navigation":269,"path":2458,"readingTime":153,"seo":2459,"seoTitle":158,"stem":2460,"__hash__":2461},"kennis_en\u002Fkennis\u002Fbecoming-an-open-organization--heroic-blog-series.md","HEROIC Model: Enabling Personal and Team Growth",{"type":222,"value":2356,"toc":2452},[2357,2362,2364,2367,2372,2382,2385,2395,2400,2410,2415,2425,2430,2435,2438,2450],[1101,2358,2359],{},[1104,2360,2361],{},"OPEN, LEARNING ORGANIZATIONS enable the emergence of motivated communities where members continuously coach each other, transform and develop themselves. They are trust-based ecosystems where people feel comfortable to listen to and learn from each other.",[1101,2363,1876],{},[1101,2365,2366],{},"Six systemic themes emerged from this dialogue, which we organized under the acronym ‘HEROIC’ or ‘Human, Empathetic, Role Model, Open, Innovation and Courage’.  Today, I am going to discuss the fourth – being open.",[1101,2368,2369],{},[1579,2370],{"alt":225,"src":2371},"\u002Fimages\u002Fkennis\u002Fbecoming-an-open-organization--heroic-bl-1.png",[1101,2373,2374,2375,1975,2378,2381],{},"In thinking about this blog, I came across a Harvard Business review article on creating a learning environment that begins as follows:  “",[1584,2376,2377],{},"Technology is disrupting every industry and area of life, and work is no exception….",[1584,2379,2380],{},"As a result, there is now a premium on … the desire and ability to quickly grow and adapt one’s skill set to remain employable.”","  (Chamorro-Premuzic and Bersin, 2018)*.  It occurred to me that by substituting ‘Covid 19’ for the word ‘technology’, one would have an almost perfect description of the past 7 months’ experience. The Covid crisis has forced all of us to master new skills, both technical and other, that many of us had never even considered before.  It has required us to listen to and learn from each other in a way we have never before experienced.",[1101,2383,2384],{},"The value of this newfound openness to learning was not lost on our 160 participants.  They clearly see the value of an open, learning environment going forward.  The main themes that emerged were the following:",[1122,2386,2387],{},[1125,2388,2389,2394],{},[1584,2390,2391],{},[1104,2392,2393],{},"Ask rather than Tell","  Good at engaging, co-creating, and dialoguing on a large scale, learning organizations naturally foster coaching culture. An “ask rather than tell” style enables meaningful dialogues supporting self-development where people coach others with love and respect.",[1101,2396,2397],{},[1579,2398],{"alt":225,"src":2399},"\u002Fimages\u002Fkennis\u002Fbecoming-an-open-organization--heroic-bl-2.png",[1122,2401,2402],{},[1125,2403,2404,2409],{},[1584,2405,2406],{},[1104,2407,2408],{},"Create a Learning Community","  Learning organizations establish a feedback culture and have a great capacity to share knowledge at all levels of the organization. Becoming a living learning community, they enable people to help each other to constantly grow and adapt.",[1101,2411,2412],{},[1579,2413],{"alt":225,"src":2414},"\u002Fimages\u002Fkennis\u002Fbecoming-an-open-organization--heroic-bl-3.png",[1122,2416,2417],{},[1125,2418,2419,2424],{},[1584,2420,2421],{},[1104,2422,2423],{},"Encourage Personal Development","   Learning organizations invest in self-awareness and self-improvement. These are the pillars of a collective awareness that organizations do not transform, people do.",[1101,2426,2427],{},[1579,2428],{"alt":225,"src":2429},"\u002Fimages\u002Fkennis\u002Fbecoming-an-open-organization--heroic-bl-4.png",[1101,2431,2432],{},[1579,2433],{"alt":225,"src":2434},"\u002Fimages\u002Fkennis\u002Fbecoming-an-open-organization--heroic-bl-5.png",[1101,2436,2437],{},"The value of a learning environment is not a new concept, but at the time the HBS article was written, only about 10% of companies had achieved this (Chamorro-Premuzic and Bersin).  However, the Covid Crisis has demonstrated not only the value of an open, learning environment but also how quickly this environment can be fostered when there is a need.   It has forced us to listen to each other more carefully and to learn from each other.  And that is something to take with us into the post-Covid era.",[1101,2439,2440,2441,1975,2444],{},"* Chamorro-Premuzic, T. & Bersin, J. (2018).  4 Ways to Create a Learning Culture on Your Team. ",[1584,2442,2443],{},"Harvard Business Review, July, 12.",[249,2445,2448],{"href":2446,"rel":2447},"https:\u002F\u002Fhbr.org\u002F2018\u002F07\u002F4-ways-to-create-a-learning-culture-on-your-team",[1980],[1584,2449,2446],{},[1101,2451,1492],{},{"title":225,"searchDepth":153,"depth":153,"links":2453},[],"Open, learning organizations enable the emergence of motivated communities where members continuously coach each other, transform and develop themselves.",{"src":2456,"alt":225},"\u002Fimages\u002Fkennis\u002Fbecoming-an-open-organization--heroic-bl-cover.png",{},"\u002Fkennis\u002Fbecoming-an-open-organization-heroic-blog-series",{"title":2354,"description":2454},"kennis\u002Fbecoming-an-open-organization--heroic-blog-series","FCehAXmmO5kQgj0RzgCT3MU50rXAdJpYjijVOIU6X6s",{"id":2463,"title":2464,"body":2465,"date":1855,"description":2565,"extension":258,"image":2566,"lang":1527,"meta":2568,"navigation":269,"path":2569,"readingTime":177,"seo":2570,"seoTitle":158,"stem":2571,"__hash__":2572},"kennis_en\u002Fkennis\u002Fengagement-surveys-not-quite-there-yet.md","Why Engagement Surveys Fall Short and How to Fix Them",{"type":222,"value":2466,"toc":2560},[2467,2473,2481,2485,2488,2491,2495,2498,2501,2504,2509,2536,2540,2543,2554,2558],[1101,2468,2469,2470,2472],{},"For the past twenty years employee opinion surveys have  been going through a steady evolution.",[1626,2471],{},"\nFirst there were satisfaction surveys, which today have evolved into engagement surveys. It’s a necessary metric in the classical HR dashboard, but usually it doesn’t do what it’s supposed to. Engagement surveys give us a multitude of numbers for different departments, business units, etc. But most of the time you’ll see that the results don’t really differ, or worse, don’t really matter.",[1101,2474,1492,2475,2477,2480],{},[1626,2476],{},[1104,2478,2479],{},"A reason"," for this is the top-down approach embedded in HR. Existing solutions and processes are often used to control problems.",[1117,2482,2484],{"id":2483},"synthetron-does-it-differently","Synthetron does it differently",[1101,2486,2487],{},"This is where Synthetron works in a different way. Starting from past results, we set up meaningful discussions guided bottom-up by the employees themselves. Through an intelligent online  tool that enables large groups of people (> 1000) to partake in simultaneous real-time dialogue, it becomes possible to explore  solutions to problems, search for common ground and reflect on the current situation.",[1101,2489,2490],{},"The methodology is based on the concept of ‘the wisdom of crowds’ by J. Surowiecki. The beauty of this is that every individual participant is talking to and exchanging ideas with a small group of people. This makes the whole conversation more manageable. The software then makes sure that this small group of people is connected to the larger group.",[1117,2492,2494],{"id":2493},"case-fmcg","Case: FMCG",[1101,2496,2497],{},"A multinational FMCG was having trouble with the results of their engagement survey, which showed an apparent unhappiness with growth opportunities (even though there was a ‘corporate university’) and a whole slew of low scores that were hard to interpret or even connect.",[1101,2499,2500],{},"The functional manager asked to set up a discussion with the whole (worldwide) development department  in which the role of the employee, organization and manager were discussed. The discussion resulted immediately in a list of ideas that were supported by the whole group. Also some old hypotheses  that had been posited time and time again after each engagement survey were disproved, e.g.: ‘unhappy with the development opportunities’, ‘not knowing the corporate university’.",[1101,2502,2503],{},"The discussion showed how people knew about such opportunities and wanted to take advantage of  them, but were unable to because of the constant high work pressure (and changes). They felt like they never had the time. In other words: the development trajectories were viewed as something theoretical, and not something people could actually do.",[1101,2505,2506],{},[1104,2507,2508],{},"Now what did this discussion yield?",[1122,2510,2511,2516,2521,2526,2531],{},[1125,2512,2513],{},[1104,2514,2515],{},"First of all a clear and open gesture of appreciation towards the team and the whole department in its professionalism, drive and goals.",[1125,2517,2518],{},[1104,2519,2520],{},"The insight that a new information campaign wouldn’t improve the engagement survey results.",[1125,2522,2523],{},[1104,2524,2525],{},"The insight that employees want to be involved and can do more than complain",[1125,2527,2528],{},[1104,2529,2530],{},"A list of clear changes in working conditions, new instruments, etc. to work better remotely",[1125,2532,2533],{},[1104,2534,2535],{},"And finally, and most importantly: an open and honest dialogue between management and employees on ‘our ways of working’.",[1117,2537,2539],{"id":2538},"synthetron-enables-organisations-to-listen-in-a-clever-way","Synthetron enables  organisations to “listen in a clever way”",[1101,2541,2542],{},"The above case is representative for the advantages Synthetron offers as an online discussion method.",[1122,2544,2545,2548,2551],{},[1125,2546,2547],{},"The employees are really heard and experience this. It’s not just a meeting, it’s more of an intervention.",[1125,2549,2550],{},"The engagement of the employees increases significantly",[1125,2552,2553],{},"It generates a solution provided by the employees",[1549,2555,2557],{"id":2556},"in-short-a-synthetron-discussion-is-a-process-in-which-an-organisation-cleverly-listens-to-its-employees-and-helps-them-think-ahead-beyond-the-engagement-survey-results","In short: a Synthetron discussion is a process in which an organisation cleverly listens to its employees and helps them think ahead, beyond the engagement survey results",[1101,2559,1492],{},{"title":225,"searchDepth":153,"depth":153,"links":2561},[2562,2563,2564],{"id":2483,"depth":177,"text":2484},{"id":2493,"depth":177,"text":2494},{"id":2538,"depth":177,"text":2539},"Engagement surveys usually it don’t do what it’s supposed to.",{"src":2567,"alt":225},"\u002Fimages\u002Fkennis\u002Fengagement-surveys-not-quite-there-yet-cover.jpg",{},"\u002Fkennis\u002Fengagement-surveys-not-quite-there-yet",{"title":2464,"description":2565},"kennis\u002Fengagement-surveys-not-quite-there-yet","As_e7UXSg8Uup3IRktSrwoVCUZXqOPtutONggzZhC7k",{"id":2574,"title":2575,"body":2576,"date":1855,"description":2616,"extension":258,"image":2617,"lang":1527,"meta":2619,"navigation":269,"path":2620,"readingTime":153,"seo":2621,"seoTitle":158,"stem":2622,"__hash__":2623},"kennis_en\u002Fkennis\u002Fgetting-agile.md","Getting Agile: Reflections on the Think Tank results",{"type":222,"value":2577,"toc":2612},[2578,2582,2587,2590,2593,2596,2599,2603,2606,2609],[1117,2579,2581],{"id":2580},"reflections-on-the-business-think-tank-results","Reflections on the Business Think Tank results",[1101,2583,2584],{},[1584,2585,2586],{},"The Synthetron team recently organised a business think tank session on the subject of Business Agility, defined for the session as the ability to react quickly to change.The session gave me pause to reflect, not least about my own agility.",[1101,2588,2589],{},"Most of us started the session thinking that more agility would be a good thing. We have read the stories about the modern technology companies who seem to be able to create and implement new business models in a few weeks, and most of us have seen our own companies struggle to do very much at all in that timescale.",[1101,2591,2592],{},"People in the conversation also had a good idea what an agile environment would feel like. We’d be able to get decisions and take risks and make mistakes. There would be a lot of listening and learning, and not much bureaucracy. Things would feel small and fresh.",[1101,2594,2595],{},"But then we were asked to think about what first steps would help make our environment more agile, and what KPI an “agility czar” might be judged against. This was harder. The energy in the discussion increased, but there were few synthetrons and more disagreement. It was generally agreed that attitudes and behaviours would be key. Somehow we would have to demonstrate trust and empowerment, and engage and listen more. But how?",[1101,2597,2598],{},"There were plenty of interesting thoughts. Someone made a connection between agility and relentless performance management: if we are all given strict tasks and targets and judged against these, we might have less incentive (and less time) to react to what we see changing around us. That felt credible, and also disturbing: surely intense performance management is a good thing?",[1135,2600,2602],{"id":2601},"sacrifices-for-agility","Sacrifices for Agility",[1101,2604,2605],{},"Why was agility seen as so desirable, but so little seemed to be available to practically achieve it? The menu for everyone in the discussion would be quite different. And there might be wider messages available too.",[1101,2607,2608],{},"The comment about performance management got me thinking. Perhaps other well-established practices also come at the expenses of agility. Many of us have endured attempts by our companies to become bigger, to harmonize practice, converge regions and demand standardisation. That is hardly likely to support agility – not only is personal initiative downplayed in favour of conformance, but also decision chains get slower and more complex. In my own career, I’m convinced I’ve seen more diseconomies of scale than I have economies, and every time I’ve been part of a standardisation programmes I think it has made things worse – at great expense and great distraction from the customer. Mergers are even worse.",[1101,2610,2611],{},"Who wins from all these so-called good practices? Winners include managers who love predictability and control, and people looking to build senior careers in service functions like finance. Power hungry CEO’s can see the allure. Weak management teams can create distraction from losing to their competitors.",{"title":225,"searchDepth":153,"depth":153,"links":2613},[2614,2615],{"id":2580,"depth":177,"text":2581},{"id":2601,"depth":153,"text":2602},"The Synthetron team recently organised a business think tank session on the subject of Business Agility, defined for the session as the ability to react quickly to change.",{"src":2618,"alt":225},"\u002Fimages\u002Fkennis\u002Fgetting-agile-cover.jpg",{},"\u002Fkennis\u002Fgetting-agile",{"title":2575,"description":2616},"kennis\u002Fgetting-agile","AFaiYweJeEsTINiGx3YU9xuyUOCzt_NiCa8evl3MmNU",{"id":2625,"title":2626,"body":2627,"date":1855,"description":2706,"extension":258,"image":2707,"lang":1527,"meta":2709,"navigation":269,"path":2710,"readingTime":153,"seo":2711,"seoTitle":158,"stem":2712,"__hash__":2713},"kennis_en\u002Fkennis\u002Forganizations-as-role-models---heroic-blog-series.md","HEROIC Organizations as Global Role Models",{"type":222,"value":2628,"toc":2704},[2629,2632,2634,2638,2643,2646,2649,2659,2664,2674,2679,2689,2694,2699,2702],[1101,2630,2631],{},"EXEMPLARY ORGANIZATIONS engage all stakeholders in co-authoring a higher and more meaningful purpose. Operating from love and respect rather than fear-based consciousness, they reorganize society according to human and planet well-being.",[1873,2633,1876],{"id":1875},[1873,2635,2637],{"id":2636},"six-systemic-themes-emerged-from-this-dialogue-which-we-organized-under-the-acronym-heroic-or-human-empathetic-role-model-open-innovation-and-courage-today-i-am-going-to-discuss-the-third-acting-as-a-role-model","Six systemic themes emerged from this dialogue, which we organized under the acronym ‘HEROIC’ or ‘Human, Empathetic, Role Model, Open, Innovation and Courage’.  Today, I am going to discuss the third – acting as a role model.",[1101,2639,2640],{},[1579,2641],{"alt":225,"src":2642},"\u002Fimages\u002Fkennis\u002Forganizations-as-role-models---heroic-bl-1.png",[1101,2644,2645],{},"Less time commuting + less time at lunch + less time at the water cooler = more time to think about what we are doing and why.  Are we working just to make money and sell products or can we work together to also add value to our community and the environment?  Is it not time to translate our values into deeds?",[1101,2647,2648],{},"The 160 people we spoke to apparently had spent quite a bit of time on thoughts like these, and many had come to the conclusion that it was time to ‘walk the talk’ and lead by values.  The main themes that emerged were the following:",[1122,2650,2651],{},[1125,2652,2653,2658],{},[1584,2654,2655],{},[1104,2656,2657],{},"Co-author a Higher Purpose"," Exemplary organizations engage all stakeholders in co-authoring a meaningful higher purpose – discovering their reason for being and their contribution to the world. They are connected to their purpose and values, and they make choices grounded on the broader idea of the common good.",[1101,2660,2661],{},[1579,2662],{"alt":225,"src":2663},"\u002Fimages\u002Fkennis\u002Forganizations-as-role-models---heroic-bl-2.png",[1122,2665,2666],{},[1125,2667,2668,2673],{},[1584,2669,2670],{},[1104,2671,2672],{},"Lead with Values (not just numbers)","  Value-driven leadership implies a higher level of awareness and a walk-the-talk mindset. Leading with values (not just numbers) means leading from the heart as well as from the head.",[1101,2675,2676],{},[1579,2677],{"alt":225,"src":2678},"\u002Fimages\u002Fkennis\u002Forganizations-as-role-models---heroic-bl-3.png",[1122,2680,2681],{},[1125,2682,2683,2688],{},[1584,2684,2685],{},[1104,2686,2687],{},"Act as Exemplary Global Citizen","  Exemplary organizations are citizens of the world and acknowledge their role in promoting human wellbeing and protect the planet. They are committed not to harm biodiversity and to use natural resources wisely.",[1101,2690,2691],{},[1579,2692],{"alt":225,"src":2693},"\u002Fimages\u002Fkennis\u002Forganizations-as-role-models---heroic-bl-4.png",[1101,2695,2696],{},[1579,2697],{"alt":225,"src":2698},"\u002Fimages\u002Fkennis\u002Forganizations-as-role-models---heroic-bl-5.png",[1101,2700,2701],{},"The Covid crisis has given us more time for reflection — for thinking about the purpose and impact of the work we do.  These findings demonstrate that many people see an opportunity to move away from leading by numbers and output to leading by values and contributing to the betterment of society.",[1101,2703,1492],{},{"title":225,"searchDepth":153,"depth":153,"links":2705},[],"Exemplary organisations engage all stakeholders in co-authoring a higher and more meaningful purpose.",{"src":2708,"alt":225},"\u002Fimages\u002Fkennis\u002Forganizations-as-role-models---heroic-bl-cover.png",{},"\u002Fkennis\u002Forganizations-as-role-models-heroic-blog-series",{"title":2626,"description":2706},"kennis\u002Forganizations-as-role-models---heroic-blog-series","uhNNqUpmNT_491WiHE9zzVb9lu74Nx2dAXW8XP2j8lg",{"id":2715,"title":2716,"body":2717,"date":1855,"description":2816,"extension":258,"image":2817,"lang":1527,"meta":2819,"navigation":269,"path":2820,"readingTime":177,"seo":2821,"seoTitle":158,"stem":2822,"__hash__":2823},"kennis_en\u002Fkennis\u002Fwhen-looking-for-wisdom-avoid-the-fast-thinking-trap-ask-slow-thinking-questions.md","Asking Good Questions: Avoiding Fast Thinking Pitfalls",{"type":222,"value":2718,"toc":2814},[2719,2724,2727,2730,2733,2738,2753,2756,2761,2772,2777,2792,2795,2806,2809,2812],[1101,2720,2721],{},[1104,2722,2723],{},"Ask good questions and generate intelligent insights.",[1101,2725,2726],{},"The biggest revelation we had from the last 10 years of hosting online crowdsource dialogues (1) with employees for organisations is that a single word in a good question can make all the difference!",[1101,2728,2729],{},"When there are 100 people online for one hour, a badly posed question would waste 700 valuable brain-minutes and an opportunity to learn would be lost. On the other hand, posing good questions generates energy, stimulating all participants to join the conversation. A good question touches hearts and minds. Most importantly a good question uncovers valuable actionable insights and creates highly engaged participants.",[1101,2731,2732],{},"Key to formulating a good question is knowing what you are looking for. What type of answers are useful and valuable? What type of thinking do you want to promote with respondents? When you are looking for wisdom you need to ask “slow-thinking” questions.",[1101,2734,2735],{},[1104,2736,2737],{},"Avoid the “fast-thinking” trap.",[1101,2739,2740,2741,2744,2745,2748,2749,2752],{},"We all intuitively know that there are two types of questions, those that are easy to answer and those that require you to think and reflect before answering. Nobel prize winner, Daniel Kahneman pointed out in his seminal work, Thinking Fast and Slow, that people use two types of brains to answer a question. First there is the more primitive reflex brain that stimulates “",[1584,2742,2743],{},"fast-thinking","”. It is superfast, thinks instantly and operates from the here and now. It uses instinct, patterns, biases and analogies. This ",[1584,2746,2747],{},"reflex brain"," is a great engine we use all the time to find quick answers to day to day questions such as “can I cross the street now?”. The other is the reflecting brain. This is “",[1584,2750,2751],{},"slow-thinking","” and needs to be prompted and activated. It helps us to think thoroughly, more in the abstract and systemically. We probably all recognise situations where we needed to create the conditions – white space, a shower, a walk – to concentrate so as to be able to think something through. This is when you want to tap into the deep slow-thinking capacity of your reflecting brain",[1101,2754,2755],{},"Daniel Kahneman points out that human brains are fundamentally lazy and prefer using their fast reflex brain to quickly answer questions. This means that when hearing a question, the fast brain tends to take over and formulate an answer. On top of that, as he explains, the fast brain is prone to many biases. If you are seeking wisdom or profound advice from a person or group of people, your question needs to trigger their slow-thinking (reflective) brain. Remember the slow-thinking brain is lazy and will only start the deep thinking if prompted. So, when you are seeking wisdom avoid the fast-thinking trap. and formulate slow-thinking questions",[1101,2757,2758],{},[1104,2759,2760],{},"Slow-thinking-questions vs. fast-thinking-questions",[1101,2762,2763,2764,2767,2768,2771],{},"The image below helps to understand the difference ",[1584,2765,2766],{},"slow-thinking-questions"," and ",[1584,2769,2770],{},"fast-thinking-questions",". All questions seek feedback on the value of a conference participation. The specific formulation of each questions on the left triggers a different thinking and emotional process illustrated to the right. See how more slow-thinking triggering questions (lower left) induce deeper thinking, stimulating the reflecting brain.",[1101,2773,2774],{},[1579,2775],{"alt":225,"src":2776},"\u002Fimages\u002Fkennis\u002Fwhen-looking-for-wisdom-avoid-the-fast-t-1.jpeg",[1352,2778,2779,2786],{},[1125,2780,2781,2782,2785],{},"Asking a ",[1584,2783,2784],{},"fast brain"," question like, “How satisfied are you about conference X?” will induce the fast brain to instantly collect a quick answer by collecting reflexes and feelings of joy or boredom. The fast brain will generate an answer to: “Did I like this conference?” It’s a quick, top of mind answer.",[1125,2787,2781,2788,2791],{},[1584,2789,2790],{},"slow brain"," question such as “What did you learn at conference X?” will request the slow brain to start working: one has to remember what information was shared, compare this with their current knowledge, evaluate the new information and its value, and make a conclusion. This is a very different thinking journey!",[1101,2793,2794],{},"Asking slow thinking questions cannot happen without creating the right environment. One where there is:",[1122,2796,2797,2800,2803],{},[1125,2798,2799],{},"a safe space to speak up",[1125,2801,2802],{},"an enquirer who is respectful and sincerely interested",[1125,2804,2805],{},"a question phrased to give energy and fit into the flow of the dialogue.",[1101,2807,2808],{},"Knowing what type of outcome you looking for determines the choice between a slow or a fast-thinking question. Are “top of mind perceptions” valuable or do you want to get deeper wisdom?",[1101,2810,2811],{},"You can easily test the slow or fast thinking level of your question by answering it yourself. You will discover if you are using the instant “fast-thinking” or need more time using the “slow-thinking” part of your brain.",[1101,2813,1492],{},{"title":225,"searchDepth":153,"depth":153,"links":2815},[],"Key to formulating a good question is knowing what you are looking for.",{"src":2818,"alt":225},"\u002Fimages\u002Fkennis\u002Fwhen-looking-for-wisdom-avoid-the-fast-t-cover.jpg",{},"\u002Fkennis\u002Fwhen-looking-for-wisdom-avoid-the-fast-thinking-trap-ask-slow-thinking-questions",{"title":2716,"description":2816},"kennis\u002Fwhen-looking-for-wisdom-avoid-the-fast-thinking-trap-ask-slow-thinking-questions","OpRJwe8sO8CX3Tw_QaXHAAmT2eMUYJZYTrLEBSxhD3E",{"id":2825,"title":2826,"body":2827,"date":2910,"description":2911,"extension":258,"image":2912,"lang":1527,"meta":2914,"navigation":269,"path":2915,"readingTime":153,"seo":2916,"seoTitle":158,"stem":2917,"__hash__":2918},"kennis_en\u002Fkennis\u002Fwhat-tool-can-you-use-to-facilitate-interactive-dialogues-with-big-groups-of-people.md","What tool can you use to facilitate interactive dialogues with big groups of people?",{"type":222,"value":2828,"toc":2908},[2829,2834,2842,2845,2848,2854,2860,2865,2879,2885,2893,2906],[1101,2830,2831],{},[1104,2832,2833],{},"Big organizations can’t be managed without intense interaction. But sometimes, due to circumstances related to health care issues, cost cuttings or simply to run your environmental agenda, going virtual is the better option. But, what tool can you use to facilitate interactive dialogues with big groups of people?",[1101,2835,2836,2840],{},[1579,2837],{"alt":2838,"src":2839},"Infographic on online interactions and dialogues","\u002Fimages\u002Fkennis\u002Fwhat-tool-can-you-use-to-facilitate-inte-1.png",[1584,2841,2838],{},[1101,2843,2844],{},"Of course, this is a virtual social interaction, not physical. But, does that mean your collaboration efforts are lessened? Not necessarily. Your teams can collaborate even more effectively, given you have the right tools at hand.",[1101,2846,2847],{},"Let’s think beyond your standard videoconferencing tool. The relevant answer today for groups of 10 and more are well moderated interactive dialogues, offering everyone the chance to make his\u002Fher voice heard. a tool that ensures an Active and engaging experience of idea confrontation. Everyone can “speak” and “be listened to”.",[1101,2849,2850,2853],{},[1104,2851,2852],{},"What we offer: An efficient and engaging e-dialogue platform,","  that can easily be used alongside a videoconferencing tool for business solutions for up to 1000 participants.",[1101,2855,2856,2857],{},"Letting participants write, evaluate and create a list of best ideas, ",[1104,2858,2859],{},"in real time!",[1101,2861,2862],{},[1104,2863,2864],{},"What is so special?",[1122,2866,2867,2870,2873,2876],{},[1125,2868,2869],{},"It works from any location: Participants only need a device like PC\u002FLaptop\u002FTablet and a stable internet connection.",[1125,2871,2872],{},"Allows participation and organized interactions with up to 1000 participants in real-time.",[1125,2874,2875],{},"It identifies the best feedback, ranked by participants.",[1125,2877,2878],{},"You can get supported by a team of seasoned experts running online-dialogues based on several set-ups and applications in up to 15 languages worldwide.",[1101,2880,2881,2884],{},[1104,2882,2883],{},"Applications:","  ",[1101,2886,2887,2891],{},[1579,2888],{"alt":2889,"src":2890},"Applications of Synthetron","\u002Fimages\u002Fkennis\u002Fwhat-tool-can-you-use-to-facilitate-inte-2.png",[1584,2892,2889],{},[1101,2894,2895,2898,2900],{},[1584,2896,2897],{},"“I have been looking for a long time for a collaborative solution which would enable me to collect ideas and feedback from a group of managers based around the world in a short timeframe – such an hour. My individual experience is that usual conference call tools do not meet these conditions. I have just experienced Synthetron and I find that it is very efficient tool to satisfy these needs!”",[1626,2899],{},[1104,2901,2902,2903,2905],{},"– Herve Coureil, top manager",[1626,2904],{},"\nSchneider Electric S.A., Paris",[1101,2907,1492],{},{"title":225,"searchDepth":153,"depth":153,"links":2909},[],"2024-08-12","Let’s think beyond your standard videoconferencing tool.",{"src":2913,"alt":225},"\u002Fimages\u002Fkennis\u002Fwhat-tool-can-you-use-to-facilitate-inte-cover.jpg",{},"\u002Fkennis\u002Fwhat-tool-can-you-use-to-facilitate-interactive-dialogues-with-big-groups-of-people",{"title":2826,"description":2911},"kennis\u002Fwhat-tool-can-you-use-to-facilitate-interactive-dialogues-with-big-groups-of-people","luBWP2WbqA2BHW2K6nIFsso8wr6sM00yus19fyUTprI",[2920,2998,3057,3104,3162,3210,3256,3301,3346,3394,3437,3480,3524],{"id":2921,"title":2922,"body":2923,"category":2971,"client":2972,"description":2973,"extension":258,"image":2974,"insight":2979,"intro":2980,"linkLabel":2981,"liveSlug":143,"meta":2982,"metrics":2983,"navigation":269,"order":120,"path":2993,"quote":158,"scope":2994,"seo":2995,"seoTitle":158,"stem":2996,"to":2993,"__hash__":2997},"cases_en\u002Fcases\u002F1.gasunie.md","From three core values to recognisable behaviour",{"type":222,"value":2924,"toc":2965},[2925,2929,2932,2935,2939,2942,2945,2949,2952,2955,2959,2962],[1135,2926,2928],{"id":2927},"from-abstract-values-to-concrete-behaviour","From abstract values to concrete behaviour",[1101,2930,2931],{},"Core values on the wall change nothing. The real work starts with the translation: what behaviour goes with ownership, simplification and collaboration, and what does that look like on an ordinary working day?",[1101,2933,2934],{},"The usual ways of finding this out each fall short in their own way. Interviews go deep, but reach only a few dozen people; everyone else feels unheard. Surveys reach everyone, but miss the conversation. Working groups think along, but take a lot of time and leave most of the organisation on the sidelines.",[1135,2936,2938],{"id":2937},"four-dialogues-over-700-voices","Four dialogues, over 700 voices",[1101,2940,2941],{},"In four online dialogues of just under an hour, more than 700 employees talked at the same time and anonymously about one question: what do these values mean in your work, and what behaviour goes with them? Participants contributed ideas and rated each other's. What gained support rose to the top on its own.",[1101,2943,2944],{},"In a short time, this created a shared picture, carried by a large group of colleagues and not only by whoever spoke loudest.",[1135,2946,2948],{"id":2947},"why-it-worked-giving-meaning-together","Why it worked: giving meaning together",[1101,2950,2951],{},"Employees decided for themselves what good behaviour is. As a result, nobody had to impose it from above afterwards.",[1101,2953,2954],{},"The way the questions were framed helped with that. The question \"what opportunities do you see to simplify your work?\" puts people into a design mindset. And \"what makes you sometimes fall back into old behaviour?\" accuses nobody. That made room for honest reflection on workload and the example set by managers.",[1135,2956,2958],{"id":2957},"from-6000-messages-to-a-culture-compass","From 6,000 messages to a culture compass",[1101,2960,2961],{},"The dialogues produced 6,000 messages, rated and prioritised by the employees themselves. A clear direction emerged for every question.",[1101,2963,2964],{},"On that basis, Gasunie built its own culture compass, describing for each core value what the behaviour looks like on a good day and on a bad day. That way everyone knows what the values look like in everyday work.",{"title":225,"searchDepth":153,"depth":153,"links":2966},[2967,2968,2969,2970],{"id":2927,"depth":153,"text":2928},{"id":2937,"depth":153,"text":2938},{"id":2947,"depth":153,"text":2948},{"id":2957,"depth":153,"text":2958},"Organisaties","Gasunie","More than 700 employees each described what a new culture means in their everyday work. The result became a culture compass.",{"src":2975,"alt":2976,"width":2977,"height":2978},"\u002Fimages\u002Fcases\u002Fgasunie.png","Gasunie's head office in Groningen, seen from the lawn in front of it",1536,1024,"Employees described for themselves what behaviour belongs to the core values. That became the culture compass.","The Dutch energy sector is changing dramatically, and Gasunie is changing with it: from natural gas to hydrogen and heat. That calls for an organisation that can adapt faster. The board had chosen three core values. The question was what those values mean on the shop floor, and how you determine that with the whole organisation rather than for it.","Read the case study for Gasunie",{},[2984,2987,2990],{"value":2985,"label":2986},"700+","employees",{"value":2988,"label":2989},"4","online dialogues",{"value":2991,"label":2992},"6,000","messages","\u002Fcases\u002Fgasunie","700+ employees",{"title":2922,"description":2973},"cases\u002F1.gasunie","cfhVbHg-Epb9YtJhPMnuKy_htjZY5DZ_3B6LXDS2CNE",{"id":2999,"title":3000,"body":3001,"category":3029,"client":3030,"description":3031,"extension":258,"image":3032,"insight":3037,"intro":3038,"linkLabel":3039,"liveSlug":3040,"meta":3041,"metrics":3042,"navigation":269,"order":153,"path":3052,"quote":158,"scope":3053,"seo":3054,"seoTitle":158,"stem":3055,"to":3052,"__hash__":3056},"cases_en\u002Fcases\u002F2.szw.md","Professionals and citizens, each heard separately on new policy",{"type":222,"value":3002,"toc":3024},[3003,3007,3010,3014,3017,3021],[1135,3004,3006],{"id":3005},"the-challenge","The challenge",[1101,3008,3009],{},"How do you involve two groups with clashing interests in a way that takes both seriously, without one drowning out the other?",[1135,3011,3013],{"id":3012},"the-approach","The approach",[1101,3015,3016],{},"Two separate one-hour online dialogues. One brought together staff from municipalities, UWV and the SVB; the other a representative group of citizens. In both sessions, anonymity made rank and job title invisible, so that everyone's message carried equal weight.",[1135,3018,3020],{"id":3019},"the-outcome","The outcome",[1101,3022,3023],{},"Within a single day, nuanced insights from both worlds were on the table, showing clearly where opinions aligned and where they didn't. Notably, 60% of participating citizens said they had more trust in government after the session.",{"title":225,"searchDepth":153,"depth":153,"links":3025},[3026,3027,3028],{"id":3005,"depth":153,"text":3006},{"id":3012,"depth":153,"text":3013},{"id":3019,"depth":153,"text":3020},"Overheid","Dutch Ministry of Social Affairs and Employment (SZW)","For the Enforcement Strategy, SZW heard enforcers and citizens on one day, each in a dialogue of their own.",{"src":3033,"alt":3034,"width":3035,"height":3036},"\u002Fimages\u002Fcases\u002Fm-accelerator-y-tsy3-pyfptc-unsplash.jpg","Participants talking with each other during a meeting in a bright room",2000,1333,"Afterwards, 60% of the participating citizens said they had more trust in government.","The 2025 Enforcement Strategy had to combine tailored approaches with consistency, and distinguish an honest mistake from deliberate fraud. Two groups see that very differently: the professionals who enforce the rules, and the citizens who are affected by them.","Read the case study for Dutch Ministry of Social Affairs and Employment (SZW)","szw-nl",{},[3043,3046,3049],{"value":3044,"label":3045},"2","separate dialogues",{"value":3047,"label":3048},"1 day","for both worlds",{"value":3050,"label":3051},"60%","citizens with more trust","\u002Fcases\u002Fszw","2 dialogues, 1 day",{"title":3000,"description":3031},"cases\u002F2.szw","ISSdfKkj-kKk8JhUepSroMisxLFW6cssOaFlJ-M4Ucs",{"id":3058,"title":3059,"body":3060,"category":2971,"client":3076,"description":3077,"extension":258,"image":3078,"insight":3083,"intro":3084,"linkLabel":3085,"liveSlug":3086,"meta":3087,"metrics":3088,"navigation":269,"order":177,"path":3096,"quote":3097,"scope":3100,"seo":3101,"seoTitle":158,"stem":3102,"to":3096,"__hash__":3103},"cases_en\u002Fcases\u002F3.westerkim.md","A strategic shift that the whole organisation helped shape",{"type":222,"value":3061,"toc":3072},[3062,3064,3067,3069],[1135,3063,3013],{"id":3012},[1101,3065,3066],{},"In five online dialogues, more than 200 participants from three groups joined the conversation: employees, volunteers and family. Instead of a survey, an anonymous conversation, where every voice carried equal weight regardless of role or position.",[1135,3068,3020],{"id":3019},[1101,3070,3071],{},"A shared vision emerged, along with a clear picture of the practical obstacles and opportunities involved in putting it into practice.",{"title":225,"searchDepth":153,"depth":153,"links":3073},[3074,3075],{"id":3012,"depth":153,"text":3013},{"id":3019,"depth":153,"text":3020},"Westerkim","Care organisation Westerkim shifted its focus from care to residents' wellbeing. Employees, volunteers and family helped determine the direction.",{"src":3079,"alt":3080,"width":3081,"height":3082},"\u002Fimages\u002Fcases\u002Fscreenshot-2026-01-19-at-16-34-10.png","Two hands holding each other",916,988,"More than 200 employees, volunteers and family members contributed, each with an equal voice.","Westerkim wanted to shift course: from thinking in terms of care to thinking in terms of residents' wellbeing. A change like that only succeeds if the people who deliver it every day help shape it.","Read the case study for Westerkim","westerkim-nl",{},[3089,3092,3093],{"value":3090,"label":3091},"200+","participants",{"value":2240,"label":2989},{"value":3094,"label":3095},"3","target groups","\u002Fcases\u002Fwesterkim",{"text":3098,"author":3099,"role":3076},"Really enjoyable. It's great that our opinion is asked for and that we're involved.","Participant","200+ participants",{"title":3059,"description":3077},"cases\u002F3.westerkim","0_tC2q2eUkh-ftfUDnL-cO4eQc26HoWP6MHYBVloVCk",{"id":3105,"title":3106,"body":3107,"category":2971,"client":3132,"description":3133,"extension":258,"image":3134,"insight":3138,"intro":3139,"linkLabel":3140,"liveSlug":3141,"meta":3142,"metrics":3143,"navigation":269,"order":202,"path":3153,"quote":3154,"scope":3158,"seo":3159,"seoTitle":158,"stem":3160,"to":3153,"__hash__":3161},"cases_en\u002Fcases\u002F4.anwb.md","6,000 members, one well-founded recommendation to Dutch parliament",{"type":222,"value":3108,"toc":3127},[3109,3111,3114,3116,3119,3122,3124],[1135,3110,3006],{"id":3005},[1101,3112,3113],{},"How do you meaningfully involve thousands of members in a topic that many people find complicated, without it turning into votes for or against with no explanation?",[1135,3115,3013],{"id":3012},[1101,3117,3118],{},"Over seven online dialogues spread across three days, more than 6,000 members discussed the proposals with each other. They responded anonymously to each other's arguments, so that the nuances and doubts became visible too.",[1101,3120,3121],{},"Within two weeks, there was a report. It went to the government, and every member of parliament received a copy.",[1135,3123,3020],{"id":3019},[1101,3125,3126],{},"The recommendation was based on the carefully weighed opinion of more than 6,000 members, including their nuances and doubts.",{"title":225,"searchDepth":153,"depth":153,"links":3128},[3129,3130,3131],{"id":3005,"depth":153,"text":3006},{"id":3012,"depth":153,"text":3013},{"id":3019,"depth":153,"text":3020},"ANWB","On the road-pricing scheme, ANWB consulted 6,000 members over three days. The resulting recommendation went to every member of parliament.",{"src":3135,"alt":225,"width":3136,"height":3137},"\u002Fimages\u002Fcases\u002Fanwb.jpg",1920,2880,"Within two weeks there was a report, and every member of parliament received a copy.","The kilometre charge was technical and controversial, and ANWB didn't want to speak on behalf of its members without knowing what those members actually thought. A survey would have produced numbers, but not a well-founded position.","Read the case study for ANWB","hoe-de-anwb-6-000-meningen-consolideerde-tot-beleidsadvies-voor-den-haag",{},[3144,3147,3150],{"value":3145,"label":3146},"6,000+","members",{"value":3148,"label":3149},"7","sessions over 3 days",{"value":3151,"label":3152},"2 weeks","to the report","\u002Fcases\u002Fanwb",{"text":3155,"author":3156,"role":3157},"Synthetron helped us in a very professional way to reach more than 6,000 members in online conversations about the key issues of the kilometre-charge proposal.","Guido van Woerkom","former CEO, ANWB","6,000+ members",{"title":3106,"description":3133},"cases\u002F4.anwb","XVvbWgOpEkZAmfx333ihwWVwEYQwljInhXjXWq3LUE8",{"id":3163,"title":3164,"body":3165,"category":2971,"client":3187,"description":3188,"extension":258,"image":3189,"insight":3191,"intro":3192,"linkLabel":3193,"liveSlug":3194,"meta":3195,"metrics":3196,"navigation":269,"order":561,"path":3205,"quote":158,"scope":3206,"seo":3207,"seoTitle":158,"stem":3208,"to":3205,"__hash__":3209},"cases_en\u002Fcases\u002F5.umcg.md","From a three-yearly survey to a dialogue where teams design their own solutions",{"type":222,"value":3166,"toc":3183},[3167,3169,3172,3175,3177,3180],[1135,3168,3013],{"id":3012},[1101,3170,3171],{},"Anonymous dialogue sessions that teams could hold at a time that suited them, on laptop or tablet. Nine fixed questions kept the results comparable from year to year, while the open round left room for the story behind the numbers.",[1101,3173,3174],{},"Over three years, 150 teams took part, from medical staff to the kitchen, together producing 23,000 messages.",[1135,3176,3020],{"id":3019},[1101,3178,3179],{},"Every team received its own report within a week, with solutions it had proposed itself. At sector level, consolidated reports showed how the organisation was developing compared with the baseline measurement.",[1101,3181,3182],{},"Management ended up with both figures and concrete, prioritised improvement points, straight from the shop floor.",{"title":225,"searchDepth":153,"depth":153,"links":3184},[3185,3186],{"id":3012,"depth":153,"text":3013},{"id":3019,"depth":153,"text":3020},"UMCG","UMCG replaced the standard survey with team dialogues. Over three years, 150 teams took part, generating 23,000 messages with solutions per team.",{"src":3190,"alt":225,"width":3136,"height":3137},"\u002Fimages\u002Fcases\u002Fumcg.jpg","Within a week every team had its own report, with solutions it had come up with itself.","The three-yearly employee survey produced scores, but little movement. Teams barely recognised themselves in it, and no solutions came out of it. UMCG wanted a format that actually activates people.","Read the case study for UMCG","case-improving-employee-satisfaction",{},[3197,3200,3202],{"value":3198,"label":3199},"150","teams",{"value":3201,"label":2992},"23,000",{"value":3203,"label":3204},"1 week","to the team report","\u002Fcases\u002Fumcg","150 teams",{"title":3164,"description":3188},"cases\u002F5.umcg","60CdbDpEM_SmixelgCzGxri9HQZBQIqTeCmke8pz678",{"id":3211,"title":3212,"body":3213,"category":2971,"client":3232,"description":3233,"extension":258,"image":3234,"insight":3238,"intro":3239,"linkLabel":3240,"liveSlug":3241,"meta":3242,"metrics":3243,"navigation":269,"order":624,"path":3251,"quote":158,"scope":3252,"seo":3253,"seoTitle":158,"stem":3254,"to":3251,"__hash__":3255},"cases_en\u002Fcases\u002F6.rabobank.md","Stakeholders from four corners in one conversation about sustainability",{"type":222,"value":3214,"toc":3228},[3215,3217,3220,3223,3225],[1135,3216,3013],{"id":3012},[1101,3218,3219],{},"A dialogue in three phases: a short introduction via Teams, a structured one-hour Synthetron session around five sustainability questions, and a reflection by an expert panel.",[1101,3221,3222],{},"During the session, a moderator followed what came up live and adjusted the script accordingly, so the conversations stayed on track.",[1135,3224,3020],{"id":3019},[1101,3226,3227],{},"Rabobank gathered a wide range of perspectives on sustainability and banking, as a basis for future policy. Participants valued the approach: \"compliments for your consultation method\".",{"title":225,"searchDepth":153,"depth":153,"links":3229},[3230,3231],{"id":3012,"depth":153,"text":3013},{"id":3019,"depth":153,"text":3020},"Rabobank","Rabobank brought government, NGOs, academia and business together in one structured dialogue to inform its sustainability policy.",{"src":3235,"alt":225,"width":3236,"height":3237},"\u002Fimages\u002Fcases\u002Frabobank.jpg",1782,1188,"A moderator followed the session live and adjusted the script to what came up.","In line with its mission \"Growing a Better World Together\", Rabobank wanted not to talk about its stakeholders but with them, and to use their insights to sharpen its policy.","Read the case study for Rabobank","hoe-rabobank-meerdere-stakeholders-betrok-doormiddel-van-online-dialogen",{},[3244,3246,3248],{"value":2988,"label":3245},"stakeholder groups",{"value":2240,"label":3247},"sustainability themes",{"value":3249,"label":3250},"real-time","adjustment","\u002Fcases\u002Frabobank","4 stakeholder groups",{"title":3212,"description":3233},"cases\u002F6.rabobank","15f7caliBpFD_h0UzcO3MQvlD6Dya74YJUCVxcraGX0",{"id":3257,"title":3258,"body":3259,"category":3029,"client":3275,"description":3276,"extension":258,"image":3277,"insight":3280,"intro":3281,"linkLabel":3282,"liveSlug":3283,"meta":3284,"metrics":3285,"navigation":269,"order":685,"path":3293,"quote":3294,"scope":3297,"seo":3298,"seoTitle":158,"stem":3299,"to":3293,"__hash__":3300},"cases_en\u002Fcases\u002F7.justitie.md","150 managers innovating in a crisis, without a single room",{"type":222,"value":3260,"toc":3271},[3261,3263,3266,3268],[1135,3262,3013],{"id":3012},[1101,3264,3265],{},"Synthetron was combined with Webex in three repeated cycles: a manager presented an innovation via Webex (5 minutes), departments discussed in Synthetron how applicable it was (10 minutes), and the organisers summarised the outcome (5 minutes).",[1135,3267,3020],{"id":3019},[1101,3269,3270],{},"In just over an hour, there was a series of concrete ideas for improving processes, backed by the whole group rather than by the few people who otherwise tend to dominate.",{"title":225,"searchDepth":153,"depth":153,"links":3272},[3273,3274],{"id":3012,"depth":153,"text":3013},{"id":3019,"depth":153,"text":3020},"Dutch Ministry of Justice and Security","During the coronavirus pandemic, the ministry had 150 managers learn remotely from each other's ways of working. A video call became a conversation with everyone at once.",{"src":3278,"alt":225,"width":3136,"height":3279},"\u002Fimages\u002Fcases\u002Fjustitie.jpg",1280,"In three short cycles, 150 managers discussed each other's innovations and how applicable they were.","In the middle of the coronavirus crisis, the ministry needed to keep innovating while teams worked from home and couldn't meet in person. An ordinary video conference lets one person talk and everyone else listen. Precisely not what an innovation session needs.","Read the case study for Dutch Ministry of Justice and Security","case-hoe-synthetron-sessie-met-150-managers-innoveren-in-crisistijd-mogelijk-maakte-voor-het-nederlandse-ministerie-van-justitie",{},[3286,3288,3290],{"value":3198,"label":3287},"managers",{"value":3094,"label":3289},"cycles",{"value":3291,"label":3292},"1 hour","to usable ideas","\u002Fcases\u002Fjustitie",{"text":3295,"author":3296,"role":3275},"Synthetron lets everyone talk, respond, debate and find relevant insights. That's essential for any innovation process.","Organiser","150 managers",{"title":3258,"description":3276},"cases\u002F7.justitie","bmo1MNOOKGEpAR8lGz7nmDuSYOQSvTR0H3XfWygCLF8",{"id":3302,"title":3303,"body":3304,"category":2971,"client":3320,"description":3321,"extension":258,"image":3322,"insight":3324,"intro":3325,"linkLabel":3326,"liveSlug":3327,"meta":3328,"metrics":3329,"navigation":269,"order":742,"path":3338,"quote":3339,"scope":3342,"seo":3343,"seoTitle":158,"stem":3344,"to":3338,"__hash__":3345},"cases_en\u002Fcases\u002F8.belgacom.md","An employer brand built from the ground up",{"type":222,"value":3305,"toc":3316},[3306,3308,3311,3313],[1135,3307,3013],{"id":3012},[1101,3309,3310],{},"Over eleven online dialogues across three days, in three languages, employees from six segments important to the organisation had their say. The 3H framework was used to capture the emotional, rational and competence sides of being an employer.",[1135,3312,3020],{"id":3019},[1101,3314,3315],{},"A profile emerged for each segment, summarised in clear management reports. Belgacom used this to revise its EVP, which fed through into employer branding, job postings, the careers site and new programmes.",{"title":225,"searchDepth":153,"depth":153,"links":3317},[3318,3319],{"id":3012,"depth":153,"text":3013},{"id":3019,"depth":153,"text":3020},"Belgacom","Belgacom determined its Employee Value Proposition not in the boardroom, but in eleven dialogues with six core groups, in three languages.",{"src":3323,"alt":225,"width":3136,"height":3279},"\u002Fimages\u002Fcases\u002Fbelgacom.jpg","Belgacom revised its EVP on the basis of eleven dialogues, and this carried through into the job adverts.","Generic recruitment material says little about who you really are as an employer. Belgacom wanted to base its Employee Value Proposition on what employees themselves say about the organisation.","Read the case study for Belgacom","case-building-employee-value-proposition-from-the-bottom-up",{},[3330,3333,3335],{"value":3331,"label":3332},"11","dialogues",{"value":3094,"label":3334},"languages",{"value":3336,"label":3337},"6","core segments","\u002Fcases\u002Fbelgacom",{"text":3340,"author":3341,"role":3320},"The Synthetron process is simple, the outcome is very valuable, and our people genuinely enjoyed taking part.","Project lead","11 dialogues",{"title":3303,"description":3321},"cases\u002F8.belgacom","tKm2vslM9tzM-6N5AJWhg8083bVg4RrdzEqlGw9fJdk",{"id":3347,"title":3348,"body":3349,"category":2971,"client":3365,"description":3366,"extension":258,"image":3367,"insight":3370,"intro":3371,"linkLabel":3372,"liveSlug":3373,"meta":3374,"metrics":3375,"navigation":269,"order":794,"path":3385,"quote":3386,"scope":3390,"seo":3391,"seoTitle":158,"stem":3392,"to":3385,"__hash__":3393},"cases_en\u002Fcases\u002F9.mckinsey.md","Twenty leading experts on three continents, reaching consensus in one session",{"type":222,"value":3350,"toc":3361},[3351,3353,3356,3358],[1135,3352,3013],{"id":3012},[1101,3354,3355],{},"In an online session, the experts responded to statements about treatment pathways and improvements in care, and voted on each other's input. Geographic distance played no role; the platform showed by itself where the experts agreed.",[1135,3357,3020],{"id":3019},[1101,3359,3360],{},"The session produced more than 500 substantive statements, of which more than 100 gained broad support. The insights were available immediately and were later published in a research paper.",{"title":225,"searchDepth":153,"depth":153,"links":3362},[3363,3364],{"id":3012,"depth":153,"text":3013},{"id":3019,"depth":153,"text":3020},"McKinsey & Company","To pool knowledge on depression treatment, McKinsey brought together academics from Harvard, Yale and Oxford in a single online dialogue.",{"src":3368,"alt":225,"width":3136,"height":3369},"\u002Fimages\u002Fcases\u002Fmckinsey.jpg",1440,"In one session with twenty experts, more than 100 of over 500 statements gained broad support.","McKinsey wanted a quick, well-founded picture of what improves depression treatment, based on the insights of leading experts. Those experts were scattered around the world and had packed schedules.","Read the case study for McKinsey & Company","case-engaging-high-level-experts",{},[3376,3379,3382],{"value":3377,"label":3378},"20+","experts",{"value":3380,"label":3381},"500+","statements",{"value":3383,"label":3384},"100+","statements with broad support","\u002Fcases\u002Fmckinsey",{"text":3387,"author":3388,"role":3389},"Compliments on the careful preparation and the pace this interactive format achieved.","Dr. Jorge Santos da Silva","Partner, McKinsey & Company","20+ experts",{"title":3348,"description":3366},"cases\u002F9.mckinsey","uS3gSgd_T6exGz4qXg5t4d37_HBURe4qKIQ2iP2fRPc",{"id":3395,"title":3396,"body":3397,"category":3029,"client":3413,"description":3414,"extension":258,"image":3415,"insight":3418,"intro":3419,"linkLabel":3420,"liveSlug":3421,"meta":3422,"metrics":3423,"navigation":269,"order":866,"path":3432,"quote":158,"scope":3433,"seo":3434,"seoTitle":158,"stem":3435,"to":3432,"__hash__":3436},"cases_en\u002Fcases\u002F10.duitse-buitenlandzaken.md","350 colleagues from Berlin to the embassies, one picture from four conversations",{"type":222,"value":3398,"toc":3409},[3399,3401,3404,3406],[1135,3400,3013],{"id":3012},[1101,3402,3403],{},"Four 75-minute online conversations produced almost 3,250 ideas. A multi-step analysis looked at the content, at expectations about the culture, and at recurring language patterns.",[1135,3405,3020],{"id":3019},[1101,3407,3408],{},"A clear picture emerged of the desired internal culture, the priorities, and how to bridge the distance between locations. Colleagues around the world were able to take part in the process within a short time.",{"title":225,"searchDepth":153,"depth":153,"links":3410},[3411,3412],{"id":3012,"depth":153,"text":3013},{"id":3019,"depth":153,"text":3020},"German Federal Foreign Office","After a review of foreign policy, the German ministry gathered input from more than 350 employees worldwide, on culture and direction.",{"src":3416,"alt":225,"width":3136,"height":3417},"\u002Fimages\u002Fcases\u002Fduitse-buitenlandzaken.jpg",1276,"In four sessions of 75 minutes, 350 employees worldwide contributed almost 3,250 ideas.","After the 2014 policy review, senior leadership wanted to know how employees viewed the organisation's culture and its European direction, from the central departments in Berlin to embassies around the world. Those voices are worlds apart.","Read the case study for German Federal Foreign Office","case-learning-about-the-perception-of-germanys-foreign-policy",{},[3424,3427,3429],{"value":3425,"label":3426},"350+","employees worldwide",{"value":2988,"label":3428},"sessions of 75 min",{"value":3430,"label":3431},"~3,250","ideas","\u002Fcases\u002Fduitse-buitenlandzaken","350+ employees worldwide",{"title":3396,"description":3414},"cases\u002F10.duitse-buitenlandzaken","ZlZGPHu_lRZj0rtn-Lu-EymyiRbfYvYLoCiW36RXxBY",{"id":3438,"title":3439,"body":3440,"category":3029,"client":3456,"description":3457,"extension":258,"image":3458,"insight":3461,"intro":3462,"linkLabel":3463,"liveSlug":3464,"meta":3465,"metrics":3466,"navigation":269,"order":934,"path":3475,"quote":158,"scope":3476,"seo":3477,"seoTitle":158,"stem":3478,"to":3475,"__hash__":3479},"cases_en\u002Fcases\u002F11.vrom-randstad-2040.md","Citizens determined the priorities for Randstad 2040 themselves",{"type":222,"value":3441,"toc":3452},[3442,3444,3447,3449],[1135,3443,3013],{"id":3012},[1101,3445,3446],{},"In guided online dialogues, 400 citizens explored the future of mobility, housing, transport and urbanisation, with custom-tailored scripts and professional moderation.",[1135,3448,3020],{"id":3019},[1101,3450,3451],{},"The sessions produced widely-supported, contested and rejected positions, which sped up the follow-up conversations with stakeholders. In the end, parliament adopted recommendations from the research.",{"title":225,"searchDepth":153,"depth":153,"links":3453},[3454,3455],{"id":3012,"depth":153,"text":3013},{"id":3019,"depth":153,"text":3020},"Dutch Ministry of Housing, Spatial Planning and the Environment (VROM)","For its vision on the future of the Randstad, the Ministry of VROM consulted 400 citizens on mobility, housing and urbanisation. Parliament adopted the recommendations.",{"src":3459,"alt":225,"width":3136,"height":3460},"\u002Fimages\u002Fcases\u002Fvrom-randstad-2040.jpg",1207,"Parliament adopted recommendations from the research among 400 citizens.","A vision for the Randstad (Amsterdam, Rotterdam, The Hague) needs input from the people who live there. The usual methods failed to capture those varied perspectives adequately.","Read the case study for Dutch Ministry of Housing, Spatial Planning and the Environment (VROM)","case-inviting-citizens-to-share-their-views",{},[3467,3470,3472],{"value":3468,"label":3469},"400","citizens",{"value":2988,"label":3471},"themes",{"value":3473,"label":3474},"adopted","by parliament","\u002Fcases\u002Fvrom-randstad-2040","400 citizens",{"title":3439,"description":3457},"cases\u002F11.vrom-randstad-2040","9DZs9J4n_DcGJH6A41tSio2GzA2uKALQ4NCr12FABqA",{"id":3481,"title":3482,"body":3483,"category":2971,"client":3499,"description":3500,"extension":258,"image":3501,"insight":3504,"intro":3505,"linkLabel":3506,"liveSlug":3507,"meta":3508,"metrics":3509,"navigation":269,"order":997,"path":3519,"quote":158,"scope":3520,"seo":3521,"seoTitle":158,"stem":3522,"to":3519,"__hash__":3523},"cases_en\u002Fcases\u002F12.frontline-strategie.md","The field force gave direction to the R&D strategy",{"type":222,"value":3484,"toc":3495},[3485,3487,3490,3492],[1135,3486,3013],{"id":3012},[1101,3488,3489],{},"An online brainstorm with representatives from the field force, with a custom-tailored script and moderation that gave everyone equal room, including the quieter participants who usually stay silent in meetings.",[1135,3491,3020],{"id":3019},[1101,3493,3494],{},"A ranked list of requirements for product development, plus concrete ideas for packaging, communication and distribution. Some priorities turned out to be cheaper and easier to realise than the planned R&D, and the field force's engagement increased.",{"title":225,"searchDepth":153,"depth":153,"links":3496},[3497,3498],{"id":3012,"depth":153,"text":3013},{"id":3019,"depth":153,"text":3020},"Pharmaceutical company","A pharmaceutical company gathered unfiltered market insights from its own field force and found priorities that were cheaper than the planned R&D.",{"src":3502,"alt":225,"width":3136,"height":3503},"\u002Fimages\u002Fcases\u002Ffrontline-strategie.jpg",1282,"Some of the field force's priorities turned out to be cheaper and easier to realise than the planned R&D.","The field force knows what the market wants, but in focus groups a few people drown out the rest. The company wanted input that wasn't shaped by the loudest voices.","Read the case study for Pharmaceutical company","case-involving-frontline-staff-to-shape-the-strategy",{},[3510,3513,3516],{"value":3511,"label":3512},"field force","has its say",{"value":3514,"label":3515},"ranked","by priority",{"value":3517,"label":3518},"cheaper","than planned R&D","\u002Fcases\u002Ffrontline-strategie","field force has its say",{"title":3482,"description":3500},"cases\u002F12.frontline-strategie","YtjKLjpKgvFJUEnUheELzBl1eMAnsIZ0NPDD62gVRPw",{"id":3525,"title":3526,"body":3527,"category":2971,"client":3543,"description":3544,"extension":258,"image":3545,"insight":3548,"intro":3549,"linkLabel":3550,"liveSlug":3551,"meta":3552,"metrics":3553,"navigation":269,"order":1061,"path":3563,"quote":158,"scope":3564,"seo":3565,"seoTitle":158,"stem":3566,"to":3563,"__hash__":3567},"cases_en\u002Fcases\u002F13.it-uitrol.md","Same rollout, very different resistance per group",{"type":222,"value":3528,"toc":3539},[3529,3531,3534,3536],[1135,3530,3013],{"id":3012},[1101,3532,3533],{},"Using a fixed script on change-readiness, local managers, implementation teams and frontline staff were surveyed separately. Multiple sessions made the shift in attitude visible along the familiar change curve.",[1135,3535,3020],{"id":3019},[1101,3537,3538],{},"Under identical conditions, the groups turned out to feel very differently about the change. That only became visible by measuring it per segment. This let the team tailor its approach per group, and gave the project organisation a clear view of obstacles and opportunities.",{"title":225,"searchDepth":153,"depth":153,"links":3540},[3541,3542],{"id":3012,"depth":153,"text":3013},{"id":3019,"depth":153,"text":3020},"International energy company","During a global IT rollout, the company measured change-readiness per stakeholder group and tailored its approach accordingly.",{"src":3546,"alt":225,"width":3136,"height":3547},"\u002Fimages\u002Fcases\u002Fit-uitrol.jpg",2893,"Because the team measured per segment, it could tailor the approach to each group.","For a major IT rollout across several countries, the company wanted to know beforehand and afterwards how different groups felt about it.","Read the case study for International energy company","case-engaging-stakeholders-in-it-project-roll-out",{},[3554,3557,3560],{"value":3555,"label":3556},"multiple","countries",{"value":3558,"label":3559},"change curve","as a yardstick",{"value":3561,"label":3562},"per segment","mapped out","\u002Fcases\u002Fit-uitrol","multiple countries",{"title":3526,"description":3544},"cases\u002F13.it-uitrol","JlJeYSdZo003ynBfXa_ngSwIWFVpV2EC9ohRcdLqdwA",{"id":3569,"anonimiteit":3570,"extension":14,"gesprek":3594,"hero":3615,"meta":3634,"seo":3635,"stem":3637,"vergelijking":3638,"__hash__":3700},"hoeHetWerkt_en\u002Fen\u002Fhoe-het-werkt.yml",{"label":3571,"sublabel":3572,"title":3573,"note":3574,"points":3575,"afterText":3591,"afterLink":3592},"Anonymity in brief","3 safeguards","No message can be traced back to a person.","People only write honestly what they think when nobody can see who wrote it. That is why Upvoice works without names and without logins.",[3576,3581,3586],{"n":3577,"title":3578,"text":3579,"tag":3580},"01","Anonymous from the first click","The system gives every participant a random code. There is no login and no name: we do not know who anyone is, only what each code did.","Random code",{"n":3582,"title":3583,"text":3584,"tag":3585},"02","Your data stays in the EU","All data is stored within the European Union. That means we comply with the GDPR.","EU · GDPR",{"n":3587,"title":3588,"text":3589,"tag":3590},"03","No trace after the session","IP addresses are deleted automatically at the end of the session and never appear in any report. Breakdowns never go below eight people; a question that produces smaller groups is left out of the reporting.","Minimum of 8 per segment","Want to know exactly how Upvoice handles this technically?",{"label":3593,"to":40},"Read how we safeguard anonymity",{"label":3595,"title":3596,"text":3597,"beats":3598},"What a participant sees","How one remark climbs from the shop floor to the boardroom table","Four moments from the same 45-to-75-minute session. Follow the message highlighted in green: in step 1 you write it, in step 4 it sits in a group with messages on the same topic.",[3599,3603,3607,3611],{"n":3600,"title":3601,"text":3602},"Step 01","You write your own answer first","You open one link, type your answer to the question and send it. You do not see other people's messages yet, so they do not influence your answer. Nobody sees who you are.",{"n":3604,"title":3605,"text":3606},"Step 02","You vote on what others wrote","For every message from someone else, you slide the dot to the left if you disagree and to the right if you agree: the further, the stronger your opinion. You do not vote on your own message. You do see how many others are voting on it and what percentage agrees.",{"n":3608,"title":3609,"text":3610},"Step 03","You watch the votes on your message come in","The number of votes on your message rises and the percentage agreeing moves with it. Many others agree with you, so your message moves to the top of the list. Messages then get a label saying what they are about.",{"n":3612,"title":3613,"text":3614},"Step 04","Messages on the same topic are grouped","Messages on the same topic are placed under one heading. By the end you see a handful of themes instead of separate messages. Within each theme you see for every message what percentage agrees, so you also see which solution gets the most support.",{"label":24,"sublabel":3616,"title":3617,"lead":3618,"primary":3619,"secondary":3620,"factsLabel":3621,"facts":3622},"One hour, live and anonymous","Joining takes one click. You get the input you need the same day.","Your people open one link on their laptop, tablet or phone: no download, no account and very little bandwidth needed. They write, read and vote on each other's messages. During the session you already see which messages get the most support.",{"label":9,"to":10},{"label":12,"to":13},"In brief",[3623,3626,3629,3632],{"label":3624,"value":3625},"Participants","1 click, no download",{"label":3627,"value":3628},"Connection","Low bandwidth",{"label":3630,"value":3631},"Duration","45–75 minutes",{"label":292,"value":3633},"Up to 10,000 per session",{},{"title":24,"description":3636},"How a Synthetron dialogue works: participants join with one click, no downloads. What they see on their screen during the session, how the dialogue compares with other formats and how anonymity is ensured.","en\u002Fhoe-het-werkt",{"label":3639,"sublabel":3640,"title":3641,"text":3642,"forms":3643,"questions":3687},"Three formats compared","Online dialogue","In a dialogue, participants give answers you could not have thought of beforehand.","A survey gives numbers without explanation, a focus group gives explanation from a handful of people. The dialogue gives you both: open answers from the whole organisation, weighed by the participants themselves.",{"caption":3644,"columns":3645,"rows":3649},"Three formats side by side",[3646,3647,3648],"Survey","Focus group","Dialogue",[3650,3660,3668,3678],{"label":3651,"cells":3652},"Who takes part",[3653,3656,3658],{"text":3654,"mark":3655},"Everyone you invite","geen",{"text":3657,"mark":3655},"A small, selected group",{"text":3659,"mark":3655},"Up to 10,000 people per session, anonymously",{"label":3661,"cells":3662},"Who decides the answers",[3663,3665,3667],{"text":3664,"mark":3655},"You, beforehand",{"text":3666,"mark":3655},"The participants, in their own words",{"text":3666,"mark":3655},{"label":3669,"cells":3670},"Explains the why",[3671,3674,3677],{"text":3672,"mark":3673},"No","nee",{"text":3675,"mark":3676},"Yes","ja",{"text":3675,"mark":3676},{"label":3679,"cells":3680},"Shows what has broad support",[3681,3683,3685],{"text":3682,"mark":3673},"Only for answers you thought of",{"text":3684,"mark":3673},"No, the group is too small",{"text":3686,"mark":3676},"Yes, participants weigh each other's messages",{"caption":3688,"columns":3689,"rows":3690},"How the question differs",[3646,3648],[3691,3694,3697],{"survey":3692,"dialog":3693},"“How satisfied are you? (1–5)”","“What would noticeably improve your work, and why that in particular?”",{"survey":3695,"dialog":3696},"“Agree \u002F disagree with this statement.”","“What do you run into in practice, and what solution do you see yourself?”",{"survey":3698,"dialog":3699},"“Choose one of the answers.”","“Which answer is still missing, and what makes it better?”","Gy3_pXD_MPscCMZFbS0rJYroGntfXtvCpVj9s_dwm_A",1794381386296]