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Rombout van den Nieuwenhof

The language of change


Changes are complex, lead to resistance and are marked by the oral character of the time. In change literature, instead of approaching complexity with sufficient complexity, complexity is repressed and flattened to one-dimensional solutions. Whoever looks at the bookshelves with popular management literature will become despondent from the screaming tides: 'This is the way!' 'This is how to approach change!'' 'How to be successful too!' This study aims to offer a completely different view on unique, complex and dynamic change issues. Foremost is not the provision of general solutions, but the set up and explicating of a common learning and choice process. This takes place by developing a process model (Van Aken, 1994) or sensitizing device (Giddens, 1990), with which change processes can be set up as a discursive process.


The objective of this study is the design of an integral, contingent, dynamic and practical change model that can serve as a guiding principle for setting up unique, dynamic and complex change processes, thereby stimulating the learning capacity of organizations by stimulating productive tension in a (collaborative) process of co creation.