The inner side of Organizational Change: | Thijs Homan | TEDxAmsterdamED

Professor in Implementation and Change Management Thijs Homan has been focused on this question for many years: "What really happens when organisations change and develop?" In addition, he approaches conventional organisation and management theory formation critically. In his work, Thijs particularly looks at the 'lived experience' of people to understand (changing) organisations. During his talk he will share the key insights needed for smooth transformation within schools or organisations.
Thijs Homan: Professor in implementation and change management. He was promoted in 1989 for his research on the role and position of top managers in large coöperations in the Netherlands.
This talk was given at a TEDx event using the TED conference format but independently organized by a local community. Learn more at www.ted.com/tedx

[@JustBCWi]

A well done presentation. The key takeaway is that one cannot manage change because change occurs beyond the boundary of management control. His metaphor brings to mind meteorology: There are groups of order based on power configurations. These are high & low pressure centers. The workforce are self-organized into clouds of meaning. To effect change, one needs to change the power configurations. The workforce adapts to those changes. How the clouds look, etc. This results in weather fronts of change. Now the stronger the change, the stronger the front...the more catastrophic the impact.

[@albertakhidenor]

I felt the metaphor reflected that of an ORGANISM or POLITICAL SYSTEM based on Morgan’s Images of Organization. I think it’s vital to recognize those “clouds” and engage them

[@nusion3695]

This is ‘big think’ with a capital B! Refreshing.

[@ngamsirinanakorn1310]

This is my first time that I listened to the most exciting session on org change!

[@tarmac5482]

That picture 10:27 is the reality of all the organizations. There are various "powers" at play all the time and we as "change agents" should utilize majority of them to org's advantage. That means we have to be "political". Thank you for bringing clarity.

[@prateektheseoguy]

What a great talk on change management! An absolute fresh perspective

[@Nalliyappa]

awesome presentation and unique perspective

[@Ishmealmohammed-eb4zg]

A very insightful presentation.

[@maryamrashidi2329]

Excellent talk! Thank you.

[@andreaglazzari]

Wery frank and practical perspective! Love it :D

[@aliyasethi9823]

Real life going on in org off stage so OC is power relations off stage. On stage interventions don’t influence life in org. Connecting with off stage reality is important so main focus should be on off stage. Thus in CM process reflect on assumptions- lay off the glasses of on stage formal interventions n find the change that’s dynamic n going around everywhere n link with it as that’s the real work.

[@yichispiritual]

Finally there is something that make sense!

[@ShuldaTube]

Though tough to catch everything said, it is really wonderful talk. As a person working in changing organization, I learned a lot.

[@kaziaryan742]

Very impressive & guiding lecture/presentation

[@filiphlupic1582]

Interesting perspective, it should probably be both, influencing a change when necessery from the outside, and watching for change and going with it and improving things from inside towards better big picture

[@Meemzeh]

So I guess,: the most important thought about 'creating change' is to have social decisionmakers convinced of the usability of a certain change. These social decisionmakers contribute to the general acceptance of this opinion (of change) by talking about it in these local conversations in these clouds.

[@yinieyabubakar3160]

can someone please explain or give me a link about what he trying to say because i'm having trouble understanding what he is saying

[@flikkie72]

18:45 Man, I didn't know change management branched off from quantum mechanics!

[@djohnsonstudios]

Does anyone know where to find his research?

[@andreaglazzari]

Did you find it?

[@djohnsonstudios]

nope

[@andreaglazzari]

I've found this: "Strategy implementation: What is the failure rate?" Carlos J.F. Candido and Sergio P. Santos

[@suwan1986]

easiest change management is to change THE management?

[@schipperstef]

And THE management is: the people. Absolute key that they are changing (better: transforming) themselves first and then (only then!) create the right circumstances for the culture to flourish. Otherwise it’s the same mindset want to do new things. It will crash as well.

[@khalilac17]

The question not being asked is why complicate something as simple as change? Ted talks is a platform for people who like hearing their voice. Making a complicated science from something so simple.

[@joesabado1027]

I'd love to read more of how do simplify change. I agree with you and I’d like to know more about how change can be made simple. Thanks.

[@albertakhidenor]

change is dealing with humans and we’re complex being so change is complicated

[@kirstinetermansen7234]

Moopster

[@anujagarwal4596]

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