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New business book shows how to transform employee behaviours to effect lasting organisational change

Dismissing the notion of managing change, Change 3.0 gets to the heart of what needs to happen to transform behaviours and generate systemic change

NEW Business Book 'Change 3.0' offers an effective framework for SME leaders to create lasting organisational change by transforming group behaviours and culture to work towards a desired outcome

• Best-selling Dutch business book, 'Change 3.0, A natural approach for sustainable organisational change', is now available in English
• Change 3.0 addresses complex change processes such as change to a company strategy or culture
• Focuses on 7 essential principles for creating lasting organisational change by effectively influencing collective (employee) behavioural change
• Is a response to the rapid, disruptive change in today’s business climate; enables businesses to develop the skills & attitude that allows change to work for rather than against them
• Aimed at SME leaders & managers, entrepreneurs and HRs

Organisational change is traditionally rooted in problem analysis and diagnosis; Change 3.0 takes the unique approach that organisational change is about a ‘change in collective (or employee) behaviour’. To elicit a successful organisational change rather than defining and solving problems, the focus needs to be working towards a desired outcome thereby influencing behavioural change to ensure that this is achieved.

A 3.0 Change is a change that is self-perpetuating, because new behaviours have been established and become the new norm - if the necessary behavioural changes don’t happen, change won’t happen. With Change 3.0 the change does not come from outside influences, but directly from within the organisation.

“Change 3.0 addresses large or complex changes such as changes in a company strategy or culture, for example - merging departments, finding new ways of working together, collaboration issues or introducing a new business model. Changes where the odds of failure are much higher, because the change goes against an (or a part of an) existing system. These are referred to as ‘tough challenges’ because they require people to do things that are fundamentally different from what they have done before.” Comments Wendy Nieuwland, co-author of Change 3.0.

Nieuwland continues, “One of the key reasons why so many change projects fail is that nothing changes in the foundation of the organisation, what we refer to as the collective ‘constructs of reality’ which define a businesses’ collective or employee behaviour. If the (natural) collective behaviour remains unchanged, then it won’t take long for things to revert back to how they used to be.”

“Change 3.0 recognises that behavioural changes happen naturally based on all kinds of influences that are largely out of our control. Behaviour and behavioural change can’t be forced; people do change their behaviour, but not because others tell them to. However, by using the fundamental knowledge of how behaviour changes naturally, it is possible to influence and steer it in a certain direction.” Nieuwland concludes.

Based around seven essential principles which are the result of extensive analysis on what makes the difference between success and failure in change processes. Change 3.0 distinguishes between the essentials and ‘nice-to-haves’ for realising change. These principles focus on how to approach a change to maximise results, which takes into account both the role of the leadership, that of employees and the context in which the company operates. Leading to an iterative process to develop the desired outcome with and within the system of the organisation itself.

Change 3.0 is a response to the rapid, disruptive change in today’s business climate where change is not the exception anymore, but the norm. Businesses need to do more than just adapt, they need to develop the skills and attitude that will allow this continuous change to work for rather than against them.

This book will benefit HR, entrepreneurs, business leaders and managers of small and medium sized enterprises, who want to get things moving in a change process or who want to follow through on a new idea about how clients could be better served for example.

Change 3.0 moves away from the premise that change is only initiated to solve a problem. Instead it focuses on joint desired outcomes, fully acknowledging what problems are in the way of getting where the business needs to go and being smarter about how to use your resources. In doing so Change 3.0 addresses the toughest challenges within the field of change – creating and facilitating lasting change in order to future proof a business and learning how to change more effectively.

The book Change 3.0 includes many examples and case studies on how the approach works in practice as well as providing practical challenges to try within a business environment.

About Change 3.0

Change 3.0 ‘A natural approach for sustainable organisational change’, was first published in 2015 in Dutch. Due to its success, it has now not only been translated but also extended and improved for the English-speaking market.

Published by Van Lindonk & de Bres and available on RRP GBP19.95 (GBP9.95 for the e-book)

Praise for Change 3.0

“All those wrestling with the task of effecting change in any aspect of organisational life should read this book. Dismissing the notion of managing change, Change 3.0 gets to the heart of what needs to happen to transform behaviours and generate systemic change. The authors' skill, knowledge and vast experience shines through in a work that makes clear there is no one-size fits all solution yet clearly signposts what to pay attention to in order to secure the desired outcome. An invaluable resource.”
Lynne Cooper, author ‘Business NLP for Dummies’ and ‘The Five Minute Coach’

For a review copy of Change 3.0, imagery or to set up an interview with the authors, please contact:

Victoria McQuade
07800 764673

About the authors

Co-authored by Wendy Nieuwland and Maaike Nooitgedagt who work as organisational change facilitators in both the Netherlands and internationally

Wendy Nieuwland has facilitated organisations and teams to realise changes together since 1997, using her background in communication science, languages, sociology and psychology. With a heathy dose of pragmatic creativity, bringing things back to the essence and the necessary levity even when confronting the brutal facts, Wendy guides organisations in finding their own unique answers to the challenges they are facing.

Maaike Nooitgedagt started her career in 2001 as a clinical psychologist, then retrained as a leadership trainer and consultant. Maaike uses this combined knowledge when facilitating organisational changes. With her sharp eye for patterns and knowledge of the background of human behaviour she creates the conditions to let change emerge from within.