Change management within organizations. Every employee sooner or later has to deal with it: change. Sufficient time has been set aside for the preparations for a change, everything has been prepared down to the last detail and then the implementation can begin. Unfortunately, the results of change management are disappointing or even worse: the change process fails. Up to 70% of all change processes in the business world fail and too little is invested to make the changes successful.
What you need is an approach that allows you to implement changes successfully. An approach in which you take someone's preferences into account and there is mutual understanding. The color theory of Caluwé and Vermaak (2006) can help you with this. Do you want to know how you can apply color theory? You can read it in this blog.
What is change management?
Over the past few weeks, we have discussed change management several times. For instance, in our previous blog, we talked about an approach to change management. And in yet another blog, we discussed the different phases of change management.
What exactly is change management? Change management is a form of management that focuses on implementing changes within a company or organization. According to Tiggelaar (2010), the literature on change management focuses too much on the cognitive aspect of people's behavior and will. According to Tiggelaar, behavior is a complex problem that cannot be described in one concept; it is important that you use multiple views on behavior. There are also different views on change. A model that fits different views on change is the color theory.
The color theory of De Caluwé and Vermaak
The color theory is a model developed by professor of consultancy Leon de Caluwé and organizational psychologist Hans Vermaak. The model represents five views on change. Each vision has its own color and therefore reflects an underlying set of beliefs about change. According to Caluwé and Vermaak (2006), there are five different colors: yellow, blue, red, green and white. In the table below you will find per color what the vision on change is and when the change has been successful (the success factor).
Yellow-print thinking
For employees who have a yellow vision about change, creating support, bundling interests and creating win-win situations is very important. Key figures such as those in power, opinion leaders or powerful personalities must also support the changes. Yellow-print thinkers believe that everyone acts in their own interests, that there are always hidden agendas. It doesn't matter what someone says, it matters who says it. And not because of what you know, but because of who you know.
Blueprint thinking
For people who have a blue vision about change, efficient organization, detailed specifications, planning and control are very important. The following applies to this group: think first and then act. Do you remember that one employee who determines the result in advance, as well as the route to it: from A to B? That is a blueprint thinker who likes step-by-step plans, manuals and guidelines. Their choices are based on expertise and evidence, because measuring is knowing. According to them, what cannot be measured does not matter.
Red-print thinking
For employees who view change through red glasses, motivating people and fostering a sense of "we" are very important. You need to stimulate and motivate this group in the right way. You do this by rewarding good behavior and correcting undesirable behavior. How do you create a sense of "we" within this group? You do this by creating a sense of togetherness among these employees. Good communication, effective collaboration, and team building are crucial in this regard. The DISC model can help you understand the communication styles within your team and align your change strategy accordingly. After all, according to them, change can only take place in personal, open, and respectful conversations. Showing support, recognition, perspective, and respect is essential for red-print thinkers.
Greenprint thinking
With these employees, it is important to place them in learning situations. For when you learn, you change; and when you change, you learn. Allow greenprint thinkers to acquire new skills, adapt to changed circumstances, or become aware of their own way of doing things and looking at the world. For if employees know where they are “consciously incompetent,” then they know what they cannot yet do and are motivated to invest in and work on it. How do you make changes a success for this green group? By providing feedback and also by allowing space for reflection. You may and must learn from your mistakes. Whiteprint thinking
Whiteprint thinking
What is typical of the last group: the white-print thinkers? With white print thinkers, employees take action on their own. Self-organization, meaning-making and will formation are key words here. These employees take action based on their motivations and only open themselves up to change when they want it. Do you have a colleague who only does something because he or she wants to? Then there is a good chance that this is a white-print thinker. These employees are difficult to influence and they are creative, innovative and stubborn.
Showing your colors with change management
If you have to change, what colored glasses do you look through? When changes take place, everyone looks at these changes from their own colored glasses. Communication between two people wearing red glasses will usually run smoother than, for example, between two people wearing red and blue glasses.
It is important that you realize that all colors are equal. One color is not better or worse than the other. Everyone has their preference to communicate using a certain main color. The trick is to communicate changes with a combination of different colors. A color should be the main approach with which you communicate a clear message. You will then involve the different colors in the change process and communicate from these different colors. For example, by drawing up a plan (blue), negotiating the required budget (yellow), communicating with the target group (red), coaching others (green) and creating space (white).
By communicating from different lenses you can talk to each other better and also talk about change more meaningfully. No one can speak or think without color. However, becoming aware of certain likes and dislikes contributes to a meaningful dialogue. And through meaningful dialogue, there is a greater chance of support. And this also increases the chance of successful implementation of the changes.
Show your colors with Insights Discovery
Not only during changes, but also in everyday life, you take action based on certain preferences. A model that also uses colors and where you gain insight into yourself and others is the Insights Discovery wheel. This Insights Discovery wheel was developed by Andrew and Andi Lothian and is based on the ideas of Carl Gustav Jung. In the image below you see the Insights Discovery wheel.
The colors refer to behavioral preferences that determine how you react, think, and act. Everyone has all the colors within them, and the combination of colors makes us unique as human beings. Over the years, you have developed a preference for certain colors, and context also plays a major role in this. With the Insights Discovery color language , you gain more insight into yourself and others. This allows you to learn where your strengths and areas for development lie. You also learn to recognize the colors in colleagues, which leads to, among other things, greater mutual understanding, more effective collaboration, and better communication.
Successful organizational change
How can you ensure that your employees respond successfully to change? You do this by using Insights Discovery . Every individual reacts differently to change, and with Insights Discovery, you gain insight into your employees' preferences. Before, during, and after the changes, you speak in the different color languages of your team. By speaking in different color languages, employees feel heard, are more engaged, and are more inclined to make a positive contribution to the changes. A personal approach is therefore essential in change management, and Insights Discovery makes a significant contribution to this.
Business Improvement
Do you want to know how to show your true colors during your change process? Or are you unsure which change process is right for you? We are happy to help you on your way with your Business Improvement #Change2success
Sources
De Caluwé, L. & Vermaak, H. (2006). Learning to change: a handbook for the change expert. Deventer: Kluwer.
Tiggelaar, B. (2010). The Core of the Matter: Feasibility and effectiveness of behaviour-oriented dual-system interventions in organizational change. Soest: Tyler Roland Press. Assertive communication is an important skill in this context for discussing changes clearly.
Read also
De Caluwé and Vermaak's color theory describes five different ways of looking at change, each represented by a color: yellowprint thinking (power and interests), blueprint thinking (rational design), redprint thinking (motivation and HRM), greenprint thinking (learning and development), and whiteprint thinking (self-organization). Kenneth Smit offers management training courses in which this theory is applied practically.
Research shows that up to 70% of all change processes fail. The main causes are insufficient attention to the human side of change, a lack of support among employees, unclear communication about the goal, and the absence of a suitable change strategy that aligns with the organizational culture.
The right change style depends on the organizational culture, the urgency of the change, and the stakeholders involved. Color theory allows you to analyze which approach fits best. A stakeholder analysis helps with this. Kenneth Smit offers leadership training that helps managers choose the right approach.
You create support by involving employees early on, communicating clearly about the rationale behind the change, providing space for resistance and emotions, and making small successes visible. The circle of influence helps employees focus on what they themselves can influence.
Change management focuses on the structural and process-related aspects of change: planning, organization, and control. Change leadership is about inspiring and motivating people to embrace change. Effective organizational change requires both. Read more about developing leadership at Kenneth Smit.
