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Wanneer een nieuwe softwareoplossing wordt geĂŻntroduceerd, is de grote vraag: wie zorgt ervoor dat mensen het ook daadwerkelijk gebruiken? Is het de verantwoordelijkheid van de softwareontwikkelaar, de implementatiepartner of de klant die de software binnen de organisatie introduceert?
Het antwoor...
Managing change can feel like navigating a storm: stakeholders pulling in different directions, resistance building up, and priorities shifting constantly. Sound familiar?
The good news? Change doesnât have to be chaotic. With the right structure, it becomes manageable, even exciting. Thatâs exac...
We weten allemaal dat verandering moeilijk is. Of het nu gaat om een nieuwe werkwijze, software-adoptie of een complete cultuurverandering, te vaak blijft het bij goede intenties en weinig resultaat. Maar waarom?
De harde waarheid: verandering mislukt meestal niet door gebrek aan motivatie, maar do...
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Verandering implementeren in een organisatie is vaak een uitdaging. Je introduceert een nieuwe tool of werkwijze, organiseert trainingen, communiceert helder⌠en toch blijft de adoptie achter. Medewerkers vallen terug op oude gewoontes, vermijden de nieuwe workflow en de verandering stagneert.
W...
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Over the years, we've worked extensively with Rick Maurerâs three levels of resistance:
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âI Donât Get Itâ â Cognitive resistance, where people struggle to understand the change.
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âI Donât Like Itâ â Emotional resistance, driven by fear, anxiety, or frustration.
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âI Donât Like Youâ â T...
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Why do so many organizations attempt change, but so few succeed?Â
Weâve all heard the corporate promises: âWe are a change-driven organization!â or âPeople are at the heart of our transformation!â, yet many initiatives fail somewhere between intention and reality.
Organizational change often do...
Rolling out a new IT system isnât the finish line, itâs the starting point. Too often, companies invest millions in new software, complete the technical implementation, and call it a success. Fast-forward a year, and what happens? Low usage, frustrated employees, workarounds, and eventually⌠a quiet...
 Self-control is often seen as the key to success. Whether it's healthy habits, sustainable behavior, or productivity improvements, the underlying assumption is that discipline and willpower are necessary to achieve long-term goals. But what if this classic approach is incomplete?
The study âPleas...
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Yesterday, I came across this quote by Lao Tzu: âTime is a created thing. To say âI donât have timeâ is like saying âI donât want toâ.âÂ
Many busy people will strongly disagree, claiming they genuinely donât have time. While that might sometimes be true, often it boils down to a lack of priority...
 Have you ever invited someone you donât particularly like to a party just because they invited you to theirs a few months earlier? Thatâs human nature. Itâs the psychological principle of reciprocity at workâwe feel compelled to return a favor.
Reciprocity is about balancing the scales: when someo...
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What you create or invest effort in, you value more than what others create.
This is the IKEA Effect, named after the Swedish furniture retailer. Many people think IKEA is successful because of its affordability, but thatâs just one part of its value proposition. The other important aspect is al...
We prefer what feels familiar. When confronted with something new or unfamiliar, we often rely on what we already know. This is the mere exposure effect at workâa psychological phenomenon first introduced by Robert Zajonc in 1968. Itâs an essential concept in behavioral psychology and plays a sign...