Process Management and Managing Change Processes (2004)

A chapter in a book dealing with process management. The chapter describes a case involving a department at Rijkswaterstaat, the executive arm of the Dutch Ministry of Infrastructure and the Environment, which worked with the Change Monitor. The organization opted for an open dialogue about all of the results. The Change Monitor is discussed as an example of an alternative to the classic management of change.

Original Dutch reference: Bennebroek Gravenhorst, K.M. (2004). Trajectmanagement en sturing van organisatieverandering. In P. van der Knaap, A.F.A. Korsten, C.J.A.M. Termeer & M.J.W. van Twist (Red.), Trajectmanagement. Beschouwingen over beleidsdynamiek en organisatieverandering (pp. 65-86). Utrecht: Lemma.

The issues at play in managing change within organizations are comparable to those involved in managing policy and policy systems. In the field of change management, developmental change is an alternative to classic top-down management. The case of a reorganization process within a department at Rijkswaterstaat serves to illustrate the practice of this alternative change strategy. The organization in this case made use of the survey-feedback methodology. Developmental change also calls up new questions. The consideration of those questions provides insights that can affect how we think about process management.

Table of contents (in Dutch)
Opening chapter (in Dutch) 
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