Organisations in contemporary society are confronted with increasing complexities and demands for change. Even though people and organisations see the need for change, attempts towards this change do not always yield the aspired results. CIS guides organisations (generally in counties beyond the Euro-American axis) in change processes from a socio-constructivist perspective and based on the concept of co-creation (Wierdsma, 1999).
The social-constructivist perspective makes us look at organisations as communities that are socially constructed based on regular interaction between its employees. This means that organisations can also change through interaction with and between its employees (Hatch, 2006). CIS applies a form of 'process consultation' (Schein, 2000), in which it is not the consultant who prescribes what needs to change and how, but rather to make a joint analysis of hidden forces and processes, resulting in a collective learning process whereby CIS staff facilitates the co-creation of the necessary interventions.
“Organisations are the product of our thinking and interacting. It suggests that individuals and teams can affect even the most daunting organisational barriers" - Peter Senge (1990)
Our point of departure is that input from and active participation by individuals and the team is necessary for and can contribute to sustainable change (see figure 1). In an organisation, there is a continuous interaction between the organisational, team and individual levels.
Change management involves tackling things in a structurally different way, learning new practices but also ‘unlearning old habits' ('learn and un-learn'). ‘Reflection-in-Action within an Organisational Learning System' therefore becomes the art of leadership (Schön, 1991) and guiding change.