Tough social times Belgium is going through tough social times. November and December have been particularly intense in terms of manifestations and strikes. And it may not be over yet. Union leaders say that people are very worried and afraid
Transition and resilience In an earlier blog on transition, I wrote about resilience. Resilience offers a way of dealing with continuous change. Or with transition, as I like to call it. I believe in the power of resilience. I have experienced it
Big Mouth So big mouth, I thought to myself as I looked in the mirror shaving that morning more than a year ago. I was about to face the workforce of the plant where I worked as a plant manager and
Black-out In Belgium, a possible local shortage of electricity (an organized “black-out”) is menacing many companies, individuals and families, spread over 6 areas in the country. Because of this news, all actors have become fully aware of the risk of running out of
Resilience is relatively new in the change management – vocabulary. Kurt Lewin has developed a traditional model for explaining change. His model is known as “Unfreeze – Change – Refreeze”. It explains the three stages of any change process. Lewin uses the metaphor of an ice
Reverence I love music. I often find inspiration in the lyrics. Sometimes a song provides inspiration, a last missing piece of a puzzle.Take “Reverence” by Faithless. One phrase really took my attention. “You don’t need eyes to see, you need vision”. “You don’t need eyes
HR strategy, the discussion. I’ve been in HR now for more than 15 years. In all these years the “strategic” role of HR has not been out of the debate. Through the years I’ve noticed that this strategic role is complex and intangible.
The capability to change Permanent change is like daily food: you simply can’t do without it. But there’s a difference. Food you just have to eat. But we need to manage change, don’t we ? No. This is not one