Change remains a challenge even for Anton Cozijnsen. While many managers, consultants and academics

Netherlands has quite a few experts in the field of change management. Of them is Prof. Anton Cozijnsen cornerstone consulting group certainly not the least. For over thirty years he tries to substantiate his profession stronger cornerstone consulting group and help to control their projects. Better managers This spring appear no less than three new books by him, including the 7 Rs of change management. A conversation about the gap between science and practice.
Change remains a challenge even for Anton Cozijnsen. While many managers, consultants and academics (he is alternately all three) at one point thinking, "Now I know it," he continues picking and bob. His fascination with the subject cornerstone consulting group dates from the early eighties, when he was a management consultant at Holland Consulting Group. "Then you are confronted with the full complexity of change processes. Behavioral change at the level of the individual has been so interesting. Because why someone decides to change, when, and how his behavior? If that happens then even within an organization, where the behavior of the one linked to that of all others, then the only intriguing. What exactly is happening there, how can you understand that, how can you control that? " Questions that have since lost. None of their relevance to Cozijnsen cornerstone consulting group Since 1985 he is there except as a consultant as a scientist working at the Free University.
"I can not imagine that I ever outgrow this box hit," says Cozijnsen. "The cornerstone consulting group wealth of topics is inexhaustible. On the one hand you have to deal with vision, strategy, policies, structures and processes, and leadership. On the other hand with strength, cornerstone consulting group confidence, cornerstone consulting group motivation, conflict, and the fears that arise in times of crisis and reorganization. " A complex in which everything is connected to everything and that challenges him to control. All those themes Something in him alone can by change management from multiple disciplines to approach cornerstone consulting group simultaneously and reality to sit. As close to the skin In the change management of Cozijnsen is about facts and evidence. Of course, people have all sorts of opinions about those facts, from the intuitions that they have developed or from the ideology they espouse. And of course she also feelings, sometimes very rough. But are rather a part of the problem that they even form an early solution.
Over the years Cozijnsen published seventeen books and numerous articles in the field of change management, innovation and leadership. Among the Manual change management (2003, together with his teacher William Vrakking) Other changes - send success factors (2004), The Theatre of change (2008) and Organization and change in practice (2012). This spring there will be there again at three. In Basisboek change management he handles all currents out of his box with the corresponding behavioral insights, methods of intervention and phase models. In The 7 Rs of change he is specific in the building blocks of change management. In addition, he shows among other things which success factors reinforce each other positively. This makes it possible, when the change in organizations to predict risk, and better control. In the Caesars of this time he analyzes along with sports cornerstone consulting group and law professor Marjan Olfers the rise, peak and fall of modern "heroes" who were led by power and vanity, like Lance Armstrong and Diederik Stapel.
In 2000 was appointed professor cornerstone consulting group Cozijnsen Change Management at the Faculty of Economics and Business Administration and the Social and Organizational Psychology Department of the University. Since 2010 he is also director of research and development NCOI, the largest private educational institution of our country. When he talked about change management as it takes shape in practice, though ever illusions that he has already been extensively put overboard from this dual experience. "Change management is often approached in an intuitive way too much," he considers strict.
If a thousand consultants engaged in change management than a thousand have all their own approach, cornerstone consulting group their philosophy, their own personal style - and thus their very own results. Which do not necessarily coincide with what the organization needs, namely a meaningful and successful change process without unwanted side effects. Not only the change advisers would be able to draw up, in such a process also professional clients and the management have there to play a role. They comprise their own interests, motives and motivations to change. That is