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In this section we share with you a number of articles, interviews or contributions to conferences that show aspects of our work and vision on Learning, Organizational Development and Change. Since we believe that 'Knowledge only grows when shared' we invite you to share this with your own networks.


Distributed Leadership

Leemans, C., (2017).  Distributed Leadership.  A powerful engine for Organizational Performance.  Leadership Excellence Essentials. April

In this short article Clement Leemans is discussing how leadership could effectively trigger learning, innovation and change capacity in an organization.  He is exploring the distributed leadership concept where leadership is more seen as a system variable and not linked to a specific individual or position, but based on situational expertise and energy.

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Job Crafting

Clement Leemans, (2014)., Jobcrafting.  How can it enhance organizational performance.  Talent Management Excellence Essentials. Vol. 2, N°12.

In this short article Clement Leemans reflects on how job-crafting could be a lever for organizational learning by creating for job holders accountability and ownership not only for their own job, but also for the contribution of that job to their internal customers and the overall sustainable performance of their organization.  He is not looking at job-crafting as a purely individual process but as a systemic organization development exercise. 

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HRD as a strategic business lever

C. Leemans & S. Duts (2013)., Human Ressources Development as a strategic business lever.

This article has been written as a summary of a presentation Move! did for the Flemish Learning Network in March 2013 and it breaks with the general idea that strategic HRD would be mainly about translating the business strategy into developmental actions and policies in the organization.  Although that is part of it, Move! argues that an important strategic role of HRD is SHAPING and Co-creating the business strategy.  Shaping in two distinct ways : first by supporting and facilitating the organizational strategic process and making sure that it is based on sound processes and involving all stakeholders and secondly by contributing our HRD knowledge on the labour market, change management, innovation, organizational processes etc... which is crucial knowledge to forge an implementable and successful business strategy.   

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Look at the VOV presentation (in Dutch)

Torraco, R.J. & Swanson, R.A. (1995). The strategic roles of human resource development.  Human Resource Planning. 18(4).


Organizing for Sustainable Performance

C. Leemans, (2016).  Organizing for Sustainable Performance

In this short four page leaflet, we present Move! as an OD Consultant, our vision, activities and approach.

The leaflet is also available in Dutch and French (click on the thumbnail for the English version)

 Dutch version  /  French version


Engaging Experiential Learning Activities

C. Leemans, (2010).  Engaging Experiential Learning Activities

Ideally experiential learning happens “at work” and is simply part of useful, effective, added-value work, where people don’t just do what they do, but keep their eyes open for what happens, try to understand that and adapt their course of action to improve the outcomes. That growing “awareness” for improvement opportunities simply by ‘processing’ experience or the insight that changes in the environment demand for a different approach, is nothing else but : LEARNING.
But in real work situations you cannot ‘direct’ what happens and in the heat of the moment, significant observations are not always addressed… the game must go on and workload or urgencies are often in the way of thorough processing of experience and experimenting new approaches.
In “off-work” circumstances, workshops but also team meetings for instance, you can create the context to process experiences at work and if there is no immediate ‘common experience’ as the offset of an experiential learning process, you can ‘introduce’ those (near to real) experiences through a number of learning activities.

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The Lafarge Learning & Development Network

C. Leemans. (2004), The Lafarge Learning & Development Network. A collaborative effort to develop and implement organization wide vision, strategy and practices on Learning & Development

This article describes how Clement Leemans facilitated the 'strategy development process' for HRD in a large multinational organization through the development of a highly collaborative network of L&D Managers comming from 70 different countries and business units.  It functioned as a Learning Network and a Community of Practice that was a lever for implementing a vision on Organizational Learning throughout the organization.

This article was originally written for the MOPAN conference in Leuven on Multi-party Collaboration.

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How Organizations Trigger Sustainable Performance.

C. Leemans. (2012) How Organizations trigger Sustainable Performance.  A Mental Model for Organizational Development.

ODandSustainablePerformancefrontpageIn this short article, we try to summarize our main ‘assumptions’ about how an organization can sustainably develop their performance. That mental model about Organizational Performance and Development guides also our ‘work’ as Organization Development consultant or process facilitator and more generally our Move! approach to organizational learning, change & performance improvement.

It is a plea, scientifically underpinned, for a collaborative organizational culture, creating the conditions to learn and to innovate. 

The Organization Development approach is looking at the organization as a social system and sees behavioral change fundamentally as a systemic, social and relational process, triggered by the organizational ‘setup’ (the ‘architecture’ of the organization). “Organization development is a system-wide process of application and transfer of behavioral-science knowledge to the planned development, improvement and reinforcement of the strategies, structures and processes that lead to (sustainable) organizational effectiveness”. That means that we focus our interventions also on ‘the system’ and the interactions within the system. We do not think that individual coaching or training of individuals in (often) isolated competencies, will in and of itself change the way the system behaves nor will it result in sustainable change, learning capability or business results for the organization. Consultants who believe that, will still use from time to time coaching and training, but embeded in a holistic intervention, combining it with more organization focused tools such as : Large Group Interventions, Force Field Analysis, Action Research, Appreciative Inquiry, Team Coaching, etc…

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