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Let me introduce myself

Clement Leemans

HRD as a strategic business lever
C. Leemans & S. Duts (2013)., Human Ressources Development as a strategic business lever. This article has been writ...
Job Crafting : A new look at job and workplace design
Amy Wrzesniewski, Justin M. Berg, & Jane E. Dutton., (2010). Turn the Job you Have into the Job you Want. Harvard Bu...
Move! 10th Anniversary
Move! 10 Years !!! In September 2004, so 10 years ago by now, Clement decided to change his Learning & Development D...
Support for internal facilitators Lafarge China
INTRODUCTION: Due to rapid growth and acquisitions, the Corporate University wanted to decentralize its integration prog...
Cristal Union A Learning Network as policy driver
Context & Issues In the organization a number of sugar and alcohol plants come together. Traditionally those plants...
Using Consultants in Organizations
Edgar Schein, (1990). A General Philosophy of Helping : Process Consulting. Sloan Management Review. Process Consultatio...
ERM Towards a Learning Organization
Context & Issues ERM Belgium - Holland, is a subsidiary of a large US based Environment and Sustainability consultan...
Strategic HRM ?
Ulrich, D., (2010). Are we there yet ? What's next for HR ? Michigan Ross School of Business, Executive White Paper Seri...
How Organizations Trigger Sustainable Performance.
C. Leemans. (2012) How Organizations trigger Sustainable Performance. A Mental Model for Organizational Development. In...
Collaboration between Turkey and EU companies
C. Leemans, M. Ozgödek, et al. (2013) International Network for Organizational Performance (INOP). Collaborating in Div...
Organizing for Sustainable Performance
C. Leemans, (2016). Organizing for Sustainable Performance In this short four page leaflet, we present Move! as an OD Co...
Distributed Leadership & Autonomous Motivation
Paul Adler, Charles Hecksher & Laurance Prusak., (2011). Building a Collaborative Enterprise. Four Keys to creating...
The Lafarge Learning & Development Network
C. Leemans. (2004), The Lafarge Learning & Development Network. A collaborative effort to develop and implement orga...
Organizations in the Collaborative Economy & Peer-to-Peer
Bauwens & Kostakis., (2014) Network Society and Future Scenarios for a Collaborative Economy. The thinking about dis...
INDAVER People Make Projects Work
Context & Issues Indaver is a waste management player, active on the Belgian, Dutch, German, GB and Irish market. Fo...
Learning & Change
Our focus is on building Learning and Change Capabilities in the organization. That can take place in different contexts...
Practice Areas
We develop exclusively customized approaches geared to your organizational challenges and focusing on sustainable busine...
Strategic Process
Gerry Johnson, Kevan Scholes and Richard Whittington., (2005), Exploring Corporate Strategy (7th Edition) Prentice Hall....
Job Crafting
Leemans, C., (2014). Learning Organization & Job-crafting : A powerfull couple ? In this short article Clement Leema...
Learning Organization
Garvin, David A., Amy C. Edmondson, and Francesca Gino. "Is Yours a Learning Organization?" Harvard Business Review 86,...
Engaging Experiential Learning Activities
C. Leemans, (2010). Engaging Experiential Learning Activities Ideally experiential learning happens “at work” and is...
Dialogic Organization Development
Gervase Bushe & Robert Marshak (eds.), (2013). Advances in Dialogic OD. OD Practitioner. Journal of the Organization...
Change Management
Scott Keller & Caroline Aiken., (2000). The inconvenient truth about Change Management. Why it isn't working and wha...
Distributed Leadership
Leemans, C., (2017). Distributed Leadership. A powerful engine for Organizational Performance. Leadership Excellence Ess...
Sustainable Business Development
Barry Colbert & Elizabeth Kurucz., (2007). Three Conceptions of Triple Bottom Line Business Sustainability and the R...
Shaping the Organization
At the end, it's not about Strategy, but about execution and results. And execution depends very much on what people do,...
KBC Insurance A co-creative strategic process
INTRODUCTION: Process Consulting for a major ‘business strategy development’ project where we focused on involving a...
SHRM Practices
Is our HRM triggering the individual and collective behavior we want to see in a learning organization : autonomy, intra...
Strategic Leadership
A high performing organization is agile, capable of inventing rapidly new answers to the global, fast changing, complex...
Coaching & Co : Community of Practice at UC Leuven Limburg
Move! worked with the University College Leuven-Limburg to set up a Community of Practice on 'Coaching & Co'. It bri...
Carglass Belux Performance Improvement Process
PROJECT DESCRIPTION: Context : The organization works with a lot of, relatively small, subsidiaries. The central HR depa...

Follow Move!


Our focus is on building Learning and Change Capabilities in the organization.  That can take place in different contexts :

  • Designing & Facilitating specif learning & development tracks (for leaders, managers, project managers, facilitators, coaches, ...)
  • Designing & Implementing powerful learning practices in the organization (coaching as leadership practice, inter-vision, learning networks and communities of practice, team feedback, shared decision making in teams,  ...)
  • Designing and facilitating specific change projects with focus on involvement for sustainable impact
  • Designing the 'infrastructure' in an organization to trigger experiential learning and lasting change

Key Questions

Key Questions for Your Organization ?

    • How do we create lasting behavior change ?  How to help do people things differently ?
    • How we can make sure that we learn from our own and each other's experiences (mistakes and successes) for the future ?
    • How do we make sure that what people learn in formal contexts is also transferred to the workplace ?
    • How do we make people owners of their learning process ?
    • How do we organize our work in such away it becomes a learning context for all ?

Our Take on it

Our Take on it ?

Learning in organizations is not about knowledge but about behavior change & business impact : Learning is about doing things differently and creating significant impact for your business and organization.  And we find the following principles key :


      • Learning is not about 'transfer of knowledge' but about creating insights from experience and from looking back at those experiences.  In that sense it is 'making knowledge'. (experiential learning)
      • Learning is not an individual game, it is a relational game. People learn in the relationship and collaboration with others... things get meaning in context (social constructionist view)
      • Learning and behavior change is not a 'cognitive' game, but our behavior and our capacity to change is very much linked to the context we work in and in order to change our behavior we have to look at all behavioral levers : "nobody does something just because he is capable of doing it".
      • The learning process needs to be co-created with the learners
      • Change (and learning) is not a Top Management game.  Most situations in organizations are far too complex to be truly understood by a few people in the board.  You need from the very beginning to include and involve all stakeholders.
      • Change is not a 'step by step linear process' but a journey you go together with all stakeholders and you co-create the journey while you go (action learning) : "you only understand a system when you change it" (K.Lewin).
      • Change is not about communicating and selling the reasons 'why you have to change' but a collective 'meaning making' exercise and developing a shared vision on the future.

Designing Experiential Learning Processes

Move! uses the principles of experiential learning to create very powerful LEARNING TRACKS.  We use the 'double-deck principle' where people on the one hand work on their issues in close collaboration with their team, internal customers, boss, etc...

dubbeldeck2On the other hand they come together with other participants in a Learning group where they share experience, get feedback, are challenged, reflect on the action principles behind things and develop new ways of doing.  Once brought into practice, they bring that experience back into the learning group to learn from it.

That process is repeated a number of times and we keep the process going by creating small inter-vision groups or individual coaching sessions with your manager to support you in experimenting with new behavior in your work situation. The nice thing about this is that not only the 'participant' learns, but the whole functional system around him is also involved in changing the way they do things. 

The key design principles are :

      • Not one shot, but a process over time
      • Carefully integrate WORK and LEARNING (work experiences are the input for the formal learning workshops AND the insights from the workshops are translated into action in the field)
      • Focus on the 'individual learner' AND the 'system' : manager, colleagues, reports, customers, ...
      • Integration of diverse learning activities such as : coaching, workshops, inter-vision, experiential games, feedback, role play & simulation, job-aids, networking, etc..

It is a very powerful model for leadership development because it doesn't focus on individual skills and competencies only, but also creates a working culture that triggers shared and distributed leadership in teams and departments.

Co-creative Change Processes

changeresistancewoldring4Also for the design and facilitation of transformational change processes, we work from the Action Learning principle. Organizations engage in organizational wide change to enhance organization and business performance.  That means that you need to get your analysis right and that you have to be able to implement the new ways of working in an effective way in the organization...

Both things are only possible if you involve from the very beginning all stakeholders in the analysis of the issues and in creating the common and shared future. CO-CREATION is the only way to bring all the knowledge, insights and meaning together to understand the issues and the only way to develop the energy in the organization to make the change work and stick.  Our role as consultant is to design a process that allows for that and to be the guardian of involvement and co-creation. In an organization where leadership becomes increasingly distributed, co-creation is the only way to bring to develop the expertise, experience and energy necessary for effective transformational change.  Co-creation takes away four important obstacles for successful change.

Recent research concluded that it's not change that people resist, they change all the time, they decide to build a house, to quit their job, etc... but that they resent the fact that they are as 'key stakeholder' who are impacted by the change NOT RECOGNIZED and that their experience and expertise is NOT USED.

If people are treated as outsiders they will also behave as outsiders.  Telling, selling or training in it self will not work.  It's not about communication it's about involvement !


What can we  do ?

Learning and change are for Move! in essence Co-Creative processes, so whatever we do, we always go for an approach where people build as a community their own learning and change path.  Within that path, these are few possibilities of used methods :

        • Process Consulting for change processes
        • Communities of Practice
        • Design and Facilitate Experiential Learning Tracks
        • Workshops
        • Toolkit, Job-aids, Learning Journal
        • Coaching (help organizations introducing a coaching management culture)
        • Inter-vision (and coach inter-vision facilitators)
        • Experiential Games and Activities
        • Train-the-Trainer/Facilitator/Designer workshops
        • Develop tool kits for Facilitators
        • Large Group Interventions (Appreciative Inquiry, Future Search, Open Space, ...)
        • Development Centers (as part of an experiential process towards development)


      Peter Senge argues that when you have multiple sources of leadership and expertise needed for getting effective solutions or innovative ideas, co-creative and collaborative processes are necessary.

Food for Thought

Food for Thought


C. Leemans, (2010).  Engaging Experiential Learning Activities.  Move! Article (not published)

Roelf Woldring., (1999)., A managers' short primer on resistance to change in organizations. Copyright Workplace Competence International Limited, Hillsburgh, Ontario

Kilian M. Bennebroek Gravenhorst. (2003).  A Different View on Resistance to Change. University of Amsterdam. (no longer free available on line)

Jozef Kessels & Suzanne Verdonschot., (2010)., Corporate Curriculum. In : Robert-Jan Simons & Manon Ruyters., Canon van het Leren, Hst. 12. Kluwer (DUTCH)

Move!, Inter-vision. (job-aid)

Marylène Gagné., (2009).  A Model of Knowledge-Sharing Motivation.  Human Resource Management, Vol. 48, N° 4, p. 571-589