Fair Process
From unpopular change to employees crafting solutions
Award-winning practical theory. The past 30 years’ of research have shown that two out of three change processes do not generate added value for an organization. However, when employees own the objective of the change and are involved in developing and testing solutions, the organization succeeds eight out of ten times. But how do you involve staff without losing control? And how do you control the process without strangling that ownership? Fair process is a research-based and practical approach to process management of “involving” change processes. An early version of the book won a prize at the North American researcher practitioner conference “Academy of Management” in Boston in 2012. An excerpt of the book was published in the Harvard Business Review.
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