| If you want to change (something) you will have | | | | there is space to increase flexibility. You should |
| to search first for "constructions". | | | | ask what constructions can be modified or even |
| A construction is something that is fixed, lasting | | | | torn down. |
| and constant. A building is an example of such a | | | | With the constructions you will find the real |
| construction. But there are more examples. The | | | | information. It is like the DNA of our body. The |
| structure of your organization is also fixed. Then | | | | real characteristics show up when you observe |
| there is the juridical form of the company and | | | | only the constructions. Much of the style depends |
| most of all, but less visible are the contracts. | | | | on this form. You can "ask" the employees in a |
| If you would categorize the constructions in order | | | | factory to be more client oriented, but their main |
| of "hardness" the structure of the organization is | | | | focus remains to produce. It is in the |
| softer than a (employee) contract. Under normal | | | | characteristic. |
| circumstances you are not aware of this, but it | | | | Changes against these characteristic will never |
| becomes clear with reorganizations and when you | | | | survive. When this is clear and accepted you can |
| have to deal with resignations. | | | | use the next question. What should we change? |
| When preparing for a change you should examine | | | | And why? |
| these constructions in order to find out where | | | | |