monitor
It is not enough to have goals and a roadmap or improvement plan in which actions are defined. The main thing is to carry out actions, so the roadmap is fleshed out and goals are achieved. This however doesn’t happen overnight. Improvement processes are often complex in itself, because of the many stakeholders involved or by changing circumstances and insights. The progress of improvements in relation to the set goals can be mapped out by adjusting the scenario-analysis and the model. With the input of current (new) data, roadmap and improvement plan can be re-assessed. In this way the model functions as a joint ‘knowledge instrument’, as a means of communication for improvement.
insight
In the monitoring-phase we look at the progress of improvements by using the model and scenario analysis. Monitoring offers clients and stakeholders insight into the effects of changing circumstances, of new data or of changed insights. Periodic use of the model promotes the success rate of improvements, it calibrates the current situation against the set goals and it identifies measures for the next step. The model and its outcomes are a commonly supported frame of reference for the stakeholders involved. This form of action learning has an activating effect and is a way for organizations to learn, based on change dynamics.
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