The Organizational Four Rooms

The Four Rooms model illustrates our perspective on change. Surely, though, there is a difference between how individuals and entire organizations experience change. That is why we have the Organizational Four Rooms.

Its creator, Claes Janssen, conducted basic research that led to the theory and concept of the Four Rooms of Change, which focused on how individuals view and deal with change.

As the Four Rooms spread to businesses, groups, and organizations, it became clear that they also needed to be visualized from an organizational perspective. Thus, the Organizational Four Rooms were developed.

The Four Rooms model describes our view of change. But surely there is a difference between how individuals and how an entire organization experiences change? That is why we have the Organizational Four Rooms.

The basic research conducted by its creator, Claes Janssen, which led to the theory and concept of The Four Rooms of Change, focused on how individuals view and deal with change.

When the Four Rooms began to spread in the business world, in groups, and in organizations, it became clear that the Four Rooms also needed to be visualized outside the individual’s perspective. This is the Organizational Four Rooms.

The organizational four-room model’s components

Contentment

Equilibrium. Agreement on realistic goals that are achieved. Rules and systems that promote effective collaboration. The right people doing the right things. Clear tasks. The organization’s members trust each other and the management. Relaxed atmosphere.

Self-censorship and denial

Rigid, threatened equilibrium. Rules that hinder creativity and personal initiative. Emphasis on hierarchy, control, and old truths. Risk-taking is not encouraged. Do nothing and you will avoid criticism. Tactical considerations, necessary to “keep up appearances and play the game.” Tension, atmosphere of controlled irritation.

Confusion and conflict

Chaos. Lack of effective collaboration. Something is wrong, but there is no agreement on what or what measures are needed. Rules and systems are lacking or poor, or there is disagreement about them. Open conflicts and negative feelings. People are afraid, angry, or sad. Perhaps the organization is divided into factions that defend their own territories or work in different directions.

Inspiration and renewal

Shared vision, philosophy, and business concept. Open, free flow of ideas. Open conflict management. Effective delegation gives the organization’s members personal responsibility and room for creativity. High energy. The work is exciting and inspiring.

The models in the Four Rooms of Change

• The Psychological Rooms
• The Conflict Matrix
• The Rooms, Movement, and Transitions
• The Organizational Four Rooms