Case example: a prison

Results in projects derived from the strategic agenda of a prison contribute to organisation development and another style of cooperation.

A prison’s department heads follow a leadership programme developed by R.A.A.K. In the course of the programme they implement projects drawn from the strategic agenda. They receive a weekly half-hour coaching session to monitor project progress and for six months they attend a monthly multi-day training module.

At a specific location the new strategy is put in place: reduction in of the number of cells for adults and renting these cells out for youth detention. In this way the continuity of the organisation is guaranteed. The trained department heads take on the projects coming from the new strategy.

After a period of time three different safety procedures are in place: for the youth, for the semi-open institution and for the open institution. These safety procedures are supported by ICT. The security department has grown from a staff of 20 to 60 people. Interviews taken four years later showed that staff, department heads and the management team at this location used a shared language in which the concepts ‘result, ‘way of being’ and ‘behaviour’ came through clearly. Aided by the leadership concepts introduced by R.A.A.K. new conversations were created which resonate into the present. They contribute not only to responsibility and results but also to an agreeable working climate.

Please see, under Publications, the prize-winning article: E.A. Karssiens et.al, ‘Taking Responsibility versus Acting Responsibly, a Contribution of a Leadership Program, 2013, July, Journal of Management Development.