Shaping
transformation
successfully
Mastering change processes with
Four Rooms of Change (Janssen’s Model®)
Managing change at all levels –
with Janssen’s Model®
Whether it is the megatrends of digitalization and sustainability or other social and economic transformations – they all require change competence as a meta-competence.
Two levels play a role here: on an individual level, it is about mastering upcoming changes as a person and gaining inspiration and satisfaction.
However, since we can only master these challenges together, it is also important at an organizational level to maintain a respectful interaction and to create a culture of dialogue.
We need strong teams that embrace change and make it a success, based on personal responsibility and openness.
“There is nothing so practical as a good theory”
True to Kurt Lewin, we offer a pragmatic and effective approach with Janssen’s Model®, which is based on the theory of the Four Rooms of Change – a practical everyday psychology.
Developed by Claes Janssen (Swedish psychologist, scientist and author), the original approach serves to support change processes as well as innovation and development processes of individuals, teams and organizations.
It has been practiced for over 30 years and is used in various industries worldwide.
The four rooms of change
We all have experience of how we feel and behave in situations of change or in each of the rooms of change.
When a change comes into our lives, we leave the room of contentment and enter the room of censorship. “That doesn’t affect me” is a typical reaction.
As we become aware of the need for change, uncertainty and disorientation increase in the room of confusion.
Only when we are ready to let go can a decision be made and the path to the room of inspiration begins, ultimately leading us back to the room of contentment where we can harvest the fruits of change.
Recognize yourself, act
and treat others well
You are probably familiar with a number of change management concepts, methods and tools.
Janssen’s Model® can be seen as a foundation and catalyst that makes other methods and tools more effective.
With Four Rooms, it is possible to involve managers and employees in a very short time and, above all, to make the emotional side of the change process transparent and to take it into account in a respectful way.
The theory of the Four Rooms of Change is based on two fundamentally different ways in which people look at themselves, others and society, which have a major influence on collaboration, development and change.
Neither way of looking at life is right or wrong. Being able to localize yourself and recognize opposing points of view helps to facilitate respectful interaction.
In this way, differences in the team can be used to build on strengths. It creates a common language and openness among each other.
The self-efficacy of individuals is strengthened and the team accepts the challenge of change, finds constructive solutions together and increases its ability to organize itself.
Pragmatic approach for everyday life
Different instruments
Certified consultants and coaches
Exclusive partner for Germany and China
Practical experience and
transfer to everyday life
The introduction to the theory of the Four Rooms of Change is not a frontal lesson, but has more the character of a workshop. Participants work through the theory themselves under the guidance of a certified consultant. Self-reflection, small group work and group discussions are used.
The methods used and the independent formulation make the model very accessible. This usually leads to a “wow” effect for the participants during the development phase.
The setting makes it possible to create a different willingness and motivation to change during the introduction.
The right instrument for your challenge
Janssen’s Model® comprises various instruments that can be used to suit you and your change.
As an exclusive partner of Janssen’s Model® in Germany and China, we already offer you the following tools:
Introduction
Certification
Pulsometer
Personal Dialectics
Target Groups
Certification: Introduction Four Rooms – Janssen’s Model® more info
In-depth introduction: Individual coaching with Personal Dialectics. Talk to us!
Pit stop: With Janssen’s Model® in individual coaching. more info
DHIT®: Leading and Managing Yourself in Change. more info
Learning Journey with AI Coaching and expert support: through change with confidence and the power to change. Talk to us!
Managing change: Leading successfully in times of transformation. more info
DHIT®: Leading and Managing Yourself in Change. more info
Certification: Leading and coaching in times of transformation (coming soon)
Learning Journey with AI Coaching and expert support: through change with confidence and the power to change. Talk to us!
Team workshop: find out where you stand
Team development:
- with Personal Dialectics
- with pulsometer
Learning Journey: Strengthening self-management in the team
Whether you want to assess your current position or start a development journey, Janssen’s Model® tools can be used individually for your team development. Talk to us about it!
Cultural development: with Pulsometer. Talk to us about it!
Learning Journey with AI Coaching and expert support: through change with confidence and the power to change. More info
Learning Journey with AI Coaching and expert support: through change with confidence and the power to change. More info
Further offers will follow soon.
Certification: Introduction Four Rooms – Janssen’s Model® more info
In-depth introduction: Individual coaching with Personal Dialectics. Talk to us!
Pit stop: With Janssen’s Model® in individual coaching. more info
DHIT®: Leading and Managing Yourself in Change. more info
Learning Journey with AI Coaching and expert support: through change with confidence and the power to change. Talk to us!
Managing change: Leading successfully in times of transformation. more info
DHIT®: Leading and Managing Yourself in Change. more info
Certification: Leading and coaching in times of transformation (coming soon)
Learning Journey with AI Coaching and expert support: through change with confidence and the power to change. Talk to us!
Team workshop: find out where you stand
Team development:
- with Personal Dialectics
- with pulsometer
Learning Journey: Strengthening self-management in the team
Whether you want to assess your current position or start a development journey, Janssen’s Model® tools can be used individually for your team development. Talk to us about it!
Cultural development: with Pulsometer. Talk to us about it!
Learning Journey with AI Coaching and expert support: through change with confidence and the power to change. More info
Learning Journey with AI Coaching and expert support: through change with confidence and the power to change. More info
Further offers will follow soon.
Shaping transformation successfully
Wiebke Steinel, Head of Business Field Strategy & Change at CONTUR, explains Janssen’s Model®, the Four Rooms of Change and which tools are in practical use worldwide.
Contact persons
Feel free to contact us!
Contact persons
Feel free to contact us!
Further impulses:
Blog article & customer project
FAQ’s
Many change management approaches work on a cognitive level and describe process steps – such as Kotter’s 8 steps, Lewin’s phases and others. They often describe what you should do to get people on board. Four Rooms of Change combines the cognitive with the emotional-social level in a very clear and easy to understand way. Especially for people who are not psychologically trained.
The underlying theory allows us to see how our attitudes influence us in everyday life and thus explains why. This empowers individuals and teams to take responsibility and take action themselves, thus strengthening their ability to organize themselves through the systematic process. It can also be combined with other systemic approaches in individual coaching. It is easily accessible to the coachee and can be applied immediately without lengthy theoretical explanations.
The Four Rooms of Change is the original term by Claes Janssen. The House of Change was published and used by the Ashridge Business School. It is based on the Four Rooms. Ashridge added more rooms, but Claes Janssen did not see them as necessary or helpful. The Four Rooms were developed on the basis of Claes Janssen’s research into approaches to life.
He calls it the inner Yes/No conflict and the resulting influences on the phases of change. The 4 Rooms have been developed on this basis. The House of Change and the additional rooms are not linked to Claes Janssen’s scientific findings and are not necessary in practice. In addition, they are often misused in practice, for example, managers are told that they should bring their employees out of the Room of Contentment in order to achieve change. The Room of Contentment generates productivity and efficiency and to bring all employees into the Room of Censorship is absurd.
A key finding of Claes Janssen’s research was that people deal with change differently depending on their attitude and it is therefore wrong to assume that all people in the same situation are in the same room. This is confirmed by resilience research in particular. The simplistic assumption developed in the House of Change from a managerial perspective that everyone should be “taken along” through the rooms at the same time therefore does not help to make change processes successful.
Read more about this in our blog article: House of Change
A deep insight into Claes Janssen’s unique practical psychological theory of change can be found in the book: The Four Rooms of Change I The Changing Formula by Angelika Schrand and Anna Wilson.
Many change management approaches work on a cognitive level and describe process steps – such as Kotter’s 8 steps, Lewin’s phases and others. They often describe what you should do to get people on board. Four Rooms of Change combines the cognitive with the emotional-social level in a very clear and easy to understand way. Especially for people who are not psychologically trained.
The underlying theory allows us to see how our attitudes influence us in everyday life and thus explains why. This empowers individuals and teams to take responsibility and take action themselves, thus strengthening their ability to organize themselves through the systematic process. It can also be combined with other systemic approaches in individual coaching. It is easily accessible to the coachee and can be applied immediately without lengthy theoretical explanations.
The Four Rooms of Change is the original term by Claes Janssen. The House of Change was published and used by the Ashridge Business School. It is based on the Four Rooms. Ashridge added more rooms, but Claes Janssen did not see them as necessary or helpful. The Four Rooms were developed on the basis of Claes Janssen’s research into approaches to life.
He calls it the inner Yes/No conflict and the resulting influences on the phases of change. The 4 Rooms have been developed on this basis. The House of Change and the additional rooms are not linked to Claes Janssen’s scientific findings and are not necessary in practice. In addition, they are often misused in practice, for example, managers are told that they should bring their employees out of the Room of Contentment in order to achieve change. The Room of Contentment generates productivity and efficiency and to bring all employees into the Room of Censorship is absurd.
A key finding of Claes Janssen’s research was that people deal with change differently depending on their attitude and it is therefore wrong to assume that all people in the same situation are in the same room. This is confirmed by resilience research in particular. The simplistic assumption developed in the House of Change from a managerial perspective that everyone should be “taken along” through the rooms at the same time therefore does not help to make change processes successful.
Read more about this in our blog article: House of Change
A deep insight into Claes Janssen’s unique practical psychological theory of change can be found in the book: The Four Rooms of Change I The Changing Formula by Angelika Schrand and Anna Wilson.