Industry 4.0 dramatically affects how people collaborate. Work processes become more liquid and adaptive. But most companies struggle to change the way they organize collaboration.

This program helps you to find the right balance between hierarchy and self-organization. You will discover a wide range of tools and procedures to strenghten the development of individuals, teams and organizational networks.


Our approach is HOLISTIC:




Intake: You share your expectations and learning questions  with the facilitator (via Skype). This enables the facilitator to partially adapt the program to specific expectations and make a choice amongst the case studies to maximise the learning experience for the participants.

Day 1

Morning: The blueprint for self-organization.

How to design the alignment of four key dimensions in evolving towards a more liquid set-up? Succesful transition towards self-organization requires thinking through the coordination and potential tensions between the following dimensions:


Discover different ambition levels and which ambition level could fit your organization.

Afternoon: Upward and downward dynamics in three types of self-organizing teams (We Spaces).

Learn how developmental differences of team members facilitate or hinder team performance. Discover how to strengthen upward divided team dynamics in different types of team spaces: the continuous improvement space, the end-to-end value stream space and the business model space.

Day 2

Morning: Building ownership by designing roles differently and creating a healthy balance between Job 1 and Job2.

Discover alternatives for traditional role description methods: the story matching methodology and how to redesign decision making processes.

Afternoon: Individual development and enhancing the quality of inner and outer dialogue.

A deep dive in the Constructive Developmental Framework. How to increase the quality of reflection and decision making in self-organizing teams? The Re-Thinking game as a powerful process to better scope the problem, solution and implemention spaces.

Day 3

Morning: Facilitating development though working with developmental zones.

The hidden dimension in setting up a deliberate developmental organization. Assess whether developmental initiatives and processes are in the comfort, stretch, anxiety or no-development zone, and discover how to adapt your approach to facilitate the transition towards self-organization.

Afternoon: Integrating the learnings and design your own journey towards a (more) collaborative intelligent set-up.

Start to conceive the transition towards self-organization and creating collaborative intelligence as an implementation choreography, and not as a series of sequential steps.

Follow up moment: Two to three months later we come together again, we exchange experiences, we discuss how things can be further improved.


Target Group

You have preferably read the book ‘Dynamic Collaboration’.

You find it important to understand why some methods do or do not work (beyond the current fashion trends). You also want to discover how scientifically validated methodologies could work in your organization.

The september program is oriented towards senior managers with a real business need to further develop the way your teams work together. You have the mandate to launch an initiative to dramatically improve the collaborative intelligence in your organization.

The november program is oriented towards consultants with an in-depth organizational development background. You are willing to share a recent organizational development case where you are facilitating on organizational transformation.

You are very welcome with a colleague. With the two of you you come to a better plan of action.



10-11-12 october 2018 – Start 9am-17pm

21-22-23 november 2018 – Start 9am-17pm

Where? Offices Connect & Transform, Koningin Astridlaan 144, 2800 Mechelen (7 minute walk from Mechelen Railway station).

Price: 2500 Euro (VAT incl), Drinks and lunch included

Maximum 8 participants to allow for in-depth dialogue

Language: If all participants speak Dutch, the program will be in Dutch.

The master class can be adapted to specific company needs.


Jan De Visch. Managing Director Connect & Transform. Exec. Prof. Flanders Business School (by KU-Leuven). Jan has an extensive experience in redesigning organizations and facilitating change.

Sources of inspiration

The Dynamic Collaboration approach builds on the works of many reflective practitioners and scientific researchers. The key idea is that self-organization in teams is grounded in individual self-organization, a dimension neglected by many of the current popular approaches. In particular the work of Roy Bashkar, Zygmunt Bauman, Michael Basseches, Theo Dawson, Elliot Jaques (scientifically validated by R. Capelle and many others), Robert Kegan, Otto Laske, and Stafford Beer (made popular by Fredmund Malik) provided the scientific basis for the development of  the Dynamic Collaboration approach and implementation since 2004  in a wide variety of companies (from small local companies to multinationals) in different industries. We do not believe that tools and processes can be universally applied across companies. They need to be tailored to the uniqueness of specific company situations in order to generate sustainable results.

We recommend the following in-depth reading, building further upon the insights of the above mentioned practitioners. Each book blends a wide range of concrete case examples with recent scientific findings:

– Ronald C. Capelle. Optimizing Organization Design. A Proven Approach to Enhance Financial Performance, Customer Satisfaction and Emplyoee Engagement. Jossey-Bass, 2014.

– Jerry Kociatkiewicz & M. Kostera. Liquid Organization. Zygmunt Bauman and Organization Theory. Routledge. 2014.

– Robert Kegan and Lisa Laskow Lahey. An Everyone Culture: Becoming a Deliberately Developmental Organization. Harvard Business Press, 2016.

– Fredmund Malik. Corporate Policy and Governance: How Companies Self-Organize. Campus Verlag, 2011.

– Otto Laske. Measuring Hidden Dimensions of Human Systems. Interdevelopmental Institute. 2009.


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