Situation

A department within the Dutch police force was obliged to act when a survey revealed that staff had a very low level of trust in their managers. After a round of meetings, poor communication was identified as a major issue.

Clean intervention

How could the managers and team leaders change their communication style to help them build trust again? Over five half-day sessions, they were introduced to the principles of Clean and trained in Clean questioning and listening skills. As the impact of this work became clear, the project was extended and a group of staff received similar training.

Consultant Annemiek van Helsdingen (of consultancy ‘Gewoon aan de slag’ based in Amersfoort, Holland) explained that she and Wendy Nieuwland chose to use Clean techniques because a lack of ‘being heard seemed to be at the core of the problem. People were not being treated as individuals – managers and staff believed that everyone thought in the same way, and that whatever was true for one was true for all.

She said: “With Clean you can’t help but get to the specifics of a person’s experience thereby pinpointing what needs to change for that person. It’s not the only tool for the situation, but it is a very effective one.  The participants on the training were surprised to find out how hard it was to really listen, and how much energy was involved.”

Outcome

Afterwards, a further staff survey showed a clear shift in the right direction. Annemiek said: “The most senior manager has made a dramatic improvement in his communication style and skills, and it’s recognised by people. The same is true of a number of other managers, though not all.

“There are still some people saying things have not changed and never will. But a larger number of people are saying things are heading in the right direction, but mustn’t be allowed to slip.

“The chief of the service said they had grown considerably as a management team. They communicate with each other very differently. They also have a much better eye for nuance, which is the difference that makes the difference, and they are much better equipped to deal with signals they get from within the organisation.”

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