Leon de Caluwe

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Leon de Caluwe is a Management Consultant and Professor of Change Management at Vrije Universteit in Amsterdam specializing in management education and change trajectories. He is a colleague of Hans Vermaak and also known for his contribution on the approach of colour thinking.

Biography Leon de Caluwe

Leon de Caluwe studied social psychology at the University of Utrecht and he graduated in 1975. He obtained his doctorate (Ph.D.) from Tilburg University in 1997 with his doctoral thesis ‘Learning to Change: an evaluation study into the design and impact of a large-scale cultural intervention using gaming simulation’.

After he had completed his studies, Leon de Caluwe started working as a management consultant and he has been working at Twynstra Gudde consultancy since the early 1990s. In 2001, Leon de Caluwe was appointed as a professor at Vrije Universiteit and he manages the Center for Research in Consultancy which studies the role, interventions and effectiveness of management consultants.

Nowadays Leon de Caluwe is also senior partner at Twynstra Gudde in Amersfoort. His book ‘Learning to Change’ received the “Best-book-of-the-year 1998” award and he was granted the public award from the Council for Management Consultancies and the Dutch Association of Management Consultancy Firms.

Leon de Caluwe specializes in change processes in which the human factor plays an important role. He has developed the ‘gaming’ method in the Netherlands. In addition he has adopted the so-called colour thinking. The National Survey into Change Management which he developed with Willem Mastenbroek, was published in 2005 for the first time.

Publications and books by Leon de Caluwe et al.

  • 2013. Towards Organizational Development for Sustainable High Quality Medical Teaching. Accepted for: Perspectives on Medical Education.
  • 2012. Gaming Research in Policy and Organization. An Assessment From the Netherlands. Simulation and Gaming, 43 (5), p. 600-626.
  • 2011. Developmental space for groups working on innovation. Human Resource Development International, vol 14, no.3, july 2011,
    p. 253-271.
  • 2011. Research in the policy and organization sciences with gaming/simulation. Simulation and Gaming Journal.
  • 2011. Fifth International Conference on Management Consulting. Academy of Management.
  • 2010. Why Simulation Games Work – In Search of the Active Substance: A Synthesis. Simulation and Gaming, 41 (6), p. 824-843.
  • 2010. The Future of Organization Development: A Delphi Study among Dutch Experts. Journal of Change Management, vol. 10, no. 4, p. 393-405.
  • 2008. Management Consultants and Competencies: What Do They Need in Their Assignments?
  • 2008. Why do games work? In search of the active substance. Deventer, Kluwer.
  • 2007. Management Consultants, Colorful Ways of Looking at Change. Journal of Change Management, December, 2007. Vol.17, nrs. 3-4
    . p.243-254.
  • 2007. Intervening and Changing: Looking for Meanings in Interactions. Chichester, Wiley.
  • 2006. Linkages between individual characteristics relating to change and learning. Develop, Vol. 2, Fall, p 24-31.
  • 2004. Change Paradigms: An Overview. OD Journal. Volume 22. Number 4.
  • 2003. Last Stage of Product Development: Interventions in Existing Operational Processes. Creativity and Innovation Management. Vol 12, number 2, June 2003.
  • 2003. Learning to Change. A Guide for Organization Change Agents. Thousand Oaks: Sage Publications Inc.
  • 2002. Changing Organisations with Gaming/simulation. The Hague: Elsevier Reed.
  • 1999. Ten islands of learning. Amersfoort, Twynstra Group.

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