Abstract
In this case we follow the Dutch Member of Parliament Pieter Duisenberg in his journey of advocating for an educational reform. The idea of flexible studying, paying tuition fee only strictly for the courses taken, was taken on by Duisenberg and his colleague Mohandis and quickly grew into a tangible proposal. However, in order to ensure actual realization of the reform, key decisions with regard to strategy needed to be made. Duisenberg did so, amongst others, by setting up a network consisting out of a wide variety of actors, as well as by proposing a pilot in which the full potential of the reform would be emphasised. However, as we find ourselves in the middle of the process at the time of writing, this case will not only concern analysis of past decisions, but also the review of possible future decisions and strategy adaptations.
Objective
1. Connect elements in the set out narrative in order to identify change management theories. 2. Recognise how choices made by the leader in question affect the progression of the change initiative. 3. Understanding the nuances between the theories of Lewin (1951), Kotter (2009), and Bullock & Batten (1985) through their application. 4. Evaluate to what extent the decision made by the leader can be considered effective. 5. The main characteristics of a multiparty system and how the Westminster model differs from the Dutch multiparty system.
Citation Note
Based on field research; 17 pages.
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