Phase model in practice 

Drs. Jan Ritzema, management coach and trainer

Makes use of the phase model at the level of:

• personal development
• group development
• organisation development

'I see my clients wonder at the insights that come to them from themselves and from the developmental phases, in the same way that I did, years ago. The freedom and peace that come from seeing where you stand at this very moment is highly invigorating. You can use that energy to reach out to your developmental path from your very core and carry it forward, albeit with much trial and error'.

Personal development

About his personal development, Ritzema says:

'Nearly sixteen years ago, while taking her personal leadership course, I came into contact with Margarete van den Brink's phase model. At the time, I was in the middle of a crisis myself: according to the phase model I was in phase 4 (transformation). I vividly remember that I got to the realisation that I am a person who is part of a process of development. The crisis in which I found myself was not the final point, but only another phase which I would slowly outgrow. I remember well that that insight gave me a lot of inner peace.
For me, the phase model was, and still is, a 'coat peg' on which I have 'hung' many of the changes in my life, in the sense of 'Oh, right, that is why I act in this way' or 'Ah, that is why he/she does this and says that'. Gradually I got better and better at handling negative occurrences and setbacks'.

Organisational development

Ritzema: 'The phase model also proved useful for the organisation for which I worked. At the time I led a department of policy analysis and management within a health insurance company.
While experiencing growing myself – one could say I was moving from phase 3 to phase 4 or 5 (the Self) – I noticed that the guidance and coaching I gave to my employees had more depth than before. I was more able to inspire them from my heart. For the first time employees approached me with their personal questions. That is how I realised that I had something to give'.

'I also grew in the area of leadership. By that time I was doing well on the individual level. I found it harder, however, to lead a team and to inspire them. Thanks to Margarete's management coaching, I gradually got rid of my dependence on the team and became more independent and free.

The team then developed at a rapid pace. Gradually my department became influential in the organisation's strategy and policy making.

This organisation, which was originally an idealistic one, was at the time obviously still in phase 2. In 2005, it transitioned into phase 3 (the professional organisation). It suffered drastic cutbacks, and the development of strategy and policies was left to the heads of the various departments
themselves. My department was closed. I then started my own business'.

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