drs. Ger F. Jonkergouw

(1952) Social Psychologist

At the moment I am ‘Managing Director’ of my own company and have close cooperation with colleagues in my wider network and through two labels: the Social Innovators and BOLD Performance Improvement.
I have no employees, and, as a consequence, I mainly manage and lead my self, my legal, HR and administrative activities, my links with the tax office, contractors, clients, ICT-suppliers, knowledge resources, you name it.
This makes my internal and external activities highly networked.
I am doing so since 1997. And it still feels pretty good!

The name of my own company is Jonkergouw Creating Solutions, where ‘creating’ has a double meaning:

  • The first meaning is related to (co-) designing and (co-) inventing new approaches,
  • The second meaning is the developing part, the focus on making inventions come true.

My aim is to create project outcomes:

  • With stronger and more effective ownership of the key organisational, social and psychological processes;
  • Professionals that work together inspired and in a meaningful way;
  • Better performances of the overall organisation;
  • Communities that are internally and mutually connected at a deeper level.

In working with me you will discover that it is feasible to achieve outstanding results by addressing the following aspects:

  • Sustainable Innovation:
    I have a great fascination for transformation processes that create lasting results;
  • An Integral Approach:
    In most of my projects we work in an integrated way on the transformation of individual professionals, team, organization and their networked environment;
  • Integrating the Formal and the Informal:
    Both the formal/ rational/ conscious and the informal/ irrational/ subconscious layers will be addressed. Especially the unlocking of blockades between these levels and the constructive (re-) connecting of these two worlds is part of my way of working;
  • Social Transformation and Community Development:
    To achieve sustainable higher levels of performance we often have to innovate and transform the social relationships within a community or set of communities. We therefore focus on the (re-)discovery and development of the human potential of communities.

This approach was applied programmes and projects that were (co-)designed, (co-)developed and (co-)managed for e.g. the Brainport 2020 Commissie, Ziggo Customer Relations, Unimills, IBO/Freia, VNU/ACNielsen, Randstad, ALK (Pharmaceuticals), Imtech, Rabobank, CGE&Y, PGGM, TPG, Riinvest/Kosovo and the Euro-Arab Management School, Granada.
These activities often require coaching of individual professionals, executive business leaders, managers and teams as well. Up from 2012 part of these services are provided through the label of ‘The Social Innovators”, that I created together with Rob Frederix (


Four Levels of Community Development:
The level of performance of a human system (team, organisation, multi stakeholder community, etc.) is directly related tot the level of internal connectedness that a system has established. To improve the level of external performance (capacity tot adequately deal with dynamic and complex circumstances), one first has to improve the quality of the internal connections and consciousness, as they exist among the participants (stakeholders, employees, etc.). In my approach I distinguish between four levels of performance and connectedness of communities;

  • Level 1 – Survival – Poor Performance: Fragmented and internally disconnected communities;
  • Level 2 – Average Performance: Things are ‘not bad’, but the potential within the community is hardly used. It still ‘suffers’ from the dynamic and complex environment, that frequently disrups the basic processes. Innovation occurs, but is not sustainable.
  • Level 3 – High Performance: Such a community performs well and becomes stable in its basic processes. At the same time it is so flexible that successful and sustaining (societal) innovations are occurring frequently. Such community is in a dynamic interaction with its environment, but is not yet contributing in realising the full potential of the network of communities it is part of.
  • Level 4 – Resilience - Top Performance: These are communities with deep internal connections. They are still rare, however, the few that exist manage to interact effectively with highly complex circumstances through ‘inclusive’ views and ‘meaning creating’ behaviour.

Phases of Transformation and Evolutionary Growth’:
Sustainable development and performance improvement of a human community goes through phases of linear growth (evolution) followed by a stage of disruptive transition or paradigm shift (transformation). The precise outcome of a transformation process cannot be predicted up front;

  • It requires a joint journey of the whole system;
  • Different journeys for different phases need to be distinguished: The transformative journey that is required to develop e.g. from system level 1 - survival to system level 2 – average performance (“Transformation A”, with a strong focus on 'trust' and 'simple' structures) is different from the journey for moving from system level 2 to level 3 – high performance (“Transformation B” with a strong focus on commitment, ownership, and diversity).
  • Upward transformational moves don’t occur automatically: they need to be organised, guided (not steered) and they also require a secure incubator type of environment.
  • Every Transformation is a Journey with different Phases:
    Deep transformation is not a process that can be managed through a classical analyse-blueprint-roll-out approach. It looks like a joint discovery journey with different phases:
    • Sensing Phase: Communities have to discover and become conscious of the pattern of root causes that keeps the community locked-up at a certain level of performance. To do that, first of all, the community needs to stop doing what it automatically is used to do (downloading of solutions from the past). It also requires the participants to jointly open up their collective mind, heart and ‘soul’, to understand where the strengths and weaknesses of the current level come from, before one can let the weak parts s go;
    • Presencing Phase: The process of becoming aware of a current pattern of being leads to a reconnecting of the deeply shared sources that can inspire a community to create an idea for a new joint future. Such new future then can start to ‘emerge’;
    • Realising Phase: After the joint discovery of the inspiring roots for a new level of performance, the community has to ‘redesign’ the roads towards the new rules of the game: How to unlearn hindering patterns (letting go), to learn and integrate new ‘habits’, and how to sustain the part of the build up performance that is appropriate for unfolding the emerging future. This phase is also called the ‘action learning’ phase, in which the community, step by step, discovers, prototypes, implements and secures the new patterns.

In 2006 I had a one-hour dialogue with Joseph Jaworski on issues related to the Presencing approach. This interview (“We Must Act Now”) can be downloaded from this website. 

The 5 Dimensions Model, Dream Development, the DreamLab and Transformation
‘Dream Developer’ is the title that I also use on my business card.
When I hand it over to clients, it creates a sort of grinning smile, as they don’t expect such title with a guy that clearly has the physical characteristics of someone who is over 45. In fact I am 60, partly bald, partly grey haired and I certainly need reading glasses.
Dream Development refers to the concept of the 5-Dimensions model as I have developed it. This 5-Dimensions model refers to five different areas of human activity that need to be (re) connected in a constructive way, in order to create sustainable results: Drivers (identity, soul), Dreaming (symbolic representations, metaphors (from inviting dreams to scaring nightmares), Developing (mental thinking, analysis, planning), Daring (intuition and emotions (fears as well as desires), and Doing (action, performance). The Drivers, Dreaming and Daring areas belong to the world of tacit knowledge and the informal organisation, or to the subconscious when speaking about individuals. The Developing and Doing together form the formal layer with explicit knowledge of an organisation, or the conscious area of an individual.

As Social Psychologist, Social Innovator and Dream Developer it is my ambition to facilitate professionals, teams and organisations in the exploring of their formal/informal or conscious/subconscious worlds, and to (re) connect these worlds in a constructive way, such in order to create meaningful resilience and high performance.

In daily business life, organisations and their leadership often seem to be stuck in the short-term Developing and Doing modes, and fail to connect with deeper levels of themselves, their employees, company, suppliers and clients: their Drivers, Dreaming and Daring. In the BOLD approach, however, we pay solid attention to touching each singular area, and especially to the interconnecting of all five dimensions. To grasp the deeper levels of the Drivers we apply the Real Drives approach, which method is related to Spiral Dynamics.
For the Dream Development I frequently use approaches like the visual dialogue or storytelling. More in generel I often create a customised setup called the DreamLab in which a variety of creative ‘tools’ and ‘methods’ are arranged that help participants to enter the informal and irrational layers of themselves and other team and community members.

The type of developmental processes that I create are described above in short, are closely related to the ‘Presence’ approach as presented by Senge, Jaworski, Scharmer and Flowers.

On the basis of the above concepts, tools, ideas and ambitions I perform professional activities in areas like:

Organisational, Team and Community Transformation:
Design, Development and Directorship of Deep Transformation Processes, Focusing on the Integrated and Synchronous Development of Business, Organisation and Leadership (the Human Potential)

Key in the design of projects, as mentioned above, is the connecting of conscious and subconscious dimensions and the ambition to strengthen forces at the level of the soul of individuals and organisations, so that they become living organisms and not just complex machines.
From 2005 till 2011 I have applied a model for team and community development that supports groups of professionals to develop towards the level of a high performing organisation.


Professional Transformation:
Executive Coaching & Leadership Development

Since 2009 I am NOBCO Register Coach® with the Dutch society for professional Coaches – NOBCO (Nederlandse Orde van BeroepsCoaches) and Senior Practitioner of the EMCC (the European Mentoring & Coaching Council). I provide individual and team coaching services to senior and young executives, mainly in the profit sector, but also for coaching in the not-for-profit areas.
This coaching service is provided:

  • as a ‘executive coaching-only’ activity, for individuals and teams;
  • as an integral part of corporate or multiple stakeholder transformation projects;
  • as part of leadership and/or career development programs (De Baak, Essent)

My coaching approach is in John Whitmore’s Coaching for Performance tradition. During 2001-2003 I worked as Program Director with Whitmore’s associates David Whitaker OBE and Sue Slocombe OBE in a 2-year Leadership Development program for 300 executives in the banking sector. I coach in the Dutch and English languages.

  • In 2012 I provided a workshop on ‘Coaching Organisations Through Social Transformation” for the Dutch Coaching Association NOBCO.
  • In 2006 I provided a 2-day workshop on ‘Strategy for Coaches’ for the Institute for Psychotherapy in Moscow, Russia.
  • In 2004 and 2007 I was keynote speaker and instructor at the annual conferences of the Institut für angewandte Sozialwissenschaften (IAS) in Switzerland. IAS is the largest commercial provider of training in coaching, counselling and supervision in Switzerland.

The DreamLab
This is a creative working environment that I invented in the 1990ies and that I apply as a breeding place for leadership development, coaching, strategic change, teambuilding, creativity & innovation, knowledge development and organisational transformation. It is in this environment that I feel my role as Dream Developer becomes especially effective.
The DreamLab (also called the Strategic Management Atelier ®) is a vehicle for visual dialogue, for exploring the world of subconscious/irrational knowledge and a tool for the conversion of implicit into explicit insights. I often combine DreamLab sessions with Yoga, Storytelling, Scripting and Atelier exercises.

Since 1998 I have provided over 100 workshops to a wide variety of companies like e.g. VNU/ACNielsen, Essent, Imtech, NIZO, the Rabobank Group, Habitat, Meander Medical Centre, WMMercer, PGGM, C-Mark, Logica Consulting, Thremen, Ricoh/Nashuatec Academy, Unimills, Hogeschool Avans, Honeywell-Esser, IAS (Switzerland), and to business schools like e.g. IBO and MSM (NL), LIFIM (Finland), the Intstitut d’Adminsitration des Entreprises, Aix-en-Provence and Groupe ESC Euromed, Marseille (France), the International Management Institute (Ukraine), the Technical University (Russia), IEDC (Slovenia) and the Piedmont Virginia Community College, Virginia (USA), with groups ranging from one to over one hundred participants.


Past Professional Experience:

(International) Strategic Management
I worked as assistant professor for international strategic management at the Open Universiteit (Heerlen, 1990-1998), with a specialisation in European business strategy and management.

  • Designer, editor and author of a course entitled Strategic Issues for Management in an Integrated European Context.
  • Designer and director of the Euro*MBA Programme (1992 – 1997). This blended learning executive MBA programme is strongly focused on management and leadership within a European context and is provided by a consortium of European business schools and universities.

In 2008 I designed and ran, together with my BOLD-colleague Frans Trommelen, a special program on the subject of ‘Vision-Mission-Strategy’ for Essent Netwerk managers.

Reviewer and Evaluator for the European Commission

  • Since 1997 I have worked as an expert-consultant to the European Commission for the evaluation and reviewing of R&D projects (IP’s) and large European Networks of Excellence (NoE’s) in the field of ICT for Learning and Working. These projects are all funded within the framework of the Commission’s Information Society Technology Programme (4th, 5th, and 6th Framework) and focus on academic oriented research.
  • From 1992-1994 I was director of a TACIS project in which the distance learning philosophy and practice was trained on an action learning basis to the staff of the business school of the Gazprom/G.Plekhanov Russian Economics Academy in Moscow, Novi Urengoj and Norilsk.
  • In the second half of the 1990ies I gave various workshops and lectures on the subject of ‘ICT and business education’ in the context of PHARE and TACIS projects in Central and Eastern Europe & Russia.

Guest Lectures

  • 2009-current: Topopleiding Interactie Management (TIM 12–15), Eindhoven
  • 2008-current: Maastricht School of Management, Maastricht
  • 2008-current: Instituut voor Bedrijfskundige Opleidingen (IBO), REMBA, Leusden
  • 2008-2011: Ricoh Academy, Beetsterzwaag en Amersfoort
  • 2009: Maastricht University School for Business & Economics (MUSBE), Maastricht
  • 2005: Hogeschool Zuyd, Heerlen
  • 1998-current: Visiting Professor, IAE, Université d’Aix en Provence, Frankrijk
  • 1999-2001: Visiting Professor, LIFIM, Finland
  • 1998-1999: Visiting Professor, International Management Institute (IMI), Kiev, Ukraine
  • 1994-1998: Visiting Professor, Euro-Arab Management School (EAMS), Granada, Spain

Experience prior to the 1990-ies

  • 1987-1990: Manager of the training consulting unit of the EG-Adviescentrum Zuid-Nederland (Helmond)
  • 1986: Sabbaticalyear in which i discovered:
    • the Art of Travelling through the World (Zimbabwe, Malawi, Zambia)
    • the Art of Travelling through the Inner Self (Yoga and Meditation)
    • the Art of Painting (Visual Dialogue)
    • the Art of Flying and Falling (Hang Gliding)
    • the Art of Management (General Management course – VNO/De Baak)
  • 1980-1985: Manager of the Jongeren Advies Centrum, Tilburg


  • Social and Cultural Psychology at the University of Nijmegen (MSc in 1979);
  • General Management with VNO/de Baak (1985/86);
  • Certified in Management Drives (2006) and RealDrives (2010)
  • Apart from these types of formal education I invest in the development and innovation of my competences by arranging time and space for reflection and inner dialogue. I consider ‘everyday life’ to be my most profound lifelong teaching ground.

Honorary Functions

  • 1994-1996: Honorary member of the Board of Directors of the Managers Training Centre of the G. Plekhanov Russian Economics Academy


  • the Foundation for European Leadership (FEL) 2004 - 2008
  • the Society for Organisational Learning (SOL) 2005 - 2010
  • the Central and Eastern European Management Association (CEEMAN) 1998 - 2007
  • the Nederlandse Orde van Beroeps Coaches (NOBCO) 2008 – current
  • the European Mentoring & Coaching Counsil (EMCC) 2008 - current
  • the Rhineland Group (a group of academics, consultants and organisational activists focussing on the wide divide between the Anglo-American and the continental European (Rhineland) styles of management, leadership and organisational development) 2006 – current
  • the Strategic Management Society (SMS) 1993 – 1998
  • the Dutch Society for Strategic Management – Vereniging voor Strategische Beleidsvorming (VSB) 1993 – 1998