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Weblog for Partners-in-living-knowledge. Principles: 1. This weblog is for inspritation only. 2. Do not consider it as the ultimate truth. 3. In cases of doubt the weblog-manager is always right 4. If you don't agree apply rule no. 2. ;-)

Imagination Deficit10/9/2007

"Most people tiptoe through life, hoping to make it safely to death."

- Earle Nightingale

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Reality & free will...4/5/2007

Source: 'De Psycholoog' [Dutch Monthly from the Society of Psychologist in the Netherlands]

'Controlled processes are products of complex neural operations in the prefrontal cortex, and therefor free will is an illusion.'

[Dutch: De vrij wil als een niet fysiek proces dat controle uitoefent op de neurale processen die gedrag bepalen is dus een illusie. De realiteit is dat niet de vrije wil ons gedrag controleert, maar de neutrale processen van de prefrontale cortex. Deze leveren als bijproduct rapporteerbare uitkomsten en de illusie van een vrije wil.]

Cit.: Wolter, G. (2005). Behavioural Control: Free will or neural processes? De Psycholoog, 40 (1), 24-29.

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Talent management (bijdrage van PVE)8/10/2006

HET MANAGEN VAN JE EIGEN TALENT

 

Talent is:

 

  • Uniek.
    • Het is zonder voorbeeld, zonder vergelijking. Ieder van ons kan iets bepaalds heel goed.
  •  Bedoeld voor de ander
    • Het is relationeel. Je stelt deze ‘overvloed’ beschikbaar aan wie dat nodig heeft, aan het tekort van de ander. 
  • Een geestelijke potentie
    • We moeten ons talent in een toegankelijke vorm brengen, het steeds verder verdiepen en zorgen dat het de ander bereikt. Via het ‘product’ bereik je de behoefte van de afnemer. 
  • Beperkt
    • In de beperking toont zich de meester. Wij kunnen beter worden waar we goed in zijn. Wij kunnen niet goed worden waar we slecht in zijn. 
  • Eigenaardig
    • De inhoud van ons talent is uniek, dus ook de werking ervan is geheel eigen. Ieder lost uitdagingen op zijn eigen wijze op. Daarom moeten we durven om steeds eigen-aardiger te worden. 
  • Een eenzaam maker.
    • Vaak worden we door anderen in ons talent niet begrepen. Niet uit onwilligheid, maar gewoon omdat anderen ons talent niet hebben. Daarom moeten wij eigenaar durven zijn van een bijzondere, eigenaardige, onvoorspelbare manier van zien en werken. 
  • Dat wat ons geheel verschillend maakt
    • Van nature wordt dezelfde functie door verschillende eigenaren verschillend ingevuld, in overeenstemming met hun talent. Dat vraagt om het accepteren van verschillen.

 Competentie profiel – mensen gaan hun best doen om eraan te voldoen. Dus extrinsieke motivatie. Hoe zit het met de innerlijke drijfveer? Twee krachten:

  1. de min-kracht > geheel van persoonlijke beperkingen ‘je draak’
  2. de plus-kracht > persoonlijke unieke talent, een kracht die schept, creert

 Ondermijnende kracht: hoe mee omgaan?

  • Ken de aard en werking van de min-kracht (doel = bescherming, Neaderthaler-reacties, ‘schiet in de identificatie’)
  • Noem het beestje bij de naam.
  • Neem je draak eindeloos waar (zelfreflectie).
  • Door vele waarnemingen worden we ander mens = transformatie. Leer je beperkingen aanvaarden in plaats van te onderdrukken of ontkennen. Niet wegsnijden maar omvormen.

 Scheppende kracht; hoe mee omgaan?

  • Geef je unieke talent een naam. ‘de humorist’
  • Versterk je talent door zelfreflectie
    • Sta stil als je je talent herkent, wees er blij mee en ga verder
    • Kijk aan het einde van de dag vijf minuten terug en herinner je momenten waarop je talent ‘aan het werk was’
    • Leer van je fouten. Door je fouten te zien, kan je talent groeien.

 Derde kracht: PASSIE

 

Bezigheden die ons innerlijk een absoluut vrij gevoel geven. Het gevoel van een zorgeloos kind. Genieten is het voeden van de ziel en versterkt de werking van uniek talent.

 

Naast uiterlijke competenties ook innerlijk competenties ontwikkelen: Hoe?

  • Geleidelijk omvorming van beoordelingssysteem
  • Korte training draak en talent herkenning
  • Training voor managers om talent te stimuleren
    • Zoek opdrachten bij een talent
    • Complimenteer op talent momenten
    • Houd de spiegel voor bij foutmomenten (zonder oordeel)

            Sturen op output EN op input van menselijk potentieel.

 

 

De emotionele balans bestaat onder andere uit persoonlijkheidstrekken zoals Autonomie, Eigenwaarde, Ontzag en Zelfvertoon. De emotionele balans is de rode draad door het talenten profiel van de kandidaat.

De motivatie motieven bestaan onder andere uit ambitie, erkenning, prestatie motivatie en variatie. Met andere woorden: datgene waardoor de kandidaat gemotiveerd word om tot prestaties te komen.

De sociale talenten bestaan onder andere uit het inlevingsvermogen van de kandidaat, de mate van liefdadigheid, de behoefte aan sociale steun en de behoefte aan vriendschap. Deze en een groot aantal andere factoren bepalen samen en in interactie met elkaar hoe de kandidaat zich gedraagt in relatie tot anderen.

De beïnvloedende talenten bestaan onder andere uit de mate waarin de kandidaat zich kan conformeren of aanpassen aan de omgeving, de mate van dominantie of ondergeschiktheid en de hoeveelheid energie waarover de kandidaat beschikt.

De leidinggevende talenten worden deels gevormd door besluitvaardigheid, doelgerichtheid, de leiderschapskwaliteiten van de kandidaat en de mate waarin de kandidaat kan volharden.

De organiserende talenten bestaan onder andere uit hoe orderlijk en netjes de kandidaat is, de mate van praktijkgerichtheid en structuur.

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Books on Leadership: from Attila the Hun to Jesus - contr. by BTH7/9/2006

"The literature we find on leadership, though vast, isn't always helpful," writes Manfred Kets de Vries.

 

There are books ranging from The Leadership Strategies of Attila the Hun to The Leadership Lessons of Jesus. So who is buying those books? True leaders, or true wannabes? Books on leadership—and I have looked at a statistically significant sample—tend to fall into two categories, voyeurism and self-help. I suspect that true leaders, like Mr. Hun, are not the primary market for leadership books. The true market lies in the rest of us, who are trying to get in touch with our inner leaders.

Leadership is like pornography. It's hard to define, but easy to recognize. It is both a process and a quality. The process of leadership involves activities like planning, organizing, coordinating, and controlling. The quality of leadership comprises traits like assertiveness, sociability, analytical skill, and emotional intelligence. Consider Winston Churchill, the man who put a name to Britain's finest hour, and then led his country through it. Among Churchill's qualities, the ones that might have come up in a background check, were sleeping until noon, drinking a bottle or so of hard liquor a day, and, in his youth, using opium and being kicked out of college (twice).

Warren Bennis defined leadership as, not so much the ability to do things right, but as the ability to do the right thing. Leadership is situational, and exists only in the interaction of leader, follower, and situation. Ulysses Grant's brilliance as a general did not carry over into the White House. So, before buying one more book on leadership, it's worth asking whether you can actually learn something from it. What is going to make a self-help book helpful? It would need to say something true, useful, and different.

In a famous article in the Harvard Business Review, Abraham Zaleznik asked the question "Managers and Leaders: Are They Different?" (Answer: yes.) Now, a generation later, Manfred Kets de Vries carries on the work of his mentor. Kets de Vries is a professor at INSEAD, where he leads the school's management and leadership program. He is widely recognized as one of Europe's leading management thinkers. The Leadership Mystique is his seventeenth book. And while many others write books on leadership that are true and useful, Kets de Vries brings something different to the discussion. After being educated as an economist, he then trained as a psychoanalyst.

"So, Mr. CEO," we can imagine him saying, "tell me about your mother." One of Kets de Vries's principles is that business is about organizations, and organizations are about people. You can't really understand people or organizations by observing what he calls the visible part of the iceberg. Beneath the surface of actions, strategies, and structures lie the murkier depths of irrational forces, group dynamics, and individual dramas.

Kets de Vries makes two key arguments. One, organizations, like people, have psychological styles. Two, people are not so straightforward. "There are few universals in life, but transference is one," he writes. "What transference says is that no relationship we have is a new relationship; all relationships are colored by previous relationships." And this doesn't just mean previous work relationships. Psychologists like Kets de Vries believe that the majority of one's personality is shaped by the age of three. In other words, it's all Mom's fault.

Walt Disney, Henry Ford, Pierre Cardin, Richard, Branson, Jack Welch, and Bill Clinton. All of them had an absent father (in one way or another) and a strong, supportive mother. All were forced to assume family responsibility at an early age. All grew up being competitive, able to confront authority, confident, and resilient in the face of failure. This resilience came from having a person who took a special interest in them. "The future destiny of the child is always the work of the mother," according to Napoleon. As you can by now imagine, The Leadership Mystique is not the typical book on leadership.

Kets de Vries's position is that everyone has a core drama that leads to their personality style. What makes each of us the person we are is the dominance of some inner wish. The wish to be loved, or to be understood, or noticed. The wish to be free from conflict, or to help, or to be able to hurt others. The wish to achieve or the wish to fail. When we go to work, we take this fundamental wish into a context of relationships. We project it on others, and rightly or wrongly anticipate how others will react to us, and then we react to their reactions. This basic wish, embedded in context, is what psychiatrists call the core conflictual relationship theme, and everybody's CCRT is unique.

Tolstoy's contribution to psychotherapy was his observation that all happy families resemble one another, but each unhappy family is unhappy in its own way. Just the same, there are some patterns. Organizations reflect the personalities of their leaders, and dysfunctional leaders often show one or more pathologies. Who among us doesn't know some epitome of conflict avoidance, tyrannization, micromanagement, manic behavior, inaccessibility, or game playing? In every case, Kets de Vries argues, these styles derive from the leader's inner drama.

On the larger canvas of the organization, these inner dramas develop into corporate cultures. Corporations, like their leaders, can be dramatic, like Sandy Weil's Citigroup. They can be suspicious like Hal Geneen's ITT, or detached like Czar Nikolas's Russian government; depressive like Robert Allen's AT&T, or compulsive like Henry Ford's car company. Kets de Vries explores these five dominant "constellations," each with its organization style, executive personality, culture, strategic style, and underlying guiding theme. Take Richard Branson's Virgin Group, for example, a successful company by any account. The CEO is dramatic, seeking attention and craving excitement. Nmot surprisingly, Virgin's organizational decision-making is overcentralized. Its culture supports the emotional needs of both the leader and his subordinates. Its strategy is somewhere between bold and impulsive. And its guiding theme, according to Kets de Vries, is "I want to get attention from and impress the people who count in my life." A pattern emerges.

Each of the five organizational patterns brings its strengths and its weaknesses, just as every emotion has its silver lining. The thoroughness of the compulsive style is a good quality at one point in a corporation's life, and a bad one at another. But if corporate styles are deeply rooted in history and personality, as they always are, they cannot be easy to change. I have long maintained that there are the Three Ps of culture change: Pay, Promotion, and People. In Kets de Vries's phrase, it is easier to change people than to change people.

Psychologist Richard Farson observed that, although people profess to learn from their mistakes, their behavior is shaped by their successes. This is why change is hard for people. Confronted with failure, or with a new world where the old tricks aren't working any more, most people keep doing what they have been doing, only harder. One type of failure afflicts people in their forties and fifties-the depression and panic that comes from realizing that, even though they have successful careers, some of their goals will never be met. German being the language of the consulting room, this condition is known as Torschlusspanik, or the panic due to the closing of gates. This, and the other crises of life, lead approximately 20 percent of executives to suffer from psychiatric problems, with depression and substance abuse leading the list.

The question for many once and future leaders is how to escape the Dilbert Zone of cynicism and resignation. Or, in Mihaly Csikszentmihalyi's terms, how can they get back into the "flow"? People are happiest, and achieve the most, when they face challenges that they can rise to. Too little challenge, and they are bored. Too much challenge, and they give up. But what gives us the strength to work with other people to achieve great things? Ultimately, the book makes three prescriptions-know thyself, control thyself, connect with others. As a psychoanalyst, of course Kets de Vries thinks self knowledge is the beginning of all change. A central part of the analyst's training is being analyzed himself. And as Harvard's Howard Gardner has written, emotional intelligence, both interpersonal and intrapersonal, is as important as analytical intelligence in predicting success in life.

The Leadership Mystique does not represent new research on Kets de Vries's part. It is a synthesis of material he has been using with executives for the past ten years. It does differ from his earlier books by having an upbeat ending. Usually Kets de Vries presents case studies on topics like "The Mussel Syndrome" and "The Rot at the Top." Compelling reading, but occasionally depressing. This time, though, he took a note from American self-help books, making the second half of the book more upbeat and more how-to. Unfortunately, I found the second half of the book a little too-too. There are forty-six self-evaluation exercises, lists and lists of things, and a little too much general management advice. The first half of the book is more fun, with the schadenfreude and the voyeurism that go with reading about famous leaders' fatal flaws. There are also any number of fun facts, like Walt Disney's preferred breakfast being Dunkin Donuts, dunked in whiskey. (Churchill, of course, omitted the donuts.)

Napoleon said that leaders are merchants of hope. They succeed when they create senses of purpose, self-determination, impact, competence, and shared values. There may be some leaders that would, in Austin Powers' words, "lose their mojo" if they understood themselves a little better. But for most of us, leadership demands emotional intelligence, which starts with knowing yourself. This is, of course, what the Oracle at Delphi and Sigmund Freud were telling us all along.


by David S. McIntosh


© David S. McIntosh, Center for Business Innovation, Cambridge MA.


(Posted in Leadership)
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InnovaCtion: the Matt Taylor approach - Accelerated Solutions Environment7/9/2006

Last week I re-visited the Accelerated Solutions Environment (ACE) of Capgemini.

Read the book Impact with the background and principles of this proces or visit the website of Capgemini ACE. It's a dedicated way of helping organisations to jump start their innovation in a 'pressure cooker' proces facilitated by Capgemini.

 

The original inventors of the concept of ACE were Matt & Gail Taylor. Matt (1938) is an architect who has developed common languages for innovation, creations and development. His website gives an inspiring, sometimes 'mind shuttering' and utopian look at his thinking. Enjoy his models on learning, organisational transformation and his early experiments with values and principles.

 

Have fun | Bart


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Krauthammer: Europes Leading Behavioral Trainer24/4/2006

Only recent I have shared my idea and vison of the future of Krauthammer and me (and many more).

I've recognised a couple of fans already ;-)) and also that we don't have to invent from ground zero.

 

The idea is that we bring our over 30 years of experience with Krauthammer International University (KIU) to the market and recognise that this is our real expertise and value proposition for our clients.

 

THE training and formation of trainers and coaching according to a more than proven concept (= Krauthammer Philosophy) by Train-de-Trainer / Coach or Teacher programmes..

 

Advantage for the customer:

  • They get a much more customised approach than before
  • They gain experiences and knowledge in their own organsiation to do HCD themselves
  • They save on training costs
  • Create impact by training on the job
  • All of this by a Krauthammer level seleced an accredited trainers / coaches from their own organisation
  • They don't have to put us up with RFP's and just recognise us as the 'experts' in behavioral training in stead of supplier of a commodity

Advantages for us:

  • We use Krauthammer at its most valuable asset: exellent expertise in training and formation of trainers/coaches.
  • We really become business partners (co-design - value proposition & expertise delivery)
  • We create a steady flow of turnover in licencies and auditing
  • We create positive AR's while have the commercial space to get more sales
  • On top of that we become trendsetter instead of trend follower.
  • With this we are and will stay un-copy-able

 

Let this be one of the starting documents. Please fill in the blanks. Shoot!!! I will start of with the business model to find if this will finish in a positive monetairy fasion ;-)).

 

P.S. Did you read the book: 'I Always get my sin.' by Maarten Rijkens.

A nice title in this repsect and please give me feedback on my English. Thanks.

 

Contribution by Bart Jansen | Krauthammer International Netherlands

 

 


(Posted in Krauthammer Inside)
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Positive Psychology16/4/2006

Hay Stuffeaters,

Deze wil ik jullie niet onthouden, Naar aanleiding van het boek 'Now discover your strength' het volgende artikel over 'Positive Psychology'.

Have Fun, in meervoudig opzicht!!! - Bart


Harvard's crowded course to happiness

'Positive psychology' draws students in droves

More than 800 students fill the lecture hall for Tal Ben-Shahar's 'Positive Psychology' at Harvard this semester.
More than 800 students fill the lecture hall for Tal Ben-Shahar's "Positive Psychology" at Harvard this semester.

(Globe Staff photo / Michelle McDonald)

 

 

CAMBRIDGE -- The most popular course at Harvard this semester teaches happiness.

The final numbers came in this week: Positive Psychology, a class whose content resembles that of many a self-help book but is grounded in serious psychological research, has enrolled 855 students, beating out even Introductory Economics.

Every Tuesday and Thursday at 11:30 a.m., students crowd into Sanders Theatre to learn about creating, as the course description puts it, ''a fulfilling and flourishing life," courtesy of the booming new area of psychology that focuses on what makes people feel good rather than the pathologies that can make them feel miserable.

''Positive Psych may be the one class at Harvard that every student needs to take," said Nancy Cheng, a junior majoring in biology. ''In this fast-paced, competitive environment, it is especially crucial that people take time to stop and breathe. A self-help class? Maybe. . . . But from what I've seen and experienced at Harvard, I think we could all use a little self-help like this."

In the last several years, positive psychology classes have cropped up on more than 100 campuses around the country, said Shane Lopez, an associate professor at the University of Kansas, who recently co-wrote a positive psychology textbook. But with such an enormous course enrollment, Tal D. Ben-Shahar, the lecturer who teaches Harvard's course, ''is the leader of the pack right now," Lopez said.

The courses can change how you see yourself and your life, Lopez says. ''A lot of people are just not accustomed to asking, 'What do I have going for me?' and 'What did I do right today?' "

Marty Seligman, the University of Pennsylvania professor who is considered the father of positive psychology for his scholarship and efforts to promote it, said he saw a similar groundswell when he offered a course in 2003. He sees the student enthusiasm as reflecting the tremendous appeal of the positive psychology movement in society at large.

''When nations are wealthy and not in civil turmoil and not at war, then I think, like Florence of the 15th century, they start asking what makes life worth living, and that's what positive psychology is about," he said in a phone interview.

Among the research findings that support the idea that happy people function better: A study of aging nuns found that those with a positive outlook in their 20s lived as much as a decade longer than those with a negative outlook, and people who were asked to keep a diary every night for six months, recording things that had gone well that day, fared better in measures of happiness, optimism, and physical health than those who did not.

Furthermore, studies show that optimism is a skill that can be taught and learned.

 

On Tuesday, midway through the lecture, the lights dimmed and Ben-Shahar led the assembled hundreds of students through a couple of minutes of meditation, asking them to focus on their breathing and on releasing the tension in their bodies. ''Just let go," he said. ''Experience whatever experience you're having. Just let it be. Give it permission, give yourself permission to just be."

A few deep sighs of relief could be heard.

 

It was an astonishing scene in the hard-driving academic atmosphere of Harvard. Despite the short weekly papers, two exams, a final project, and required readings from hard-core psychology texts and journals, the course seems a bit like brain candy, compared to Harvard's usual academic fare. Some students do see it as a ''gut," according to an article in the Harvard Crimson's magazine.

But Ben-Shahar argues that if the course seems easy, it is because it holds such great relevance to students' own lives, which they naturally are fascinated by. ''Most things we find interesting, we also find easy," he said.

 

''My goal is to create a bridge between the Ivory Tower and Main Street, to bring together the rigor of academia and the accessibility of self-help," he said. ''If the class has a rigorous academic foundation, which it does, then why not try to help people lead better lives?"

It certainly does not hurt that Ben-Shahar, 35, raised in Israel and educated at Harvard, tells deeply personal stories to illustrate points. On Tuesday, he described how, in his senior year at Harvard, he won his dream fellowship, only to start worrying the next day about why he hadn't won a better one instead. The moral: How you see things can matter more than what actually happens.

He also shares catchy phrases: ''Learn to fail or fail to learn," for instance, and ''not 'it happened for the best,' but 'how can I make the best of what happened?' "

He also spoke about routes to personal change, wondering aloud about post-traumatic stress disorder, in which a single trauma can damage a person for life. Might it be possible to create the opposite phenomenon?

He proposed that perhaps a single glorious, ecstatic experience could change a person for the better for life -- and went on to describe how students might increase the likelihood of such an experience and its aftermath, from cultivating a sense of gratitude for the beautiful things in their lives to taking the time to really listen to music.

Students left the 90-minute-long class cheering and smiling.

After Positive Psychology, Harvard's next most popular course this semester is an economics class with 669 students; and the third most popular class is another psychology course taught by Ben-Shahar that has 550 students.

 

Continued

 

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Do you have the COURAGE?9/3/2006

Fast-company heeft echt geweldige artikelen... zie attachment.

Leuk deze link, gaat over courage. Wist je dat dat van coeur komt? From the heart???

 

http://www.fastcompany.com/magazine/86/courage.html

 

Een liefdevolle stuffed groet, Kat

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Even more stuff on Connection & Learning9/3/2006

Veel leesplezier... from Kat'

 

Ont-moeten

Her-inneren

Ont-wikkelen

 

Be-leven

Be-grijpen

Ont-dekken

 

Courage: orig. from the heart (coeur) --> see previous posting on courage

Inspiratie: orig. adem inblazen

Motivatie: orig. in beweging

 

Attachement: stuffeaters_Mar_06_Create_Connections_Fast_Comp.doc
Attachement: stuffeaters_Mar_06_Learn_Fast_Company.doc

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From Krauthammer Inside/insight to Krauthammer Outside...;-)24/2/2006

Hey, Hey (again),

 

Also found on the Haygroup website under the header Hay Insight, their concept of servicing clients with what you could call meta-level consultancy. They define it in terms of giving clients acces to research, tools & benchmarks. Within KI, people (JK is the most concrete) are also thinking on KI-inside. Althought it is 'slightly' different from the concept of 'insight', it clearly has the same feel/background as we've discussed during our stuffeaters session on Febr. 3rt. KI as a source for developing & learning within organisations. The next KI-vision/mission could be 'Helping other people bring out the best in people'. Our KIU is or could be in the frontrow of that development. Are we consious of that? How can we get it of and moving within and outside KI?

 

[See the tekst of the website on this subject below (only dutch)]

 

Audit

Hay Insight biedt ondersteuning in beleidskeuzes. Met name scherpe diagnoses zijn daarbij een goede basis. Hay Insight maakt gegevens en verhoudingen inzichtelijk en geeft advies over verschillende issues die in uw organisatie kunnen spelen. Zoals:

  • medewerkers- en klanttevredenheid
  • balans werk/vrije tijd
  • bedrijfscultuur
  • Engaged Performance
  • effectiviteit van het HR-beleid

    De auditinstrumenten worden efficiënt ingezet om resultaten te vergelijken met de markt aan de hand van onze benchmark databases. Voor de individuele organisatie is tevens maatwerk mogelijk.

    Hay Insight aanpak
    Hay Insight hanteert een specifieke aanpak. Aan de hand van systematische dataverzameling wordt:
  • een zorgvuldige diagnose van uw huidige situatie gemaakt;
  • uw organisatie gebenchmarked met best practices, normen en referenties;
  • informatie aangeleverd voor een kwalitatieve interpretatie;
  • u ondersteund door middel van advies over een eventueel veranderingstraject.

    Voorbeelden van het Hay Insight aanbod

    Sales Force Effectiveness Survey
    Onderzoek naar impulsen op verhoging van de effectiviteit van uw sales team. Zowel beloningselementen als werkbelasting, kwaliteit van het werk en toekomstige groei komen aan de orde.

    Employee Opinion Survey
    Onderzoek naar de attitude van de medewerkers ten opzichte van de organisatie en veranderingsprocessen. Veelal gebruikt om veranderingsprioriteiten vast te stellen.

    Customer Satisfaction Survey
    Onderzoek naar klanttevredenheid en -loyaliteit.

    Culture Change Audit
    Een instrument waarmee de bedrijfscultuur gemeten en gedefinieerd wordt. Bijvoorbeeld een cultuurverandering die aansluit op een nieuwe business strategie.

    HR Effectiveness Audit
    Een instrument waarmee de effectiviteit en de kosten van het HR-beleid gemeten en geëvalueerd worden.

    Engaged Performance
    Een Emotional Reward audit waarbij de effectiviteit van beleid en praktijk in kaart gebracht wordt. De bepalende elementen worden gemeten om aan te tonen wat de beweegredenen van een bepaalde doelgroep uit de organisatie zijn om voor deze organisatie te kiezen en er te blijven. De resultaten bieden concrete aanknopingspunten voor optimalisering van het HR-beleid in de meest brede zin.


  • (Posted in Krauthammer Inside)
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    Hay-group model on Engaged Performance24/2/2006

    Hay, Hay, - boys & girls...

    As a member of our stuffeaters community this vacuumcleaner (stuffsucker sounds appealing at first) received a notivication that the website of Hay-group (HG) had been renewed. In their research & publications I found some interesting pdf-files which give us insight in the way HG is thinking of performance improvement or 'bringing out the best in people' (where did I hear that before?). Check out the next model:

     

    If you want to read more about the model go to the full working paper or explore their 'publications' section on their website.

     

    http://www.haygroup.nl/HayWeb/HayWeb.nsf/Images/ENGAGED%20PERFORMANCE%20WORKING%20PAPER_NLVERSIE.PDF/$file/ENGAGED%20PERFORMANCE%20WORKING%20PAPER_NLVERSIE.PDF


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    Hernieuwd leiderschap21/2/2006

    Met mijn trainingsgroep van de training Leiderschap van de Universiteit Maastricht hebben we een boekje van Gerd Leers (jawel, onze eigen burgemeester) over leiderschap behandeld: het leverde een aantal prikkelende quotes over hernieuwd leiderschap op die ik graag met jullie deel.

    Een leider die gezag ontleent aan draagvlak en vertrouwen (i.t.t. macht ontleent aan positie) moet de volgende eigenschappen hebben c.q. het volgende gedrag vertonen: hier volgen Leers' 7 gewoonten van effectieve leiders
    1) lef/durf om te dromen en deze uit te dragen ('I have a dream' van rolmodel Martin Luther King) zodat volgelingen die droom ook willen hebben
    2) wees consequent en sta voor je eigen keuzes (rolmodel: Ghandi: be the change you want to see in the world)
    3) schenk genade: sceptici en zelfs vijanden uitnodigen om zich aan te sluiten bij de visie/droom (rolmodel: Jezus van Nazareth)
    4) herken signalen, vang ze tijdig op (voordat problemen ontstaan) en zet ze om in pro-actief beleid
    5) leg verbanden in een verháál, in een visie die dilemma's integreert (verzoent)
    6) deel de macht met hen die er écht verstand van hebben (delegeren/decentraliseren)
    7) luister wel, maar volg niet vanzelfsprekend ('u vraagt wij draaien' leidt tot wantrouwen)

    Het lastigste dilemma voor een leider (volgens Leers): het vinden van de juiste balans tussen bevlogen solisme en solide verankering in een organisatie

    Prikkelende quotes: wie niet vertrouwt, eist bewijzen; er wordt geen rekenschap meer afgelegd, maar er is sprake van af-rekenschap; de resultaten die worden geboekt, moeten meetbaar zijn - logisch, want er is geen vertrouwen meer; resultaten waar de samenleving om vraagt zijn rechtvaardigheid, gemeenschapszin, samenhang en betrokkenheid
    Posted by BTH (81.69.102.12)


    (Posted in Leadership)
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    The next value...19/2/2006

    Disciplined entrepreneurship...

     

    What is it all about?

    What principles would guide us?

    What is disciplined? Where is the risktaking part of being an entrepreneur?

     

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    Harvest whiteboard session friday febr. 3rd5/2/2006

     

    Here you see the whiteboard we produced in our friday afternoon workshop.

    Have fun, Please comment and post untill you drop!!!


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    REQUEST3/2/2006

    As you enter this place of work please CHOOSE to make today a great day. Your colleagues, customers, team members, and you yourself will be thankful.

     

    Find ways to PLAY. We can be serious about our work without being serious about ourselves.

     

    Stay focused in order to BE PRESENT when your customers and team members most need you.

     

    And should you feel your energy lapsing, try this for remedy: Find someone who needs a helping hand, a word of support, or a good ear, and MAKE THEIR DAY.

     

    Source: Paul Jansen, http://www.pibuckle.com - original: http://www.pikeplacefish.com

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    Gandhi on customer relations...2/2/2006

    Customers...

     

    A customer is the most important person on our premises

     

    He is not dependent on us

    We are dependant on him

     

    He is not an interuption to our work

    He is the purpose of it

     

    He is not an outsider on our business

    He is part of it

     

    We are not doing him a favour by serving him

    He is doing us a favour by giving us an opportunity to do so

     

    Mahatma Gandhi (1869-1948)


    (Posted in Customer relations)
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    Hello Stuffeaters - Article on Marshall Rozenberg's - NVC1/2/2006

    Welcome to this posting on bloggers.nl/stuffeaters.

    This is the place for inspiration.

     

    Please read the file in the apendix for it will prepare yourselve for the workshop on Non Violent Communcation with Marshall Rosenberg we'll have next week in Rotterdam. The file is taken from the site of Marshall and will give you an inside in the background of the development of his nvc and the spiritual basis that he feels is necessary to completely enjoy it.

     

    Comments are welcome on this weblog. Please let others enjoy your talents.

    2006 will be the year to 'unfreeze' those hidden talents that will help others.

     

    With regards | Bart Jansen

     

    Attachement removed - please mail to blog-master

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    Appetizer on Core Quality by Daniël Ofman24/1/2006

    OK, ok, als 'appetizer' de volgende bewerking van de nieuwe stuff van Daniel Ofman en zijn nieuwe club CORE QUALITY (sluit 100% aan op je cultuurcollege, Kat):

     

    [original posted by BTH on 24-01-2006]

     

    Bijlage: stuffeaters_Leiderschapsontwikkeling_drie_perspectieven.doc

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    Earlier posting on NLP by email10/1/2006

    Hi stuff-eaters,

    Hier is weer iets om op te kauwen: KISSe vertaling NLP naar wat wij doen (c) SB:

    Feedback? Graag!

    Bert-Jan

     

    [original posted on 10-01-2006]

     

     

    Bijlage: stuffeaters_Logical_level_in_NLP.doc

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