Lerende Organisatie
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Een duidelijk en leuk visieartikel voor mensen die geïnteresseerd ...

Een duidelijk en leuk visieartikel voor mensen die geïnteresseerd ... | Lerende Organisatie | Scoop.it
In dit artikel worden de trends beschreven die zich afspelen in de omgeving van organisaties en het belang van de wendbaarheid van medewerkers. Aan de hand hiervan komt duidelijk naar voren waarom lerende ...
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Werk jij bij een lerende organisatie? | Lean Tweetz

Werk jij bij een lerende organisatie? | Lean Tweetz | Lerende Organisatie | Scoop.it
Het kenmerk van een lerende organisatie is dat deze zich voortdurend aanpast aan een veranderende omgeving. Dit aanpassen vereist naast het aanleren van nieuwe vaardigheden ook een grote mate van afleren van oude ...
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Racing Up the Ladder of Inference (Ed Batista)

Racing Up the Ladder of Inference (Ed Batista) | Lerende Organisatie | Scoop.it

We're generally intelligent people...so why do we do such dumb things?


One of the best ways to explain our counterproductive behavior is the Ladder of Inference. This elegant model was first developed by Chris Argyris, building on the work of S.I. Hayakawa and Alford Korzybski, and articulated further by William Isaacs and Rick Ross.


Start at the bottom and work your way up.


Via Kenneth Mikkelsen
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Kenneth Mikkelsen's curator insight, February 22, 2014 12:40 PM

Chris Argyris has made a significant contribution to the development of our appreciation of organizational learning. 


Recommend resources with Chris Argyris that you watch this video and read his 1977 Harvard Business Review article: Double Loop Learning in Organizations.

Ivon Prefontaine's curator insight, February 22, 2014 2:36 PM

And it is amazing how often our cognitive biases limit our view of the world and our creativity.

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Welkom | SYSTEEMDENKEN

Welkom | SYSTEEMDENKEN | Lerende Organisatie | Scoop.it
Systeemdenken is waar het over gaat en ik hoop dat scholen en andere onderwijsinstellingen in het Nederlandse taalgebied wereldwijd veelvuldig aan de slag zullen gaan met wat hier aan materiaal zal verschijnen, dat de ...
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Internationalisering volgens het systeemdenken ... - Massinks

Moet nog verder uitgewerkt worden. De richtinggevende vraag zou hierbij kunnen zijn: Draagt internationalisering in de Delta Academy bij aan de verbetering van de kwaliteit van het onderwijs en het onderzoek.
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Interdependencies and Interrelationships: the Role of Systems ...

Interdependencies and Interrelationships: the Role of Systems ... | Lerende Organisatie | Scoop.it
Interdependencies and Interrelationships: the Role of Systems Thinking Geoffrey Habron, Ph.D Dr. Habron received his MS in Fisheries and Wildlife from Mississippi State University, and his Ph.D. in Fisheries at Oregon ...

Via Dr. David J. Williamson
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Do We Really Need Managers?

Do We Really Need Managers? | Lerende Organisatie | Scoop.it

Ryan Carson was presenting his company’s latest numbers to investors when he broke the big news. In the middle of the presentation, one investor stopped and asked, “Wait, who reports to who?


Via Kenneth Mikkelsen
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Nonprofit HR's curator insight, February 24, 2014 10:38 AM

This is a compelling trend, but it wouldn't work for every org. Certainly worth the read to see if it could work with your internal culture!

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Don't Be An Expert (But if Unavoidable, Be a Fox, and Use Models)

Don't Be An Expert (But if Unavoidable, Be a Fox, and Use Models) | Lerende Organisatie | Scoop.it
“The fox knows many things, but the hedgehog knows one big thing.” ~ Archilochus In 2005, Philip Tetlock published a widely acclaimed book, “Expert Political Judgment: How Good Is It? How Can We Kn...

Via Philippe Vallat
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Philippe Vallat's curator insight, February 16, 2014 3:12 PM

Ironically, the more famous the expert, the less accurate his or her predictions tended to be. The less successful forecasters tended to have one big, beautiful idea that they loved to stretch, sometimes to the breaking point. They tended to be articulate and very persuasive as to why their idea explained everything… they are more entertaining… The media loves them… Experts in demand were more overconfident than their colleagues who eked out existences far from the limelight…”

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Peter Senge: Systems Thinking and The Gap Between Aspirations and Performance

In his keynote presentation to our Climate, Buildings and Behavior symposium last month, leading organizational thinker Peter Senge offers a distillation of ...
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Waar is het individu in Melkerts systeemdenken?

Waar is het individu in Melkerts systeemdenken? | Lerende Organisatie | Scoop.it
Waar is het individu in Melkerts systeemdenken? http://t.co/xUM1yftEKQ
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complexiteit reduceren

complexiteit reduceren | Lerende Organisatie | Scoop.it
Complexiteit reduceren is volgens Yves Morieux van BCG met 6 basisregels die hij met smart simplicity samenvoegt mogelijk.
Ides De Vos's insight:

het openstellen van ieders mentaal model, en discussie daarover is de eerste belangrijke stap

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Complexity Theory Basic Concepts

A summary of key complexity theory concepts. (Complexity theory background http://t.co/lsYiQGJZv1)

Via Christophe Bredillet, Philippe Vallat
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Deze patronen zitten betere samenwerking in de weg

Deze patronen zitten betere samenwerking in de weg | Lerende Organisatie | Scoop.it
Een team beter laten samenwerken, begint met patronen doorzien. Je moet bepalen wat verkeerd gaat, voordat je het gedrag kunt veranderen. (RT @YolandavanHeese: Leuk artikel over patronen herkennen in teams.
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6a069f96-be42-11e3-95d7-22000ab82dd9-large.jpeg (748x1024 pixels)

6a069f96-be42-11e3-95d7-22000ab82dd9-large.jpeg (748x1024 pixels) | Lerende Organisatie | Scoop.it
RT @JanZwemer: Pak motivatieproblemen in onderwijs fundamenteler aan. Met dank aan @JanJutten #systeemdenken http://t.co/xTwvDTk7CE http://…
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Systeemdenken in de praktijk: niet natuurlijk, wel nuttig

Systeemdenken in de praktijk: niet natuurlijk, wel nuttig | Lerende Organisatie | Scoop.it
Systeemdenken is van groot praktisch nut in onze ingewikkelde samenleving. Alle reden om ons er in te bekwamen. Want het zit niet in onze genen. (RT @JeroenvdBerg1: Mijn nieuwe blog is uit. Over het nut van systeemdenken.
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Can A Big Old Hierarchical Bureaucracy Become A 21st Century Network?

Can A Big Old Hierarchical Bureaucracy Become A 21st Century Network? | Lerende Organisatie | Scoop.it

One of the most difficult management challenges is taking a big old hierarchical bureaucracy, and turning it into a nimble 21st Century networked organization that can cope with the challenge of today’s dynamic marketplace and compete with younger organizations that have been networked from the outset.

 

These big old hierarchical bureaucracies have deeply engrained cultures with a tradition of individuals reporting to bosses and coordinating processes made up of roles, rules, plans and reports; the reports flow up and down the hierarchy. These processes ensure order but they restrain innovation and creativity - a critical handicap in the emerging Creative Economy. In these big old firms, the careers of those who have risen to the top are built on the principles of hierarchical bureaucracy. Inside these firms, the thought that a firm could be run in any other way can be discomforting, if not hallucinatory.

 


Via Kenneth Mikkelsen
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David Hain's curator insight, March 24, 2014 4:29 AM

Networks are the future, but bureaucracies require to learn new skills and organisational forms to survive the journey!

david o'connor's curator insight, March 25, 2014 9:22 AM

Love the concept that: in networks, leadership is not the prerogative of position, rather the shared responsibility of everyone involved in self-organised collaboration.

BertVries's curator insight, April 25, 2014 8:14 AM

Must read and interesting perspective about how to transform  a big old hierarchical organisation into a more agile/adaptive organisation by adding a network layer on the existing org structure

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Systems Thinking for Online Sellers - Lean Commerce

Systems Thinking for Online Sellers - Lean Commerce | Lerende Organisatie | Scoop.it
Everything in your business is connected in a system. In this post I explain how to use Systems Thinking to uncover hidden problems and opportunities.

Via Steve Wilhite
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Managing Complexity: The Battle Between Emergence And Entropy

Managing Complexity: The Battle Between Emergence And Entropy | Lerende Organisatie | Scoop.it
By Julian Birkinshaw, London Business School Term Chair Professor of Strategy and Entrepreneurship. The business news continues to be full of stories of large companies getting into trouble in part because of their complexity.

Via Christophe Bredillet
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Dave Guerra (Author)'s curator insight, December 2, 2013 1:51 PM

Emergence and Entropy are Two Ends of One Vortex #TwoSides2Super #Reflexicution #Superperformance

Aline Choupin's curator insight, December 5, 2013 10:16 AM

So....just sayin'.... you mean capitalistic large companies are turning like... sovietic bureaucracy ? I mean whatever the way the author analyze  the level ok complexity through processes....

Ron DeLong's curator insight, December 28, 2013 4:30 PM

complexity = risk

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Leadership for Emergence: Exploring Organisations through a Living System Lens

Quote from the article: "the participants in the NGO Leadership Project became increasingly aware of the similarities between their organisational context and leadership processes, and what they were reading with respect to complexity thinking, complex adaptive systems, and adaptive leadership"


Via GHiggins, Dr. David J. Williamson
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GHiggins's curator insight, August 25, 2013 12:23 AM

(Scooping a PDF that is available online is tricky, but here goes.) The full-text article is available here: http://goo.gl/Noxdu7
Many of my clients are not-for-profit organisations (aka 'for purpose'), and their operating circumstances are complex and sometimes mystifying. If you are leading in an organisation like this, and you are sick of 'quick fix' solutions to managing change, you might be interested in this article. It is about the work of the Christchurch NGO Leadership Project - an example of action learning using 'complexity thinking' to address 'emergence'.
It is heavy reading at times, but very rewarding.
...Geoff

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Change Organisational Structure To Improve Customer Experience

Change Organisational Structure To Improve Customer Experience | Lerende Organisatie | Scoop.it

Via Blue Sky Change, Pascale Mousset
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Systeemdenken… is wijze wetenschap | Systeemdenken

Systeemdenken… is wijze wetenschap | Systeemdenken | Lerende Organisatie | Scoop.it
Systeemdenken… is wijze wetenschap ... Op basis van de verworven inzichten kunnen we dan systemen ontwerpen en besturen die veerkrachtig zijn, systemen die kunnen omgaan met de complexiteit van de omgeving.
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Artikelen Jan Jutten/Natuurlijk Leren

Artikelen Jan Jutten/Natuurlijk Leren | Lerende Organisatie | Scoop.it
Jan Jutten is werkzaam als zelfstandig onderwijsadviseur bij de organisatie Natuurlijk leren. Hij begeleidt samenwerkingsverbanden op weg naar lerende organisaties.

Via Els Snels
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Els Snels's curator insight, October 24, 2013 9:59 AM

info via wijleren.nl

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Cultivating Collective Mindfulness: The Leader’s New Work

Cultivating Collective Mindfulness: The Leader’s New Work | Lerende Organisatie | Scoop.it

The reality is that we—all of us, not just the financial elite—are the collective sleepwalkers. How do we wake up? Why is it that, across so many major systems, we collectively create results that nobody wants? Nobody wants to increase environmental destruction, poverty, cultural ADHD, or suicide. Yet we keep doing it. Why do we collectively recreate these patterns?


Via Kenneth Mikkelsen
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Don Cloud's curator insight, February 10, 2014 8:44 PM

True leadership mindfulness ... transitioning from "me" to "we"!

Graeme Reid's curator insight, February 13, 2014 5:23 PM

A great thought-provoking article.  I get the sense that we are beginning to wake up to our realities of diminishing resources, lack of purpose, unhappiness etc - what is needed is a catalyst to speed up the rate of change.

Rim Riahi's curator insight, February 19, 2014 11:00 PM

The reality is that we—all of us, not just the financial elite—are the collective sleepwalkers. How do we wake up? Why is it that, across so many major systems, we collectively create results that nobody wants? Nobody wants to increase environmental destruction, poverty, cultural ADHD, or suicide. Yet we keep doing it. Why do we collectively recreate these patterns?

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Vijf misvattingen die effectieve interne communicatie in de weg staan - ManagementSite.nl

Vijf misvattingen die effectieve interne communicatie in de weg staan - ManagementSite.nl | Lerende Organisatie | Scoop.it
ManagementSite.nl Vijf misvattingen die effectieve interne communicatie in de weg staan ManagementSite.nl Ze negeren de complexiteit van het communicatieproces en gaan voorbij aan het allerbelangrijkste 'middel' in de interne communicatie: de...
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