tag:blogger.com,1999:blog-86261283944123180752024-02-07T04:56:56.042+01:00YoutellusSystemische Business Coaching voor duurzame prestatieverbeteringidesdvhttp://www.blogger.com/profile/16328842265192050180noreply@blogger.comBlogger68125tag:blogger.com,1999:blog-8626128394412318075.post-76916738718159670872014-10-19T16:38:00.001+02:002014-10-19T16:38:07.220+02:00You Learn Something New Every Day: A Systems Story - New Short Video to Introduce Systems Thinking<a href="http://welearnsomething.blogspot.be/2014/08/a-systems-story-new-short-video-to.html?utm_source=feedburner&utm_medium=email&utm_campaign=Feed:+blogspot/GVfmL+(You+Learn+Something+New+Every+Day)">You Learn Something New Every Day: A Systems Story - New Short Video to Introduce Systems Thinking</a><div class="blogger-post-footer">Lees meer</div>idesdvhttp://www.blogger.com/profile/16328842265192050180noreply@blogger.com0tag:blogger.com,1999:blog-8626128394412318075.post-49966666285750006502013-03-05T17:45:00.000+01:002013-03-05T17:45:04.304+01:00Systemeering<br />
Dear readers and system thinkers.<br />
<br />
It's my purpose to give you and to share with you information , articles, blogs, case-study, etc ...on systems thinking and complexity.<br />
In a complex world , we have to consider that everything is related to each other and forms a dynamic system.We have to see the reality through a systemic lens.<br />
<br />
...I call it <b><i>systemeering! </i></b><br />
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Looking at the whole from different perspectives!!<br /><br />
<br />
For that purpose I've created a new website "Systemeering" where I present my different offerings and new blog.<br />
From now on , I will blog on www.systemeering.be/blog, where you can inscribe on the systemeering newsletter.<br />
<u><b>Enjoy the new website !! </b></u><br />
<a href="http://www.systemeering.be/">www.systemeering.be</a><br />
<br />
Ides <br />
<br />
<br /><div class="blogger-post-footer">Lees meer</div>idesdvhttp://www.blogger.com/profile/16328842265192050180noreply@blogger.com0tag:blogger.com,1999:blog-8626128394412318075.post-74961139319540516022013-02-12T11:25:00.002+01:002013-02-12T11:25:44.900+01:00MindwalkOn a nice day in January, there was a Big layer of snow in my garden I was looking for a movie , where some systems thinking and holistic ideas were used ......and I found "Mindset "<br />
The trailer , which i want to share with you was marvellous.<br />
"MINDSET" <br />
<br />
Based on the book "The turning point" by Fritjof Capra.<br />It´s the beginning of the 90´s, the world collective consciousness is still focused in mass production to feed the mass consumption. Ecological consciousness was still for a few, seen by others as fanatics.<br />In the middle of that consciousness scenario three characters meet: a physicist away from her job due to ethical conflicts, played by the wonderful Liv Ullman, a U.S. presidential candidate beaten in the last elections (Sam Waterson) and a poet, who has just gone through a love disappointment (John Heard).<br />Along the script no great romantic story, just conversations about ideas which are not new today, but at the time were quite revolutionary. Based on Fritjof Capra novel and brilliantly translated to a movie by director Bernt Capra (Fritjof's brother).<br /><br />The majority of the movie is a conversation among three characters: a Norwegian scientist, Sonia Hoffman (played by Liv Ullmann), "the only woman in my department, the first in Norway doing quantum field theory"; an American politician and former presidential candidate, Jack Edwards (played by Sam Waterston); and poet Thomas Harriman (played by John Heard), a former political speechwriter, as they wander around Mont Saint Michel, France. The movie serves as an introduction to systems theory and systems thinking, while insights into modern physical theories such as quantum mechanics and particle physics are also given.<br />
<br />
This is a film to watch again and again, specially in the present days, when we are moving into a more ecological consciousness.<br />
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<br /><div class="blogger-post-footer">Lees meer</div>idesdvhttp://www.blogger.com/profile/16328842265192050180noreply@blogger.com0tag:blogger.com,1999:blog-8626128394412318075.post-62981155948112462982013-02-05T00:20:00.000+01:002013-02-05T00:20:50.470+01:00Mastering ComplexityI have 37 years worked in a international company where there have been regularly conflicts between parts of the company , and this mainly due to culture differences, but also due to lack of awareness of the fact that the success of the company was depended on the connectives and relationship of his different parts . <br />
Inspired by a article of Mr Shawn Kent Hayashi, I can summarize the following:<br />
<br />
Business is more complex than it has ever been.Companies have to compete in a global economy, and must collaborate in and across teams and learn their way through complexity.<br />
Companies are open systems, consisting of subsystems , but also belonging to bigger systems such as market systems, legal systems, etc....<br />
Each system has a different behaviour created by the structure of the system.This structure is made of the interconnection of people, all with their own mental model:values, beliefs,...<br />
So we can say , that all elements of the system has their own culture, and this is leading to complexity in collaboration and very sensitive for conflicts.<br />
For a international company , doing globally business it is very important to be aware of this , to acknowledge it ,to respect it and to look after different paths to be successful.<br />
<br />
What can be done ?Here some tips:<br />
<br />
1.<br />
Raise awareness about potential conflicts.Acknowledge and learn that cultural differences, thinking differences, physical distance , greeting habits, meeting habits ...can separate team members.<br />
Understanding and communicating around this will allow leaders to prevent conflicts.<br />
2.<br />
Learn about communication styles :Everybody is communicating in different styles depending his education , knowledge , country of origin , etc..Communication by telephone and mail will make it still more difficult to assure that the communication is well understood.A common language has to be created so that everybody of a team can communicate effectively with each other.<br />
3.<br />
Acknowledge that conflict and frustration is inevitable in solving complex problems.It is not likely that we will see things the same way but we have to be open to discuss it and to create a shared vision.<br />
We'll all need to put our puzzle pieces together, and explore ways to fit them together to see what possible solutions emerge.<br />
4.<br />
Establish a different mindset of failure, because each mistake will give us feedback for learning.Therefore failure stories should be shared across the teams , not only from your own teams but also from others in your industry.<br />
5.Create the learning organisation:these are the Five disciplines ( P.Senge)<br />
- Think in systems<br />
- Accept mental models<br />
- Team building<br />
- Shared vision<br />
- Personal mastery<br />
<br />
<br />
<br />
<br /><div class="blogger-post-footer">Lees meer</div>idesdvhttp://www.blogger.com/profile/16328842265192050180noreply@blogger.com0tag:blogger.com,1999:blog-8626128394412318075.post-51598033123782828092013-01-31T08:52:00.000+01:002013-01-31T08:52:08.109+01:00Seeing the wholeDear friends,<br />
<br />
The month January is nearly finished....time flies at the same speed we are living.It was a hectic month full of food , drinks , best wishes and now it's time to think how we will make a happy and peacefully 2013.<br />
I found this poem for reflection and want to share it with you:<br />
<br />
<br />
<b><i> To see a world in a grain of sand,<br /> And a heaven in a wild flower,<br /> Hold infinity in the palm of your hand,<br /> And eternity in an hour.</i></b><div class="blogger-post-footer">Lees meer</div>idesdvhttp://www.blogger.com/profile/16328842265192050180noreply@blogger.com0tag:blogger.com,1999:blog-8626128394412318075.post-72959842383694496162013-01-27T20:07:00.000+01:002013-01-27T20:07:05.805+01:00Organisatie cultuur<style>@font-face {
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<b><span lang="NL-BE">Waarom is
het zo moeilijk om een strategie door te voeren?</span></b></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="NL-BE">Het
invoeren van een nieuwe strategie heeft steeds veranderingen tot gevolg:veranderingen
in structuur, verandering van processen , verandering in jobinhoud , enz…</span></div>
<div class="MsoNormal">
<span lang="NL-BE">Wanneer
deze veranderingen geen rekening houden met de organisatiecultuur , krijgt men
veel tegenstand en wordt het
spreekwoord” Kultuur eet strategie als ontbijt “zeker een waarheid.</span></div>
<div class="MsoNormal">
<span lang="NL-BE">Als de
strategie niet rechtlijnig loopt met de organisatiecultuur , zal het zeer
moelijk worden die strategie door te voeren!!</span><br />
</div>
<div class="MsoNormal">
<b><span lang="NL-BE">Maar eerst
, wat is een organisatiecultuur?</span></b><br />
</div>
<div class="MsoNormal">
<span lang="NL-BE">Organisatiecultuur is gedefinieërd door de waarden , overtuigingen en gedragspatronen die
leven in de organisatie , en die zich uiten in de systemen , processen ,
beloningsvormen, procedures, communicatiekanalen, verhalen ….enz die in de
organisatie gebruikt worden .</span></div>
<div class="MsoNormal">
<span lang="NL-BE">Organisatiecultuur
kunnen we ook door een systemische bril bekijken en de definitie terugvinden in
de figuur van de ijsberg, hieronderaan.</span><br />
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<span lang="NL-BE"></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="NL-BE">Wat
zichtbaar is boven het wateroppervlak , zijn de dagdagelijkse gebeurtenissen
die gezien worden in de organisatie.</span></div>
<div class="MsoNormal">
<span lang="NL-BE">Juist
onderaan het oppervlak hebben we de gedragspatronen die er uit voortvloeien ,
en die de normen van het bedrijf bepalen :een beetje zoals de “Code of
Conduct”.</span></div>
<div class="MsoNormal">
<span lang="NL-BE">Die
gedragspatronen worden ondersteund door de systemische structuur van rollen ,
verantwoordelijkheden ,en de relaties ertussen.</span></div>
<div class="MsoNormal">
<span lang="NL-BE">Gans
onderaan vinden we de mentale modellen :waarden, veronderstellingen en
overtuigingen die de drijvers zijn van het gedrag.</span><br />
</div>
<div class="MsoNormal">
<span lang="NL-BE">Samen
bepalen deze verschillende niveaus onder de waterspiegel de organisatiecultuur,
en de meest effectieve manier om de cultuur te veranderen is in te spelen op de
mentale modellen , die het grootste hefboomeffect hebben voor het gehele.</span><br />
</div>
<div class="MsoNormal">
<b><span lang="NL-BE">Waarom is
het dan zo moeilijk dit te veranderen??</span></b><br />
</div>
<div class="MsoNormal">
<span lang="NL-BE">Laten we
daarvoor de karakteristieken van cultuur bekijken:</span></div>
<div class="MsoListParagraphCxSpFirst" style="text-indent: -18pt;">
<span lang="NL-BE">-<span style="font: 7pt "Times New Roman";">
</span></span><span lang="NL-BE">het
is meer impliciet dan expliciet</span></div>
<div class="MsoListParagraphCxSpMiddle" style="text-indent: -18pt;">
<span lang="NL-BE">-<span style="font: 7pt "Times New Roman";">
</span></span><span lang="NL-BE">het
is versmolten in dagelijkse praktijken</span></div>
<div class="MsoListParagraphCxSpMiddle" style="text-indent: -18pt;">
<span lang="NL-BE">-<span style="font: 7pt "Times New Roman";">
</span></span><span lang="NL-BE">het
leidt tot groepsdenken</span></div>
<div class="MsoListParagraphCxSpMiddle" style="text-indent: -18pt;">
<span lang="NL-BE">-<span style="font: 7pt "Times New Roman";">
</span></span><span lang="NL-BE">het
heeft zijn gronden in de historiek van de organisatie</span></div>
<div class="MsoListParagraphCxSpLast" style="text-indent: -18pt;">
<span lang="NL-BE">-<span style="font: 7pt "Times New Roman";">
</span></span><span lang="NL-BE">de
cultuur bepaalt het type van beslissingen</span><br />
</div>
<div class="MsoNormal">
<b><span lang="NL-BE">Hoe
veranderen we die cultuur?</span></b></div>
<div class="MsoNormal">
<span lang="NL-BE">De toon
moet gezet worden door goed leiderschap, maar iedereen heeft de
verantwoordelijkheid er toe bij te dragen!</span></div>
<div class="MsoNormal">
<span lang="NL-BE">De Vijf
Disciplines van P.Senge kunnen ons daar bij helpen:</span><br />
</div>
<div class="MsoListParagraphCxSpFirst" style="text-indent: -18pt;">
<span lang="NL-BE">-<span style="font: 7pt "Times New Roman";">
</span></span><span lang="NL-BE">Persoonlijk
meesterschap: Iedereen moet zich ontwikkelen , om de mentale modellen van
anderen te kunnen begrijpen en inzicht te krijgen in het systeem waartoe ze
behoren.</span><br />
</div>
<div class="MsoListParagraphCxSpMiddle" style="text-indent: -18pt;">
<span lang="NL-BE">-<span style="font: 7pt "Times New Roman";">
</span></span><span lang="NL-BE">Mentale
modellen : Begin om Uw eigen model in vraag te stellen , en het doel van het
systeem te begrijpen.Begrijp ook je eigen inbreng in het systeem en de gevolgen
daarvan.</span><br />
</div>
<div class="MsoListParagraphCxSpMiddle" style="text-indent: -18pt;">
<span lang="NL-BE">-<span style="font: 7pt "Times New Roman";">
</span></span><span lang="NL-BE">Teamwerk:
Voer dialoog , werk samen en maak verbindingen </span><br />
</div>
<div class="MsoListParagraphCxSpMiddle" style="text-indent: -18pt;">
<span lang="NL-BE">-<span style="font: 7pt "Times New Roman";">
</span></span><span lang="NL-BE">Gedeelde
visie: Communiceer over de doelstelling , en maak een gedeelde visie om dit te
bereiken.</span><br />
</div>
<div class="MsoListParagraphCxSpLast" style="text-indent: -18pt;">
<span lang="NL-BE">-<span style="font: 7pt "Times New Roman";">
</span></span><span lang="NL-BE">Systeemdenken:
Denk in relatie’s, geef niet de schuld aan anderen en denk op lange termijn</span><br />
</div>
<span lang="NL-BE" style="font-family: Cambria; font-size: 12pt;">Dit gaat niet over één nachtje , maar de doelstelling is om met cultuur
en veranderingen aan dezelfde tafel te zitten.</span>
<div class="blogger-post-footer">Lees meer</div>idesdvhttp://www.blogger.com/profile/16328842265192050180noreply@blogger.com3tag:blogger.com,1999:blog-8626128394412318075.post-85728610952258484232013-01-25T00:01:00.002+01:002013-01-25T00:01:28.646+01:00Systems blindnessPeople fail to do smart things, even though it's obvious to everyone else what the right thing to do is .<br />
I have done that also:I have done dumb things even when knowing in my heart , that it was dumb.For example I did drive to fast , in a street with speed limit of 50km/h,I've punished my daughter because she had a bad school report, etc .Everything had a reason to do it , but i didn't see the impact of my decisions on other things neither the unexpected consequences.<br />
Also in the company I've worked , I have seen this :people are desperating at the dumb things their managers are doing.They trow their hands up in frustration at the dumb things the company ask them to do.<br />
By this I am not saying that people are dumb, but their are many factors as to why we do dumb things.<br />
Company's has policies, procedures, tasks, structure , communication lines in place which will create a system,culture and behavior.This system will say what the people in the system has to do , and how they have or will behave.<br />
When the system is pushing for the short term decisions , internal competition, control and other dumb( read not for purpose) things , you cannot blame the people in the system:<br />
<i><b>It is often the system of management that is dumb, not the people within it.</b></i><br />
You cannot blame the people for playing by the rules, you set for the game, and it is unfair to say your manager is dumb when they are doing what the system is set up for them to do.<br />
<br />
This is where leadership is coming:<b>Avoid systems blindness!!</b>-<b>See the relationships in a system!</b><br />
<br />
- We have to be convinced that our organisations are open systems with a well defined purpose, and that the emergent property of this system is not the sum of the performances of the elements , but defined by the interrelationships and dynamics between the elements and subsystems.<br />
- Senior leaders has to recognize these dynamics by taking a bigger picture view.They have to diagnose the working of the whole, and not seeing the business as a bunch of bits and peaces , some working well and sum working badly.<br />
- Senior leaders has to recognize that system behavior and rules will impact the people behaviors.<br />
- The place to exert influence ( the leverage point) is not to focus on what the people are doing, but at the level of values and mindsets.Culture is the thing out of which the results!!<br />
- Senior leaders has to promote ongoing learning, and has to emphasize on the importance of key relationships in the business:they have to be created and maintained by information and knowledge.<br />
<br />
<br /><div class="blogger-post-footer">Lees meer</div>idesdvhttp://www.blogger.com/profile/16328842265192050180noreply@blogger.com0tag:blogger.com,1999:blog-8626128394412318075.post-16679208847250473462013-01-21T22:24:00.000+01:002013-01-21T22:24:26.197+01:00Jaarlijkse evaluatiegesprekken De tijd van evaluatiegesprekken is terug aangekomen , en zal terug aanleiding geven tot veel frustaties, gevoel van onrecht,ongeloof in het systeem en wantrouwen in de eerlijke beoordeling.<br />
<br />
In mijn vroeger bedrijf hadden we het evaluatiesysteem PPR:People-Performances-Result.<br />
De titel van het programma laat uitschijnen dat enkel door de efficientie van de mensen ,goede resultaten verkregen worden en dat die er enkel voor verantwoordelijk zijn .<br />
Volgens W.Edwards Deming 85-15 regel zijn de prestaties van de werknemers meer afhankelijk van het systeem waarin ze zich bevinden , dan van hun eigen akties.<br />
En de ervaring heeft me dit ook bewezen :<br />
<br />
Er werd vertrokken van de visie en doelstellingen van het bedrijf , die vertaald werden naar de doelstellingen van de verschillende departementen en verder naar de persoonlijke doelstellingen van de werknemers .Logischerwijze zou er een verbinding en relatie moeten zijn tussen de verschillende resultaten , maar de realiteit is anders:<br />
- Door het beloningssysteem focust iedereen op zijn eigen resultaten.<br />
- Voor het niet behalen van de doelstellingen , word er een schuldige gezocht.<br />
- Doelstellingen worden om de haverklap gewijzigd.<br />
- Opgelegde doelstellingen krijgen tegenwind.<br />
<br />
De organisatie is een systeem van elementen en subsystemen die met elkaar verbonden zijn , en waarvan de prestatie van één element beinvloed wordt door andere maar ook een invloed heeft op de andere.Die elementen en subsystemen zijn mensen , departementen, processen, communicatiekanalen .<br />
Door die interrelaties , is het dan ook zo dat goede of mindere prestaties niet onmiddelijk de verantwoordelijk zijn van het individu , maar van het systeem en degenen die het systeem beheren.<br />
We moeten dus eerst kijken naar het systeem en dan naar het individu.<br />
- Wat is de doelstelling van het systeem en subsystemen?<br />
- Is die doelstelling goed gecommuniceerd?<br />
- Wat is de structuur van het systeem?<br />
- Wat zijn de relaties in het systeem?<br />
- Wat zijn de knelpunten in het systeem?<br />
- Wat is de verantwoordelikheid en rol van het individu in het systeem?<br />
De gepaste vragen stellen aan het individu gaan eerst het systeem evalueren , en dan het individu.Hier enkele voorbeelden .<br />
- Op wat ben je trots in je werk?<br />
- Wat wil je leren of verbeteren in je functie?<br />
- Wat in de organisatie verhindert je , je functie beter uit te voeren?<br />
- Wat heb je nodig van je collega's?<br />
Antwoorden op die vragen , kunnen hefboompunten zijn om het systeem aan te passen en zo automatisch de individuele prestaties te verbeteren.<br />
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Organisaties moeten bewust worden dat de globale resultaatsverbetering niet de som is van de individuele verbeteringen maar het resultaat van de interactie's tussen de verschillende elementen , die gezamelijk naar de globale doelstelling streven: het is de collectiviteit die telt!!!<br />
<br />
<br /><div class="blogger-post-footer">Lees meer</div>idesdvhttp://www.blogger.com/profile/16328842265192050180noreply@blogger.com0tag:blogger.com,1999:blog-8626128394412318075.post-20231133341211128722013-01-03T14:00:00.000+01:002013-01-03T14:00:15.178+01:00The old ladyDear friends ,<br />
I want to start the year 2013 with a poem.<br />
It's a poem about an old lady , who has trapped herself in a non-ending reinforcement cycle , with a catastrophic result:she died!!<br />
It's not a poem of myself .the original poem has been written by Rose Bonne and Alan Mills in 1952( I was 3 years old), and put in lyrics by different people:the most known Peter, Paul&Mary.<br />
<br />
<div class="separator" style="clear: both; text-align: center;">
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<br />
Here it comes:<br />
<br />
<u><b>I know an old lady</b></u><br />
<br />
<i>I know an old lady who swallowed a fly,<br />
I don't know why she swallowed the fly,<br />
I guess she'll die.</i><br />
<br />
<i>I know an old lady who swallowed a spider, <br />
That wriggled and jiggled and tickled inside her.<br />
She swallowed the spider to catch the fly,<br />
I don't know why she swallowed the fly,<br />
I guess she'll die.</i><br />
<br />
<i>I know an old lady who swallowed a bird,<br />
How absurd to swallow a bird!<br />
She swallowed the bird to catch the spider,<br />
That wriggled and jiggled and tickled inside her,<br />
She swallowed the spider to catch the fly,<br />
I don't know why she swallowed the fly,<br />
I guess she'll die.</i><br />
<br />
<i>I know an old lady who swallowed a cat,<br />
Imagine that, to swallow a cat!<br />
She swallowed the cat to catch the bird,<br />
She swallowed the bird to catch the spider,<br />
That wriggled and jiggled and tickled inside her,<br />
She swallowed the spider to catch the fly,<br />
I don't know why she swallowed the fly,<br />
I guess she'll die.</i><br />
<br />
<i>
I know an old lady who swallowed a dog,<br />
My, what a hog, to swallow a dog!<br />
She swallowed the dog to catch the cat,<br />
She swallowed the cat to catch the bird,<br />
She swallowed the bird to catch the spider,<br />
That wriggled and jiggled and tickled inside her,<br />
She swallowed the spider to catch the fly,<br />
I don't know why she swallowed the fly,<br />
I guess she'll die. </i><br />
<br />
<i>I know an old lady who swallowed a goat,<br />
Just opened her throat and swallowed a goat!<br />
She swallowed the goat to catch the dog,<br />
She swallowed the dog to catch the cat,<br />
She swallowed the cat to catch the bird,<br />
She swallowed the bird to catch the spider,<br />
That wriggled and jiggled and tickled inside her,<br />
She swallowed the spider to catch the fly,<br />
I don't know why she swallowed the fly,<br />
I guess she'll die.</i><br />
<br />
<i>I know an old lady who swallowed a cow,<br />
I wonder how she swallowed a cow?!<br />
She swallowed the cow to catch the goat,<br />
She swallowed the goat to catch the dog,<br />
She swallowed the dog to catch the cat,<br />
She swallowed the cat to catch the bird,<br />
She swallowed the bird to catch the spider,<br />
That wriggled and jiggled and tickled inside her,<br />
She swallowed the spider to catch the fly,<br />
I don't know why she swallowed the fly,<br />
I guess she'll die.</i><br />
<br />
<i>I know an old lady who swallowed a horse,<br />
She's dead, of course!!</i><br />
<br />
<span style="font-size: x-small;"><br /><i></i></span> <div class="blogger-post-footer">Lees meer</div>idesdvhttp://www.blogger.com/profile/16328842265192050180noreply@blogger.com0tag:blogger.com,1999:blog-8626128394412318075.post-66657979270760098512012-12-28T16:35:00.002+01:002014-09-13T14:10:59.496+02:00Different perspectivesOne of the cornerstones of a learning organisation is that the members of this organisation has a shared vision on the purpose of the organisation.<br />
But are you sure that everybody understand the purpose in the same way?<br />
The first step is to see the organisation as a dynamic open system, where are elements has to see the systems in different perspectives, in order to see what the real purpose is :be curious what the work of others is, what there mental models are, learn on what you didn't see, be reflective, change the structure and evaluate!<br />
A example in the difference of perspective:<br />
<br />
A<br />
<br />
B <i> </i><span style="font-size: large;"><b><i>W</i> </b></span> C<br />
<br />
D <br />
-What is A,B,C,D seeing?<br />
-What is where for all?<br />
<br />
In this example A, B, C ,D are a group and not a system.To have a shared vision on the inner letter, A,B,C,D should be connected together by feedback loops in order to create a dialogue and learn from each other.<br />
Be open-minded: by seeing things differently , you think differently!<div class="blogger-post-footer">Lees meer</div>idesdvhttp://www.blogger.com/profile/16328842265192050180noreply@blogger.com0tag:blogger.com,1999:blog-8626128394412318075.post-32921657941352579822012-12-23T20:15:00.000+01:002012-12-23T20:15:27.481+01:00Season Greetings<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjbgXtzl_cxuz68_v3z22JPCtvj8TwhiMqb0YHn3fxNsI3YN-34Viy5CZywchfdURcwXkFpTRCuEXgxUw2RBipSAmlol0cpLiDmK5f17TpIyWHoKjmGoOCC7yj3CEUDwMYqkW2ANKiTqUs/s1600/0001U0.jpeg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjbgXtzl_cxuz68_v3z22JPCtvj8TwhiMqb0YHn3fxNsI3YN-34Viy5CZywchfdURcwXkFpTRCuEXgxUw2RBipSAmlol0cpLiDmK5f17TpIyWHoKjmGoOCC7yj3CEUDwMYqkW2ANKiTqUs/s320/0001U0.jpeg" width="226" /></a><br />
<br />
<br />
Season's Greetings and a succesful year 2013<br />Each end of the year,we make the intention to do better next year: more success in our professional life, more relaxation with our family, a better work-life balance, etc. ..<br />But our society is becoming more complex, with rapid changes and more uncertainties.<br />Therefore …. look 360 ° around you, see the world from different perspectives in order to discover the opportunities that will make the year 2013 a fantastic year.<br /><br /><br /><br /><br /> I wish you: a prosperous and happy 2013<br />
<br />
Ides <br />
<br /><div class="blogger-post-footer">Lees meer</div>idesdvhttp://www.blogger.com/profile/16328842265192050180noreply@blogger.com0tag:blogger.com,1999:blog-8626128394412318075.post-52151949986444728262012-11-02T13:14:00.000+01:002013-12-01T09:32:51.666+01:00Cooplexity<style>@font-face {
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<br />
<div class="MsoNormal">
<span lang="NL-BE">End of last year, I participated in a workshop on collaboration in complex situations , and how to move from a group of individuals to a self -organized team.</span><br />
<span lang="NL-BE"><br /></span>
<span lang="NL-BE">Based on my past experience , here is a story how in a manufacturing plant , a group of people was moving to a well organized team . </span><br />
<br />
<span lang="NL-BE">"The oil and
gas industry , and special the drilling activity is a very complicated process where uncertainty is a major factor . Uncertainty goes
from not knowing which geological formation the drill bit will encounter, with
as result not knowing what the performance of the bit will be compared to targeted performance .</span></div>
<div class="MsoNormal">
<span lang="NL-BE">Nevertheless,
everything can be controlled now a day’s, so if anything goes wrong, small
pieces of the system can be analyzed, corrected and the whole system will work
again.</span><br />
<span lang="NL-BE">All best practices are written in policies and procedures. The whole
drilling activity is a high tech mechanical process which is complicated , but
easily controlled. </span></div>
<div class="MsoNormal">
<span lang="NL-BE">In the Cynefin model we are in the right
segments of the controllable environment.</span></div>
<div class="MsoNormal">
<span lang="NL-BE">The main
reason is , that it is a mechanical process, where human intervention and
decision is minimum.</span></div>
<div class="MsoNormal">
<span lang="NL-BE">But the bit
can be start to wear very fast ( due to change in drilling parameters, quality
of the bit, formation)and stop to drill , before the desired target is met .This
is the biggest uncertainty:you don’t know , when this will happen and why it
has happen .Their is no time also to first examine the bit and find the cause
….what has to be done is to order asap a new bit and discuss with the design
engineers.</span></div>
<div class="MsoNormal">
<span lang="NL-BE">That’s
where the complexity starts: data has to be send overseas to the manufacturing
plant, the design engineers has to be notified , material has to be ordered ,
bit has to be redesigned , bit has to be manufactured and shipped back to the rig :the only certainty which exist
is : it has to be for yesterday!!!</span></div>
<div class="MsoNormal">
<span lang="NL-BE">When you
see the situation in the manufacturing plant , the situation is different :</span></div>
<div class="MsoListParagraphCxSpFirst" style="text-indent: -18pt;">
<span lang="NL-BE">-<span style="font: 7pt "Times New Roman";">
</span></span><span lang="NL-BE">First
, the orders are coming from different customers, from different locations and
are all other bit types.</span><br />
<span lang="NL-BE">S So there is a very large product mix which are demanding
different materials, different process times. The manufacturing processes have
also constraints: a limit of resources( labor time), availability of
materials( inventory policies), and unexpected events like sickness and
equipment maintenance.</span></div>
<div class="MsoListParagraphCxSpMiddle">
<span lang="NL-BE">At the same time there is no forecast , so there is a big uncertainty when the
orders will come in and how much.</span></div>
<div class="MsoListParagraphCxSpMiddle" style="text-indent: -18pt;">
<span lang="NL-BE">-<span style="font: 7pt "Times New Roman";">
</span></span><span lang="NL-BE">Also,
each order has to be designed or standard models modified,and approval asked to
the field for production.</span><br />
<span lang="NL-BE"> There is no certainty , that the bit will be approved
or the order confirmed ,but engineering resources has to be used to design the
bit and manufacturing processes in all cases.</span></div>
<div class="MsoListParagraphCxSpLast" style="text-indent: -18pt;">
<span lang="NL-BE">-<span style="font: 7pt "Times New Roman";">
</span></span><span lang="NL-BE">The
organisation is structured in departments:customer -service departments( 2
people), purchase dept ( 2 people), planning and work preparation (1),
manufacturing engineering for making bill of materials and routers( 2 people), engineering (5 people),
manufacturing management ( 2 people).The availability of resources is very
variable and only known by the department.</span></div>
<div class="MsoNormal">
<span lang="NL-BE">So , as
described the environment is very complex by his complex communication-network,
variability in order -income, uncertainty of resources and materials,
uncertainty of payment , etc .</span></div>
<div class="MsoNormal">
<span lang="NL-BE">THE ONLY
CERTAINTY IS THAT ALL BITS FOR ALL CUSTOMERS HAS TO BE PRODUCED IN MAX 8
WORKING DAYS!!( that is the customer request)</span></div>
<div class="MsoNormal">
<span lang="NL-BE">So, I will
tell the story what has happened over the years and how we have evolved from
a group of individuals to a team .</span></div>
<div class="MsoListParagraphCxSpFirst" style="text-indent: -18pt;">
<span lang="NL-BE">-<span style="font: 7pt "Times New Roman";"> -
</span></span><span lang="NL-BE">The
different departments are sitting in ,an open space , dispersed in different locations.
Sharing knowledge on what is happening can only by phone, running around walking and talking in the corridors.
The order is coming from the customer to the customer service department dept.They
phone to engineering department, to gather information on the status of
drawing, check materials availability with purchase and asked for a delivery
date to manufacturing. Taken in consideration all this , a final date is send
to the customer .So every department try to optimize as much as possible their needed
knowledge, but without knowing what the other was doing , or what the overall issues
were.</span></div>
<div class="MsoListParagraphCxSpMiddle">
<span lang="NL-BE">So it happened often , that delay’s were not communicated and the
system was going into a complete chaos .</span></div>
<div class="MsoListParagraphCxSpMiddle" style="text-indent: -18pt;">
<span lang="NL-BE">-<span style="font: 7pt "Times New Roman";">
- </span></span><span lang="NL-BE">Next
step was , that management was pushing to learn from each order .So
every morning there was a meeting with the department responsible , where the
issues of each department were discussed and also the status of the orders.
Changes were announced, but there was nothing formal.</span></div>
<div class="MsoListParagraphCxSpMiddle">
<span lang="NL-BE">- More knowledge was shared by interdepartmental meetings , visiting the shop, speaking with
people and workers: we created a group of knowledge people.</span></div>
<div class="MsoListParagraphCxSpMiddle" style="text-indent: -18pt;">
<span lang="NL-BE">-<span style="font: 7pt "Times New Roman";"> -
</span></span><span lang="NL-BE">The
learning from each other was also increased by cross functional
functions:Customer service, purchase , planning has been cross functional
trained, to do if necessary , more than one function . the same with
engineering, manufacturing engineering and planning.</span></div>
<div class="MsoListParagraphCxSpLast" style="text-indent: -18pt;">
<span lang="NL-BE">-<span style="font: 7pt "Times New Roman";"> -
</span></span><span lang="NL-BE">The
initial group, decided to formalize the meetings: all order status were put on
a Excel spreadsheet, completed with information on material , manufacturing
status, resource availability, etc :this has been best practices for a long
time, and planning meetings has become more efficient .</span><br />
<span lang="NL-BE">- - With the implementation
of SAP, data gathering was still
better, and faster.</span></div>
<div class="MsoNormal">
<span lang="NL-BE">But still
the objective was still not achieved , because the orders were still pushed
trough the workshop , without knowing the issues in the blue collar system.</span></div>
<div class="MsoNormal">
<span lang="NL-BE">Therefore
by applying leanmanufacturing technical, kaizen events were organized with the
workers to better understand the issues.</span></div>
<div class="MsoNormal">
<span lang="NL-BE">- The same
group of people , now together with
workforce decided to change completely the order system and launching
system in the shop. Procedures and rules has been established, where
variability could be absorbed easily.All members has been made aware of them,
and responsability’s established for management of these rules.</span></div>
<div class="MsoNormal">
<span lang="NL-BE">- The result
was that the blaming culture disappeared, and that there has been a total
visibility of the planning system.The group had become a team , because they
were focusing on the result and communication . As such every team member could
participate and organize
themselves the planning meetings.</span></div>
<span lang="NL-BE" style="font-family: Cambria; font-size: 12pt;">The excel spreadsheet has
been replaced by the SAP data, and a self-organized team managed by purpose ,
shared vision and rules.</span><br />
<br />
<span lang="NL-BE" style="font-family: Cambria; font-size: 12pt;">By seeing the organisation as a whole , and not anymore a group of loose elements and functions we achieved a culture of cooperation and self organizing , in order to achieve our common purpose . </span>
<div class="blogger-post-footer">Lees meer</div>idesdvhttp://www.blogger.com/profile/16328842265192050180noreply@blogger.com0tag:blogger.com,1999:blog-8626128394412318075.post-25276331775382032552012-11-01T14:53:00.002+01:002012-11-01T14:53:53.544+01:00Excellence and holistic thinkingI have been out for two month's , for different reasons :<br />
- First , preparing my next year business plan and preparing articles, workshops to support it .<br />
- Secondly take a month holiday in one of the most beautiful landscapes in US : Yellowstone Park and the Utah Parks( Bryce, Zion, Canyonsland , ...)<br />
<br />
<br />
It has not been easy in 2012. A lot of people tell me , I have to focus more and be more specialized in one discipline.But by my education, and 37 year professional career as a business leader , I am a generalist .<br />
In my previous organisation, I've always managed the whole and seldom focused on individual parts of the system and I have to say , that on the long term it has given sustainable results.<br />
Also in my work related to systems thinking , I've seen that focusing on parts will give you in time unforeseen circumstances, and when not be prepared for it , difficult to handle.<br />
So, am I wrong to be a generalist ?Perhaps , when only thinking to gain money yes, but to provide guidance for company's in order to gain sustainable results NO!<br />
The below summary from a article "Excellence and holistic thinking"from Arthur Dahl has convinced my that I am on the right pad:<br />
Here you have it:<br />
<br />
"<i>Our scientific and technological civilization has flourished by
encouraging increasing specialization. The universal man (think
Leonardo da Vinci) has not existed since the renaissance.</i><br />
<i> With the
rapid multiplication of knowledge and the techniques for storing and
transmitting it, the human capacity to absorb and use knowledge is
rapidly saturated, so we end up by knowing more and more about less and
less, compensating our increasing specialization with a division of
labour among more and more specialists, with managers ensuring
(hopefully) that everything fits together.</i><br />
<i>This is accompanied by a
reductionist approach that assumes that if you know each part, you also
know the whole.</i><br />
<i>While this may be true of machines, more complex systems
like computer programmes, ecosystems and people show emergent
properties that cannot be predicted simply from a knowledge of the
component parts.</i><br />
<i><br /></i>
<i>Many of the world’s problems today are the result of failures of
holistic thinking.</i><br />
<i>- The economy ignores things that are not bought and
sold in the market as externalities.</i><br />
<i>- New chemicals are discovered and
used without consideration of unintended consequences, or even of what
happens to them after use.</i><br />
<i>- The short term wins out over the long term.</i><br />
<i>- The financial crisis was caused by an overconfidence in scientific tools
of risk assessment for each financial product without considering the
overall behaviour of the system.</i><br />
<i><br /></i>
<i> Many aspects of our unsustainability
are due to failure to consider all the consequences of our economic
activities and consumption patterns.</i><br />
<i>In today’s complex world, we can no longer afford the risks and
failures that result from the compartmentalized structure of government,
academia, business and most other human activities.</i><br />
<i>A capacity for
holistic or systems thinking should be one of the basic goals of
education, in complement to whatever specialization is relevant to the
natural talents of each and everyone.</i><br />
<i> We may even need to create the
specialization of “generalist” able to integrate all the relevant
domains of knowledge in a particular management context</i>."<br />
<br />
It doesn't mean , that we have to give up our specialisation or lineair thinking , but it should be in function of the whole and in function to create sustainable results. <br />
<div style="color: white; font-family: bryant-web-1,bryant-web-2,arial,sans-serif; font-size: 12px; font-style: normal; font-variant: normal; font-weight: normal; letter-spacing: normal; line-height: 18.6667px; margin-bottom: 15px; margin-top: 0px; orphans: 2; text-align: left; text-indent: 0px; text-transform: none; white-space: normal; widows: 2; word-spacing: 0px;">
Our scientific and technological civilization has flourished by encouraging increasing specialization. The universal man (think </div>
<div class="blogger-post-footer">Lees meer</div>idesdvhttp://www.blogger.com/profile/16328842265192050180noreply@blogger.com0tag:blogger.com,1999:blog-8626128394412318075.post-25115822723299265012012-09-09T17:21:00.000+02:002012-09-09T17:21:30.217+02:00Organisations as social systemsWhen I retired from my company , where I worked 37 years and the last 15 years as business leader of the European Branch, I received from my employees and workers the most magnificent gift I could dream off: 150 people wrote their opinions about me. <br>
Reading them , the tears were flowing because they were nothing else than congratulations,words of thanks and putting me as an example of their ideal boss: a people manager.<br>
<br>
And so it is , managing and leading a company is leading people.....Leading the company as a social system.It's not easily, because still today company's are seen as dynamic organism, but where the dynamic is done by machines , rules, procedures and policies.<br>
<br>
Because of internally and externally pressures, corporate leaders became aware of the need to take into account the concerns , interests and objectives of :<br>
- first the people directly part of the system: workers, employees, customers, suppliers, subcontractors<br>
- second the larger systems that contain them:society, legal systems, family's...<br>
- third ,the purposes of the different systems<br>
<br>
For me , all members of the whole system were my customers which I respected by listening to them, sharing my experience , helping them to give solutions , helping by giving the resources for development. The corporate "shareholder", was fast replaced in my mind by the "Stakeholder"<br>
<br>
<br>
We are living in a complex world, with a overflow of communication, fast changes and globalisation in all aspects. I want to give you some critical points, I've used to manage my organisation. I think there are also the critical skills of each businessleader today:<br>
<br>
<a href="http://youtellus-idesdv.blogspot.com/2012/09/organisations-as-social-systems.html#more">Read more »</a><div class="blogger-post-footer">Lees meer</div>idesdvhttp://www.blogger.com/profile/16328842265192050180noreply@blogger.com0tag:blogger.com,1999:blog-8626128394412318075.post-21093653276367875632012-08-29T22:01:00.004+02:002012-08-29T22:01:55.516+02:00Olympic ComplexityI want to share this article about the complexity of the olympic games <br>
<br>
By Chris Davies<br>
The <a href="http://en.wikipedia.org/wiki/Moulin_Rouge%21">spectacular spectacular</a>
with which Danny Boyle opened the Olympics had many things to recommend
it. But alongside the dazzle, wit and downright eccentricity of the
whole thing, there were two aspects of the opening ceremony that led me
to reflect on the complexity of social systems.<br>
<a href="http://www.synthesisips.net/wp-content/uploads/2012/08/ind-rev.jpg"><img alt="" class="alignright wp-image-716" height="157" src="http://www.synthesisips.net/wp-content/uploads/2012/08/ind-rev.jpg" title="ind rev" width="206"></a><br>
<br>
The
first was Boyle’s history lesson. By selecting the Industrial and
Information Revolutions as punctuation for his story, Boyle picked not
only two great moments of British creativity (the former more than the
latter, of course), but also two key periods in the complexity of human
society.<br>
By enabling previously inaccessible stores of chemical energy to be
harnessed, the Industrial Revolution made possible an explosion in the
diversity of production, which in turn made human society dramatically
more complex. Broadly speaking, what happened was: cheaper energy led
to cheaper production, which facilitated greater diversity, which
involved greater complexity; and this catalysed a substantial increase
in living standards.<br>
<br>
The digital transformation currently sweeping the world, stimulated
in part by Tim Berners-Lee’s creation of the World Wide Web, will be
similarly far-reaching in its effects; indeed it is already creating
major policy challenges, as I described in a <a href="http://www.synthesisips.net/blog/the_complex_effects_of_technological_dislocation/">previous blog</a>.
By reducing to almost nothing a whole swathe of transaction costs, the
Information Revolution seems to be giving way to a second great wave of
“complexification”. It will do this by allowing us to combine ever
greater numbers of components in complex social systems, probably giving
way to increased specialisation, and unleashing greater levels of net
wealth. As I argued in my previous blog, this is likely to be net
beneficial but we should be mindful of the pain involved.<br>
<div class="wp-caption alignright" id="attachment_717" style="width: 200px;">
<a href="http://www.synthesisips.net/wp-content/uploads/2012/08/tim-berners-lee.jpg"><img alt="" class=" wp-image-717 " height="170" src="http://www.synthesisips.net/wp-content/uploads/2012/08/tim-berners-lee.jpg" title="tim berners-lee" width="190"></a><div class="wp-caption-text">
Tim Berners-Lee</div>
</div>
- The second aspect of the opening ceremony that spoke to complexity
was a subtler one. This was the message that achievement is a
collective, systemic phenomenon, not simply the result of one person’s
endeavours. This may seem paradoxical in the context of something like
sport, which is surely the very acme of individualism: what on earth
does Usain Bolt’s ability to run the 100 metres in 9.58 seconds have to
do with the broader social system?<br>
<br>
<a href="http://youtellus-idesdv.blogspot.com/2012/08/olympic-complexity.html#more">Read more »</a><div class="blogger-post-footer">Lees meer</div>idesdvhttp://www.blogger.com/profile/16328842265192050180noreply@blogger.com0tag:blogger.com,1999:blog-8626128394412318075.post-27084292510315326352012-08-03T11:59:00.000+02:002012-08-03T11:59:15.374+02:00Systems Thinking in Conflict ResolutionBy writing an article on projectmanagement and systemsthinking I found a very good article of the Eastern Martial Arts , systemsthinking and conflict solving, which I want to share with you . (Published by Pegasus Communications)<br>
<br>By Judy Ringer<br>
I teach Aikido—on the mat and in organizational training spaces.<br>
On the mat, we take turns giving and receiving physical attacks,
falling down and getting up again about a hundred times a night,
disarming our partner without harm. We come to the mat for<img alt="Aikido bow" border="0" class="alignRight" height="138" src="http://blog.pegasuscom.com/Portals/42748/images/Z--Blog-Images-bow.%5B1%5Dsmall.jpg" style="float: right;" width="201"> exercise, to study self-defense, and to practice resilience, self-control, and courage under pressure.<br>
In organizations, participants come for similar reasons.<br>
We do
kinesthetic Aikido activities to gain insight into how what happens on
the mat applies to conflict, communication, and stress in everyday life.<br>
What does Aikido teach us?<br>
Aikido’s first teaching is in the way it frames attack.<br>
The Aikidoist
sees the attack, the conflict, as energy to be utilized—as a gift.<br>
The beauty of this premise is that it changes the locus of power from
an external to an internal source. We all encounter unwished-for
events, people, and problems every day. To successfully manage these
conflicts, we manage ourselves. When I experience conflict as attack, I
resist, defend, or avoid. When I frame conflict as a gift, I am willing
to engage, explore, and work with it. By changing my view, I change my
relationship to the conflict.<br>
<br>
Reframing our challenges as energy to be received and redirected into
something useful is the first step. But how do we actually make this
shift when our emotions are triggered? This is Aikido’s second teaching.<br>
For example, think about a conflict in which you are currently
involved. Imagine the situation in detail.<br>
Now pay attention to your
body.<br>
What do you notice?<br>
Do you become tense?<br>
Does your breathing or
heart rate quicken?<br>
What emotions arise?<br>
<br>
<a href="http://youtellus-idesdv.blogspot.com/2012/08/systems-thinking-in-conflict-resolution.html#more">Read more »</a><div class="blogger-post-footer">Lees meer</div>idesdvhttp://www.blogger.com/profile/16328842265192050180noreply@blogger.com0tag:blogger.com,1999:blog-8626128394412318075.post-20568940864023205672012-07-25T10:04:00.000+02:002012-07-25T10:04:01.841+02:00Complexe problemen hebben geen simpele oplossingenRusell Ackoff, een Amerikaanse prof aan de MIT business School in Boston was een guru in het systeemdenken , die zijn visie's en ideeën
spiritueel en enthousiast kon overdragen ...soms wat ironisch maar toch
"to the point".<br />
Voor zijn dood in 2009 , heeft hij een boek
geschreven :<br />
<br />
"<i><b> Managent f-Laws-how organisations realy </b><b>work"</b></i><br />
<br />
Daar heeft
hij 81 statements(f-laws)die in organisatie's echt gebeuren vastgelegt.Niet alles
is zo reeël , maar toch zijn het triggerpoints om anders naar
organisatie's te kijken en in te zien wat er veranderd moet
worden .<br />
Elke f-law is ook gecommentarieerd door Sally Bib, ook een
prof ,maar een gans andere tijdsgenoot( Russel was 89jaar, Sally 35),
ander continent, andere ervaring en een vrouw.<br />
<br />
Ik wil hier een voorbeeld aanhalen :<br />
<br />
f-Law n° 80:<u><b>"Complex problems do not have simple solutions, onlysimple minded managers and their consultants think they do"</b></u><br />
<br />
De
enige problemen die simpele oplossingen hebben zijn simpele problemen.<br />
Problemen die voorkomen in organisatie's zijn meestal het gevolg ven de
interactie's tussen de verschillende delen van de organisatie's en nooit
van één enkel deel: het is complexer en de oplossing ook.<br />
Complexiteit is niet eigen aan het probleem , maar hoe je naar het probleem kijkt en wie naar het probleem kijkt . <br />
Het is zo dat problemen van anderen meestal simpel gezien worden en onze eigen problemen meer complex.<br />
<br />
Sally's antwoord hierop luidt als volgt , en persoonlijk ben ik het daar zeker mee eens:<br />
<br />
De mensen zoeken eenvoud en simpele zaken : het is zo gemakkelijker !<br />
Het is ook daarom dat we hedendaags alles voorgekauwd krijgen in bvb:<br />
- 20 methodes om te vermageren<br />
- 12 wegen om efficient te worden <br />
- 10 factoren om succes te hebben <br />
enz....<br />
Business boeken , blog's, media zijn alle daarop gericht want het verkoopt.<br />
<br />
Nochthans
, zich buigen over complexe problemen, erover filosoferen ,
discussieren met collega's kan zo verrijkend zijn . verrijkend om het te
begrijpen en zelf met een oplossing te komen.<br />
Spijtig is er zo maar een kleine groep, maar door de sociale media wordt er meer en meer ervaring uitgewisseld.<br />
Het
"quick en easy" antwoord moet meer en meer in vraag gesteld worden ,en
bekeken worden in het grotere geheel:systeemdenken leert ons dat!!<div class="blogger-post-footer">Lees meer</div>idesdvhttp://www.blogger.com/profile/16328842265192050180noreply@blogger.com0tag:blogger.com,1999:blog-8626128394412318075.post-57062611873876499882012-06-25T22:46:00.000+02:002012-06-25T22:46:14.702+02:00Work-Life Balance<br />
<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEimhmoAz6pfARstLRdBb6V1RfZmk20PsFF0MnYPt4JOoNzE84ASB3dD6jP9AhjOxcTWDBDSG3XlMbfijja3Aj2Z5JhGDuuYE1Mk1kZkvpAXi-IqN_CUd1nHKsjgW_KmBn2BPfuESJg2oDE/s1600/IMG_0947.JPG" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="240" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEimhmoAz6pfARstLRdBb6V1RfZmk20PsFF0MnYPt4JOoNzE84ASB3dD6jP9AhjOxcTWDBDSG3XlMbfijja3Aj2Z5JhGDuuYE1Mk1kZkvpAXi-IqN_CUd1nHKsjgW_KmBn2BPfuESJg2oDE/s320/IMG_0947.JPG" width="320" /></a></div>
<br />
<br />
<br />
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<br />
Last night , my son in law visited me with his girlfriend and we talked about there last travel , the work and what they were planned for next week .Like also in other discussion with other people , they were so worried about the time flying by, to have no time for pleasure, has too much work, so much to do , ......has to work late at night and difficult to have a family time .<br />
In summary:to have a good life, a good work-life balance should be considered otherwise a burn-out was nearby.<br />
When , there were gone I started to think that the word "Work-life" is a problem:Looking as such work and life are separately and considered as two different closed systems, working undependable from each other.It implies that "work" isn't part of life!!<br />
Work( your professional activities,) and life( your personal activities,:family, hobby) are elements of your life(your living, well-being).<br />
Seeing your life as a system will help you to understand that the 2 subsystems(Work-Life)are connected and interrelated and that everything that happens in one system will influence and change the behavior in the other system.<br />
Finding synergy will create a emergence property of happiness.<br />
So don't act in boxes: don't try to optimize your efforts in work separately or optimizing your personal life.<br />
Doing so you will create reinforcement loops in each sub-system, with after a certain time , a collapse as result:burn-out!<br />
<br />
So how can you do this?<br />
<br />
<i><b>1.Think holistically:</b></i><br />
<i><b> </b></i><br />
Don't plan your career , plan your life.Don't manage your money, manage your life.<br />
<br />
<u><b>2. Don't think separate but integrate!! </b></u><br />
Don't think personal and professional;bring them together as part of a system--your life<br />
Think about them working together:the personal helping build the professional and vice versa.<br />
<br />
This quote of Georges Bateson is a good demonstration of it .<br />
<br />
<b>Gregory
Bateson <i>A Sacred Unity</i> Harper 1991 ISBN 0-06-250100-3 </b><br />
<br />
<b>A system, after all, is any unit containing feedback structure
and therefore competent to process information. There are ecological
systems, social systems, and the individual organism plus the
environment with which it interacts is itself a system in this
technical sense. The circumstance that the family as a unit came
to be thought of as a system must lead back inevitably, I believe,
to considering the individual as a system.<br />
It follows that the ways of thinking evolved by psychiatrists
in order to understand the family as a system. . . .The polarization
of opinion then will not be simply between practitioners of individual
therapy and practitioners of family therapy but between those
who think in terms of systems and those who think in terms of
lineal sequences of cause and effect. . . .<br />
The basic rule of system theory is that, if you want to understand
some phenomenon or appearance, you must consider that phenomenon
within he context of all completed circuits which are relevant
to it.</b><br />
<br />
<u><b><br /></b></u><br />
<u><b><br /></b></u><br />
<br /><div class="blogger-post-footer">Lees meer</div>idesdvhttp://www.blogger.com/profile/16328842265192050180noreply@blogger.com0tag:blogger.com,1999:blog-8626128394412318075.post-12574997463000617742012-06-07T15:43:00.006+02:002012-06-07T15:43:54.339+02:00Strategic Thinking and Systems ThinkingLately I've read a article from Paul Schoemaker:"The 6 habits of True Strategic Thinkers".I was pleased about the content , because a lot was in agreement with what I had done in my career as leader of a company.I was even more pleased about the similarity of strategic thinking with systems thinking...the only question is what is part of.<br />
It's the story of the chicken and the egg , but who matters..the important is , that the mindset is the same.<br />
<br />
Before discussing , these similarity's it's my humble opinion that strategic thinking is important , but also tactical thinking as well linear thinking (analyse ) is as important as systems thinking(syntheses).<br />
<br />
Let's compare now the 6 Habits with system thinking elements:<br />
<br />
1.Anticipate:<br />
<br />
"Look for game changing information at the boundary's of your industry"<br />
"Search beyond the current boundaries of your business"<br />
"Build wide external networks to help you scan the horizon better"<br />
<i>A system thinker see his organization as an open system, composed of subsystems and elements , all in interrelationship which each other .</i><br />
<i>A system is dynamic. </i><br />
<i>Everything is influencing everything and the property of the system is more than the sum of the property's of his elements.You have to be aware that a small change in a element of relation, can have a big impact on the whole.</i><br />
A<i> System , has always a purpose</i>.<br />
<i>Define the periphery of your system large enough ( but manageable)to have enough information to define the purpose and the external factors , which can influenced it .</i><br />
<br />
2.Think Critically:<br />
<br />
" Re frame problems to get to the bottom of things"<br />
"Challenge current beliefs and mindsets<br />
"Uncover hypocrisy, manipulation ...."<br />
<i>A systems thinker is able to open his mind and to question his and others mental models .His communication is by dialogue, asking the right questions and to have good listening skills.</i><br />
<i>He goes beyond the events and take the information of all stakeholders in order to the most objective story.</i><br />
<br />
3.Interpret:<br />
<i> </i><br />
<i>" </i>Seek patterns in multiple sources of data and encourage others to do the same"<br />
"Question prevailing assumptions and test multiple hypotheses simultaneously"<br />
<br />
<i>A systems thinker is using the data of a team , and is a team player.</i><br />
<i>He put the data in a Behavior Over Time scheme, which will give him behavior patterns.</i><br />
<br />
4.Decide:<br />
<br />
"Carefully frame the decision to get to the crux of the matter."<br />
"Leave perfection to higher powers"<br />
" Take a stand even with incomplete information"<br />
<i>A system thinker is aware of the system and critical elements that causes the behavior . Because of the interrelationship between the elements , there is NO One cause.</i><br />
<i>Different leverage points will be tried out and the decision will be taken which one is timely the best , to achieve the purpose of the system :different scenarios will exist , because the system is dynamic.</i><br />
<br />
5.Align:<br />
<i> </i><br />
"Foster open dialogue"<br />
"Build trust and engage key stakeholders"<br />
"Asses risk tolerances"<br />
<i>A systems thinker has a personal mastery to create a shared vision, even when views diverge.By open dialogue and to be part of the system is capable to discuss the different mental models and to define the leverage points for alignment. </i><br />
<i><br /></i><br />
6.Learn:<br />
<br />
"Encourage and exemplify honest debriefs to extracts lessons"<br />
"Celebrate both success and failures that provide insight"<br />
<i>A system thinker is aware of time delays and unexpected situations , by taking decisions.</i><br />
<i>Long term perspective is as such as important as short term results .</i><br />
<i>A system thinker doesn't look after the guilty person of process, but try to understand which relationship causes the failure.</i><br />
<i><br /></i><br />
<u><b><i>As you can see , there is a lot of similarity and the good point is , systems thinking can be learned!!</i></b></u><br />
<i><br /></i><br />
<i><br /></i><br />
<i><br /></i><br />
<i><br /></i><br />
<i> </i><div class="blogger-post-footer">Lees meer</div>idesdvhttp://www.blogger.com/profile/16328842265192050180noreply@blogger.com0tag:blogger.com,1999:blog-8626128394412318075.post-81874947920842300262012-05-23T23:22:00.000+02:002012-05-23T23:22:04.435+02:00NLP and Systems thinking<span class="" id="result_box" lang="en"><span title="NLP is een methodiek voor training, coaching en verbetering van communicatie.">NLP is a methodology for training, coaching and improving communication.</span><span title="Het werd ontwikkeld in de jaren 70 aan de Universiteit van Californië( Santa Cruz), met als grondleggers John Grinder en Richard Bandler."> </span></span><br />
<span class="" id="result_box" lang="en"><span title="Het werd ontwikkeld in de jaren 70 aan de Universiteit van Californië( Santa Cruz), met als grondleggers John Grinder en Richard Bandler.">It was developed in the 70's at the University of California (Santa Cruz), by founders John Grinder and Richard Bandler.</span></span><br />
<br />
<span class="" id="result_box" lang="en"><span title="Het werd ontwikkeld in de jaren 70 aan de Universiteit van Californië( Santa Cruz), met als grondleggers John Grinder en Richard Bandler."> </span><span title="Zij bouwden verder op het werk van Gregory Bateson, Milton Erickson, Noam Chomsky en anderen.">They built further on the work of Gregory Bateson, Milton Erickson, Noam Chomsky and others.</span></span><br />
<span class="" id="result_box" lang="en"><span title="NLP ontleende veel aan verschillende psychologische stromingen en taaltheorieën waaronder de hypnotherapie en gedragstherapie.NLP practitioners beschouwen NLP als een eclectische psychologie, een samenwerkingsverband tussen verschillende modellen en technieken uit therapie en communicatie."> NLP
practitioners consider NLP as an eclectic psychology, a partnership between
different models and techniques of therapy and communication.</span><span title="In de loop der tijd , werd NLP meer ontwikkeld , om gebruikt te worden in alle disciplines , waar communicatie belangrijk is ."> </span></span><br />
<br />
<span class="" id="result_box" lang="en"><span title="In de loop der tijd , werd NLP meer ontwikkeld , om gebruikt te worden in alle disciplines , waar communicatie belangrijk is .">Over time, more NLP was developed to be used in all personal and organisational disciplines, where communication is important. </span><span title="Robert Dilts en Stephen Gilligan kunnen als enkele belangrijke ontwikkelaars vernoemd worden .">Robert Dilts, Stephen Gilligan can be named as a few key developers.</span></span><br />
<span class="" id="result_box" lang="en"><span title="Robert Dilts en Stephen Gilligan kunnen als enkele belangrijke ontwikkelaars vernoemd worden ."><br /></span><span title="Kort samengevat:">In summary:</span></span><br />
<br />
<div style="background-color: #cccccc;">
<span class="" id="result_box" lang="en"><span title="Kort samengevat:"> </span><i><span title="- De eerste generatie NLP is het werk van Bandler en Grinder tot en met het begin van de jaren 80.Concentratie was op één individu-het cognitieve brein-vaardigheden en technieken op het niveau van gedrag en capaciteiten.">-
The first generation of NLP is the work of Bandler and Grinder till the
early 80's.</span></i></span></div>
<div style="background-color: #cccccc;">
<i><span class="" id="result_box" lang="en"><span title="- De eerste generatie NLP is het werk van Bandler en Grinder tot en met het begin van de jaren 80.Concentratie was op één individu-het cognitieve brein-vaardigheden en technieken op het niveau van gedrag en capaciteiten.">Focus was on the individual:cognitive brain skills and
techniques at the level of behavior and abilities.</span><span title="- Halverwege de jaren 80 ontwikkelt zich de tweede generatie NLP, met meer nadruk tussen mijzelf en de ander-het somatische brein-op het niveau van waarden en overtuigingen ."> </span></span></i></div>
<div style="background-color: #cccccc;">
<i><span class="" id="result_box" lang="en"><span title="- Halverwege de jaren 80 ontwikkelt zich de tweede generatie NLP, met meer nadruk tussen mijzelf en de ander-het somatische brein-op het niveau van waarden en overtuigingen .">-
In the mid 80's the second generation of NLP has been developed, with more
emphasis between "myself and the other":the somatic brain at the level of
values and beliefs.</span></span></i></div>
<div style="background-color: #cccccc;">
<i><span class="" id="result_box" lang="en"><span title="- Halverwege de jaren 80 ontwikkelt zich de tweede generatie NLP, met meer nadruk tussen mijzelf en de ander-het somatische brein-op het niveau van waarden en overtuigingen ."> </span><span title="- De derde generatie (rond 2000) houdt zich ook bezig met thema's zoals identiteit, visie en missie.Het gaat het grotere geheel bekijken ( systeem), met een zicht op alle interrelatie's van de delen van het systeem en hun onderlinge wisselwerking.">-
The third generation (around 2000) also deals with themes such as
identity, vision and mission.It is the larger view (system) which is important, with a focus on inter-relationship of the parts of the system and their
interactions</span></span></i></div>
<div style="background-color: #cccccc;">
<i><span class="" id="result_box" lang="en"><span title="Het betrekt ook de grotere systemen zoals, gezinnen , organisatie's en culturen bij het veranderingsproces">It also involves the larger systems such as families, organizations and cultures in the change.</span></span></i></div>
<span class="" id="result_box" lang="en"><span title="Het betrekt ook de grotere systemen zoals, gezinnen , organisatie's en culturen bij het veranderingsproces"></span></span><br />
<span class="" id="result_box" lang="en"><span title="Het betrekt ook de grotere systemen zoals, gezinnen , organisatie's en culturen bij het veranderingsproces"><br /></span><span title="Hierbij komen we nu tot de definitie van systemen en systeemdenken :">Here we come now to the definition of systems and systems thinking:</span></span><br />
<span class="" id="result_box" lang="en"><span title="Hierbij komen we nu tot de definitie van systemen en systeemdenken :"><br /></span><span title="De betekenis van het word Systeem is terug te vinden in het Griekse systèma, dat “organisch geheel” betekent.">The meaning of the word system is reflected in the Greek Systema, that "organic whole" means. </span><span title="De systemische zienswijze brengt dingen met elkaar in verband en houdt ook rekening met de kwaliteit en perceptie van de observeerder.">The systemic view see system parts that are interrelated and also takes into account the quality and perception of the observer.</span></span><br />
<span class="" id="result_box" lang="en"><span title="De systemische zienswijze brengt dingen met elkaar in verband en houdt ook rekening met de kwaliteit en perceptie van de observeerder."><br /></span><span title="“Een systeem is een samenstelling van onderdelen die met elkaar verbonden zijn door een netwerk van relatie's."">"A system is the whole components which are connected to each other by a network of relations"</span><span title="Systeemdenken is een methode om beter om te gaan met de complexe samenhang die bestaat tussen systemen, hun ecologie en hun onderdelen.">.</span></span><br />
<br />
<span class="" id="result_box" lang="en"><span title="Systeemdenken is een methode om beter om te gaan met de complexe samenhang die bestaat tussen systemen, hun ecologie en hun onderdelen.">Systems
thinking is a method to better deal with the complex relationship that
exists between systems, their ecology and their components</span><span title="De systeemdenker is in staat om systemische patronen te herkennen én deze te veranderen.">.</span><span title="Mensen zijn onderdeel van grotere sociale systemen.">People are part of larger social systems,</span><span title="Maar ook de innerlijke menselijke processen en subsystemen staan systemisch met elkaar in verband.">but also the inner human processes and subsystems are systemically interrelated.</span></span><br />
<br />
<span class="" id="result_box" lang="en"><span title="Maar ook de innerlijke menselijke processen en subsystemen staan systemisch met elkaar in verband."> </span><span title="Om in het in de woorden van Robert Dilts ( grondlegger van Systemic NLP)te zeggen:">For in the words of Robert Dilts (founder of Systemic NLP) to say:</span><span title="“ Als Systemic NLP Practitioners zijn we in staat om met minimale ingrepen het gedrag van systemen te veranderen door te werken op verschillende niveau's:identiteit, waarden en overtuigingen,vermogen , gedrag en omgeving."> </span></span><br />
<div style="background-color: #cccccc;">
<span class="" id="result_box" lang="en"><span title="“ Als Systemic NLP Practitioners zijn we in staat om met minimale ingrepen het gedrag van systemen te veranderen door te werken op verschillende niveau's:identiteit, waarden en overtuigingen,vermogen , gedrag en omgeving.">"As Systemic NLP Practitioners we are able to
change the behavior of systems with minimal interventions, and working at different levels:
identity, values and beliefs, ability, behavior and environment.</span><span title="En met “systemen” bedoelen we zowel mensen , hun programma's, hun overtuigingen, hun vaardigheden alsook de systemen waarin mensen zich bewegen:sociale systemen zoals relatie's, familie's en organisatie's.""> </span></span></div>
<div style="background-color: #cccccc;">
<span class="" id="result_box" lang="en"><span title="En met “systemen” bedoelen we zowel mensen , hun programma's, hun overtuigingen, hun vaardigheden alsook de systemen waarin mensen zich bewegen:sociale systemen zoals relatie's, familie's en organisatie's."">And
with "systems" we mean both people, their programs, their beliefs,
their skills and the systems in which people move: social systems such
as relationship, family and organization's. "</span></span></div>
<br />
<br />
<span class="" id="result_box" lang="en"><span title="En met “systemen” bedoelen we zowel mensen , hun programma's, hun overtuigingen, hun vaardigheden alsook de systemen waarin mensen zich bewegen:sociale systemen zoals relatie's, familie's en organisatie's."">- </span><span title="Met NLP overtuig je mensen, communiceer je beter en bereik je sneller je doelen.">With NLP ,you convince people, you communicate better and you will reach your goals faster.<br /><br /> </span><span title="Met systeemdenken creëer je verbeteringen met een sterk hefboomeffect.">- With systems thinking you will create improvements with a strong leverage effect.<br /><br /> </span><span title="Combineer ze om een krachtige invloed uit te oefenen op je bedrijf, team en mensen.">Combine them to make a powerful influence on your company, team and people.</span><span title="Leer hoe je systemen (organisaties, teams, medewerkers) kan beïnvloeden en sturen met NLP en systeemdenken."> </span></span><br />
<span class="" id="result_box" lang="en"><span title="Leer hoe je systemen (organisaties, teams, medewerkers) kan beïnvloeden en sturen met NLP en systeemdenken.">Learn how systems (organizations, teams, employees) can be influenced and controlled with NLP and systems thinking.</span><span title="Meer invloed met NLP"> </span></span><br />
<br />
<b><span class="" id="result_box" lang="en"><span title="Meer invloed met NLP">More influence with NLP</span><span title="Met NLP ontdek je wat in mensen omgaat als ze communiceren en beslissen, en hoe je die beslissingen kan beïnvloeden.">:</span></span></b><br />
<span class="" id="result_box" lang="en"><span title="Met NLP ontdek je wat in mensen omgaat als ze communiceren en beslissen, en hoe je die beslissingen kan beïnvloeden.">With NLP you can discover what is going on in people as they communicate and decide, and how you can influence decisions. </span></span><br />
<span class="" id="result_box" lang="en"><span title="Met NLP ontdek je wat in mensen omgaat als ze communiceren en beslissen, en hoe je die beslissingen kan beïnvloeden."> </span><span title="Je wordt effectiever door succesvolle strategieën en gedrag van anderen over te nemen.">You become more effective by taking over successful strategies and behavior of others . </span></span><br />
<span class="" id="result_box" lang="en"><span title="Je wordt effectiever door succesvolle strategieën en gedrag van anderen over te nemen."> </span><span title="En je leert hoe je de interacties binnen een organisatie of team kan sturen.">And you learn how the interactions within an organization or team can be navigated.</span><span title="Meer inzicht met Systeemdenken"> </span></span><br />
<br />
<b><span class="" id="result_box" lang="en"><span title="Meer inzicht met Systeemdenken">More insight with Systems Thinking:</span></span></b><span class="" id="result_box" lang="en"><span title="Meer inzicht met Systeemdenken"> </span></span><br />
<span class="" id="result_box" lang="en"><span title="Meer inzicht met Systeemdenken"> </span><span title="Met systeemdenken doorgrond je de dynamiek van systemen: bedrijven, teams, gebeurtenissen.">With systems thinking you dig deeper in the dynamics of systems, companies, teams and events.</span></span><br />
<span class="" id="result_box" lang="en"><span title="Met systeemdenken doorgrond je de dynamiek van systemen: bedrijven, teams, gebeurtenissen."> </span><span title="Veel mensen kijken enkel naar gedrag of gebeurtenissen.">Many people look only at behavior or events, </span><span title="Anderen proberen trends te ontdekken en zo gebeurtenissen te voorspellen.">a system thinker try to discover trends and to predict such events. </span><span title="Met systeemdenken duik je dieper: je ontdekt de oorzaak van gedrag of gebeurtenissen en kan deze dus gaan sturen."> </span></span><br />
<span class="" id="result_box" lang="en"><span title="Met systeemdenken duik je dieper: je ontdekt de oorzaak van gedrag of gebeurtenissen en kan deze dus gaan sturen.">With systems thinking you dive deeper, you discover the cause of behavior or events and will understand and manage better the complex problems.</span><span title="Met Systemic NLP kan je:"> </span></span><br />
<br />
<u><b>Conclusion:</b></u><br />
<br />
<span class="" id="result_box" lang="en"><span title="Met Systemic NLP kan je:">With Systemic NLP you can:<br /><br /> </span><span title="* bedrijven en organisaties duurzaam bijsturen">* Adjust businesses and organizations in a sustainable way .<br /> </span><span title="* beter begrijpen wat klanten en collega's écht bedoelen">* Better understand what clients and colleagues really mean.<br /> </span><span title="* zien welke intenties ze hebben">* See what intentions they have.<br /> </span><span title="* meer draagvlak creëren door openheid en begrip">* Create more support for openness and understanding.<br /> </span><span title="* sneller grip krijgen op wat in mensen omgaan">* Quickly get a grip on what people boaters.<br /> </span><span title="* eigen mensen sterker motiveren">* Motivate people strongly.</span></span><div class="blogger-post-footer">Lees meer</div>idesdvhttp://www.blogger.com/profile/16328842265192050180noreply@blogger.com0tag:blogger.com,1999:blog-8626128394412318075.post-81714643530482008842012-05-22T00:04:00.000+02:002012-05-22T00:04:10.032+02:00Can ecosystems show how to fix the euro?<div class="infuse">
Understanding economic crisis by systemsthinking.</div>
<div class="infuse">
<br /></div>
<br />
<div class="infuse">
The eurozone, like the <a href="http://www.newscientist.com/article/mg21228354.500-revealed--the-capitalist-network-that-runs-the-world.html">rest of the world economy</a>,
is a complex networked system. That gives it properties economists
rarely consider but which could help us understand the current crisis. <b>New Scientist</b> takes a closer look</div>
<div class="infuse">
<b>What is a complex network?</b></div>
<div class="infuse">
Complex networks have many
interconnected components which influence each other's behaviour. These
changes then feed back on each other. A famous example is the numbers of
predators and prey in a given environment, which vary in a complex
interdependent way. The eurozone – the 17 countries that share a common
currency, the euro – is similarly interdependent, with similar feedback
mechanisms.</div>
<br />
The below article of New Scientist gives some explanation:<br />
<br />
<a href="http://www.newscientist.com/article/dn21151-briefing-can-ecosystems-show-how-to-fix-the-euro.html?full=true">Briefing: Can ecosystems show how to fix the euro? - science-in-society - 10 November 2011 - New Scientist</a><div class="blogger-post-footer">Lees meer</div>idesdvhttp://www.blogger.com/profile/16328842265192050180noreply@blogger.com0tag:blogger.com,1999:blog-8626128394412318075.post-41807186077786779802012-05-21T23:50:00.000+02:002012-05-21T23:50:05.239+02:00Books on systemsthinkingA few good books on systemsthinking:(reference Pegasus-Janice Molloy<br />
<br />
- <a href="http://www.pegasuscom.com/BookDetail.asp?BookQuery_Action=Find%28%27ISBN%27,%27ST020%27%29&BookQuery_Position=FIL%3A%28Description+LIKE+%27%25tracing+connections%25%27%29+OR+%28Title+LIKE+%27%25tracing+connections%25%27%29+OR+%28Keywords+LIKE+%27%25tracing+connections%25%27%29+OR+%28au%5Flastname+LIKE+%27%25tracing+connections%25%27%29ORD%3AABS%3A1KEY%3AST020PAR%3A" target="_blank" title="Tracing Connections: Voices of Systems Thinkers "><i>Tracing Connections: Voices of Systems Thinkers</i> </a>edited
by Joy Richmond, Lees Stuntz, Kathy Richmond, and Joanne Egner (isee
systems, inc. and Creative Learning Exchange, 2010) Published as a
tribute to systems thinking pioneer Barry Richmond, this book includes
essays on the application of these tools in a wide range of settings.
The <a href="http://blog.pegasuscom.com/Leverage-Points-Blog/bid/31613/Thinking-An-Excerpt-from-Tracing-Connections" target="_blank" title="introduction">introduction</a> outlines Richmond’s important work on the eight critical systems thinking skills. <br />
- <i><a href="http://www.pegasuscom.com/BookDetail.asp?BookQuery_Action=Find%28%27ISBN%27,%27SD006b%27%29&BookQuery_Position=FIL%3A%28Description+LIKE+%27%25business+dynamics%25%27%29+OR+%28Title+LIKE+%27%25business+dynamics%25%27%29+OR+%28Keywords+LIKE+%27%25business+dynamics%25%27%29+OR+%28au%5Flastname+LIKE+%27%25business+dynamics%25%27%29ORD%3AABS%3A1KEY%3ASD006bPAR%3A" target="_blank" title="Business Dynamics: Systems Thinking and Modeling for a Complex World">Business Dynamics: Systems Thinking and Modeling for a Complex World</a></i> by John Sterman (McGraw-Hill/Irwin, 2000) <i>The</i>
core textbook for learning how to apply system dynamics modeling to
complex organizational challenges. Even if you aren’t interested in
modeling per se, Sterman’s clear, well-written explanations of the core
elements of systems thinking make it worth a look.
<br />
<br />
<br />
<br />
<br />
<a href="http://blog.pegasuscom.com/Portals/42748/images/Y--Pegasus%20Website-www-images-cavanamaani.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img alt="Systems Thinking, System Dynamics" border="0" class="alignLeft" src="http://blog.pegasuscom.com/Portals/42748/images/Y--Pegasus%20Website-www-images-cavanamaani.jpg" /></a><br />
<br />
<br />
<br />
<i>Systems Thinking, System Dynamics: Understanding Change and Complexity</i>
2/e by Kambiz E. Maani and Robert Y. Cavana (Pearson Education New
Zealand, 2007) Another comprehensive, practical introduction to systems
thinking/system dynamics tools and concepts. This book includes a series
of detailed examples for using systems thinking to diagnose complex
problems and design robust interventions.<br />
<br />
<br />
<i><img alt="Limits to Growth" border="0" class="alignLeft" height="113" hspace="5" src="http://blog.pegasuscom.com/Portals/42748/images/Y--Pegasus%20Website-www-images-limits%20to%20growth.jpg" style="float: left;" width="89" /></i><a href="http://www.pegasuscom.com/BookDetail.asp?BookQuery_Action=Find%28%27ISBN%27,%27OL027%27%29&BookQuery_Position=FIL%3A%28Description+LIKE+%27%25limits+to+growth%25%27%29+OR+%28Title+LIKE+%27%25limits+to+growth%25%27%29+OR+%28Keywords+LIKE+%27%25limits+to+growth%25%27%29+OR+%28au%5Flastname+LIKE+%27%25limits+to+growth%25%27%29ORD%3AABS%3A3KEY%3AOL027PAR%3A" target="_blank" title="Limits to Growth: The 30-Year Update "><i>Limits to Growth: The 30-Year Update</i> </a>by
Donella Meadows, Jorgen Randers, and Dennis L. Meadows (Chelsea Green,
2004) The most recent version of the influential system dynamics
analysis of the impact of a rapidly growing population in a world of
finite resources. Despite the grim prospects outlined through much of
the book, the final chapter offers a sense of hope by proving guidelines
for setting in motion a sustainability revolution.<div class="blogger-post-footer">Lees meer</div>idesdvhttp://www.blogger.com/profile/16328842265192050180noreply@blogger.com0tag:blogger.com,1999:blog-8626128394412318075.post-29465431417320592312012-05-21T23:31:00.001+02:002012-05-21T23:31:58.469+02:00NLP en Systeemdenken<style>
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<span style="font-size: 14pt;">Neuro Linguïstisch Programmeren en Systeemdenken</span></div>
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<br /></div>
<div class="MsoNormal" style="margin: 0.1pt 0cm;">
<br /></div>
<div class="MsoNormal" style="margin: 0.1pt 0cm;">
<span>NLP is een methodiek
voor training, coaching en verbetering van communicatie.</span></div>
<div class="MsoNormal" style="margin: 0.1pt 0cm;">
<span>Het werd ontwikkeld in
de jaren 70 aan de Universiteit van Californië( Santa Cruz), met als
grondleggers John Grinder en Richard Bandler. Zij bouwden verder<span> </span>op het werk van Gregory Bateson, Milton
Erickson, Noam Chomsky en anderen.</span></div>
<div class="MsoNormal" style="margin: 0.1pt 0cm;">
<span>NLP ontleende veel aan
verschillende psychologische stromingen en taaltheorieën waaronder de
hypnotherapie en gedragstherapie.NLP practitioners beschouwen NLP als een
eclectische psychologie, een samenwerkingsverband tussen verschillende modellen
en technieken uit therapie en communicatie.</span></div>
<div class="MsoNormal" style="margin: 0.1pt 0cm;">
<span>In de loop der tijd ,
werd NLP meer ontwikkeld , om gebruikt te worden in alle disciplines , waar
communicatie belangrijk is . Robert Dilts en Stephen Gilligan kunnen als enkele
belangrijke ontwikkelaars vernoemd worden .</span></div>
<div class="MsoNormal" style="margin: 0.1pt 0cm;">
<span>Kort samengevat:</span></div>
<div class="MsoListParagraphCxSpFirst" style="margin: 0.1pt 0cm 0.1pt 36pt; text-indent: -18pt;">
<span><span>-<span style="font: 7pt "Times New Roman";">
</span></span></span><span>De eerste generatie NLP is het
werk van Bandler en Grinder tot en met het begin van de jaren 80.Concentratie
was op één individu-het cognitieve brein-vaardigheden en technieken op het
niveau van gedrag en capaciteiten.</span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin: 0.1pt 0cm 0.1pt 36pt; text-indent: -18pt;">
<span><span>-<span style="font: 7pt "Times New Roman";">
</span></span></span><span>Halverwege de jaren 80
ontwikkelt zich de tweede generatie NLP, met meer nadruk tussen mijzelf en de
ander-het somatische brein-op het niveau van waarden en overtuigingen .</span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin: 0.1pt 0cm 0.1pt 36pt; text-indent: -18pt;">
<span><span>-<span style="font: 7pt "Times New Roman";">
</span></span></span><span>De derde generatie (rond 2000) houdt
zich ook bezig met thema’s zoals identiteit, visie en<span> </span>missie.Het gaat het grotere geheel bekijken ( systeem), met
een zicht op alle interrelatie’s van de delen van het systeem en hun
onderlinge wisselwerking.</span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin: 0.1pt 0cm 0.1pt 36pt; text-indent: -18pt;">
<span>Het betrekt ook de grotere systemen zoals, gezinnen ,
organisatie’s en culturen bij het veranderingsproces</span></div>
<div class="MsoListParagraphCxSpLast" style="margin: 0.1pt 0cm 0.1pt 36pt;">
<br /></div>
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<span>Hierbij komen we nu tot
de definitie van systemen en systeemdenken :</span></div>
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<br /></div>
<div class="MsoNormal" style="margin: 0.1pt 0cm;">
<span>De betekenis van het
word Systeem is terug te vinden in het Griekse systèma, dat “organisch geheel”
betekent. De systemische zienswijze brengt dingen met elkaar in verband en
houdt ook rekening met de kwaliteit en perceptie van de observeerder.</span></div>
<div class="MsoNormal" style="margin: 0.1pt 0cm;">
<br /></div>
<div class="MsoNormal" style="margin: 0.1pt 0cm;">
<i><span>“Een systeem is een
samenstelling van onderdelen die met elkaar verbonden zijn door een netwerk van
relatie’s."</span></i></div>
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<br /></div>
<div class="MsoNormal" style="margin: 0.1pt 0cm;">
<span>Systeemdenken is een
methode om beter om te gaan met de complexe samenhang die bestaat tussen
systemen, hun ecologie en hun onderdelen. </span></div>
<div class="MsoNormal" style="margin: 0.1pt 0cm;">
<span>De systeemdenker is in staat om
systemische patronen te herkennen én deze te veranderen.</span></div>
<div class="MsoNormal" style="margin: 0.1pt 0cm;">
<span>Mensen zijn onderdeel
van grotere sociale systemen.</span></div>
<div class="MsoNormal" style="margin: 0.1pt 0cm;">
<span>Maar ook de innerlijke
menselijke processen en subsystemen staan systemisch met elkaar in verband.</span></div>
<div class="MsoNormal" style="margin: 0.1pt 0cm;">
<span>Om in het in de woorden
van Robert Dilts ( grondlegger van Systemic NLP)te zeggen:</span></div>
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<br /></div>
<div class="MsoNormal" style="margin: 0.1pt 0cm;">
<span>“<i> Als Systemic NLP
Practitioners<span> </span>zijn we in staat om
met minimale ingrepen het gedrag van systemen te veranderen door te werken op
verschillende niveau’s:identiteit, waarden en overtuigingen,vermogen , gedrag en
omgeving.</i></span></div>
<div class="MsoNormal" style="margin: 0.1pt 0cm;">
<i><span>En met “systemen”
bedoelen we zowel mensen , hun programma’s, hun overtuigingen, hun vaardigheden
alsook de systemen waarin mensen zich bewegen:sociale systemen zoals relatie’s,
familie’s en organisatie’s."</span></i></div>
<div class="MsoNormal" style="margin: 0.1pt 0cm;">
<br /></div>
<div class="MsoNormal" style="margin: 0.1pt 0cm;">
<b><span style="font-family: Times;">Met NLP overtuig je mensen, communiceer je beter en bereik je sneller je
doelen.</span></b></div>
<div class="MsoNormal" style="margin: 0.1pt 0cm;">
<b><span style="font-family: Times;"> Met systeemdenken creëer je verbeteringen met een sterk hefboomeffect.</span></b></div>
<div class="MsoNormal" style="margin: 0.1pt 0cm;">
<b><span style="font-family: Times;"> Combineer ze om een krachtige invloed uit te oefenen op je bedrijf, team en
mensen.</span></b></div>
<div class="MsoNormal" style="margin: 0.1pt 0cm;">
<br /></div>
<div class="MsoNormal" style="margin: 0.1pt 0cm;">
<span>Leer hoe je
systemen (organisaties, teams, medewerkers) kan beïnvloeden en sturen met <b>NLP</b> en <b>systeemdenken</b>.</span></div>
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<br /></div>
<div class="MsoNormal" style="margin: 0.1pt 0cm;">
<b><span style="font-family: Times; font-size: 13.5pt;">Meer invloed met NLP</span></b></div>
<div class="MsoNormal" style="margin: 0.1pt 0cm;">
<span>Met NLP ontdek
je wat in mensen omgaat als ze communiceren en beslissen, en hoe je die
beslissingen kan beïnvloeden. Je wordt effectiever door succesvolle strategieën
en gedrag van anderen over te nemen. En je leert hoe je de interacties binnen
een organisatie of team kan sturen.</span></div>
<div class="MsoNormal" style="margin: 0.1pt 0cm;">
<br /></div>
<div class="MsoNormal" style="margin: 0.1pt 0cm;">
<b><span>Meer
inzicht met Systeemdenken</span></b></div>
<div class="MsoNormal" style="margin: 0.1pt 0cm;">
<span>Met
systeemdenken doorgrond je de dynamiek van systemen: bedrijven, teams,
gebeurtenissen. Veel mensen kijken enkel naar gedrag of gebeurtenissen. Anderen
proberen trends te ontdekken en zo gebeurtenissen te voorspellen. Met
systeemdenken duik je dieper: je ontdekt de oorzaak van gedrag of
gebeurtenissen en kan deze dus gaan sturen.</span></div>
<div class="MsoNormal" style="margin: 0.1pt 0cm;">
<br /></div>
<div class="MsoNormal" style="margin: 0.1pt 0cm;">
<br /></div>
<div class="MsoNormal" style="margin-bottom: 0.0001pt;">
<br /></div>
<div class="MsoNormal" style="margin-bottom: 0.0001pt;">
<span style="font-family: Times; font-size: 10pt;"></span></div>
<div class="MsoNormal" style="margin: 0.1pt 0cm;">
<b><span>Met<span> </span>Systemic NLP kan je:</span></b></div>
<div class="MsoNormal" style="margin: 0.1pt 0cm;">
<br /></div>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="margin-bottom: 0.1pt; margin-top: 0.1pt;"><span>bedrijven en
organisaties duurzaam bijsturen</span></li>
<li class="MsoNormal" style="margin-bottom: 0.1pt; margin-top: 0.1pt;"><span>beter begrijpen
wat klanten en collega's écht bedoelen</span></li>
<li class="MsoNormal" style="margin-bottom: 0.1pt; margin-top: 0.1pt;"><span>zien welke
intenties ze hebben</span></li>
<li class="MsoNormal" style="margin-bottom: 0.1pt; margin-top: 0.1pt;"><span>meer draagvlak
creëren door openheid en begrip</span></li>
<li class="MsoNormal" style="margin-bottom: 0.1pt; margin-top: 0.1pt;"><span>sneller grip
krijgen op wat in mensen omgaan</span></li>
<li class="MsoNormal" style="margin-bottom: 0.1pt; margin-top: 0.1pt;"><span>eigen mensen
sterker motiveren</span></li>
<li class="MsoNormal" style="margin-bottom: 0.1pt; margin-top: 0.1pt;"><span> </span></li>
</ul>
<div class="MsoNormal" style="margin: 0.1pt 0cm;">
<br /></div><div class="blogger-post-footer">Lees meer</div>idesdvhttp://www.blogger.com/profile/16328842265192050180noreply@blogger.com1tag:blogger.com,1999:blog-8626128394412318075.post-17496959144852039792012-05-06T10:19:00.001+02:002012-05-06T10:19:37.397+02:00Lachen en het systemische ervanZaterdag 5 mei , las ik op het briefje van onze scheurkalender dat het Wereldlachdag was.<br />
Het kleine mopje onderaan deed me even glimlachen , maar het resultaat van lachen werd wel goed systemisch uitgelegd.<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiLFcQLK45PRF3aKku6cP7SVOCGZaQTGctN3YUwtNjkJ_zErlytJkBUQEcLePftIGPJbTCqJiBoi0Wu_m6NpN86VJp5TshSzgkn33WBlfvAkLoEwhtv_FbM65-xqW675cPtinIG7KyDFIs/s1600/makeimage.php.jpeg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiLFcQLK45PRF3aKku6cP7SVOCGZaQTGctN3YUwtNjkJ_zErlytJkBUQEcLePftIGPJbTCqJiBoi0Wu_m6NpN86VJp5TshSzgkn33WBlfvAkLoEwhtv_FbM65-xqW675cPtinIG7KyDFIs/s1600/makeimage.php.jpeg" /></a></div>
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</div>
<br />
Eva: Adam, zie je me graag ?<br />
Adam:natuurlijk !Wie anders?<br />
<br />
<br />
We moeten met zijn allen méér proberen te lachen , want lachen is gezond.<br />
Kinderen lachen gemiddeld 350 keer per dag, volwassenen daarentegen amper 15 maal.<br />
Wie lacht , zet maar 15 gezichtsspieren in beweging.<br />
Maar tegelijkertijd worden de spieren in de buik ook aangespannen , waardoor de organen zachtjes worden gemasseerd .Tijdens het lachen ademen we dieper en worden hartritme en bloeddruk op elkaar afgestemd.Het bloed stroomt sneller en transporteert meer zuurstof en voedingsstoffen naar onze hersenen , die op hun beurt meer endorfinen vrijgeven , hormonen die een prettig gevoel geven , pijnstillende eigenschappen bezitten en het teveel aan stresshormonen doen dalen .<br />
<br />
Twintig minuten lachen is even gezond als een joggingsessie van dezelfde duur.<br />
Dus: "Have Fun in Everything you DO"<div class="blogger-post-footer">Lees meer</div>idesdvhttp://www.blogger.com/profile/16328842265192050180noreply@blogger.com0tag:blogger.com,1999:blog-8626128394412318075.post-57627949416772224462012-04-25T12:40:00.000+02:002012-04-25T12:40:46.244+02:00Waarom hebben we systeemdenken nodig voor duurzaamheid?<br />
Om duurzaamheid beter te kunnen definiëren, begrijpen en beleven hebben we een andere perceptie nodig , die kan verkregen worden door de realiteit te bekijken als een systeem , waar alle delen met elkaar verbonden zijn en relaties met elkaar hebben .<br />
Een systeemaanpak en systemisch denken leert ons de complexiteit beter te begrijpen ,en zet ons aan te denken in relaties,connectiviteit en kontekst.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgsok0ukgwdTKjs8DMewRvIhx_zAC6bBiGtwppegAJJMFA-tCbo1cxMk5REMdfP11rGOj7enl7IfwLifadGZA2cw6x_tSNPT1CKvp7z0IgWY3uuHlgY9dxedBi7Gwnm-mO1p5rfbZzsmP4/s1600/handgroeneaarde.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="187" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgsok0ukgwdTKjs8DMewRvIhx_zAC6bBiGtwppegAJJMFA-tCbo1cxMk5REMdfP11rGOj7enl7IfwLifadGZA2cw6x_tSNPT1CKvp7z0IgWY3uuHlgY9dxedBi7Gwnm-mO1p5rfbZzsmP4/s200/handgroeneaarde.jpg" width="200" /></a></div>
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- De wereld , onze samenleving en de mensheid worden geconfronteerd met kritische uitdagingen omtrent duurzaamheid en maatschappelijk verantwoord ondernemen en samenleving.<br />
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- Duurzaamheid wordt beïnvloed door vele stakeholders en heeft verschillende aanzetpunten en dimensies:atmosfeer, water, land,energie, economie, sociale samenleving , cultuur , waarden ...enz.<br />
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- De verschillende pijnpunten , zelfs als die in tijd en plaats ver van elkaar liggen,zijn in verbinding met elkaar en behoren tot een systeem.De conventionele silo-aanpak volstaat niet meer om duurzame oplossingen aan te bieden .<br />
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-Interventies om duurzaamheid te bekomen , bestaan uit complexe terugkoppelingslussen , niet lineair oorzaak en gevolg en tijdsvertragingen.Resultaten zijn onvoorspelbaar!<br />
<br />- Zoals Einstein zei:"Nieuwe problemen kunnen niet opgelost worden met vroegere methodes.<br />
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- Waar de wereld dynamisch is, maken we steeds nog beslissingen met onze mentale modellen die bekrompen en statisch zijn .<br />
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- Door het korte termijn handelen en ge-isoleerde oplossingen aan te brengen , stoten we meermaals op weerstand en onverwachte verwikkelingen.<br />
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- We hebben een aanpak nodig , die korte termijn oplossingen integreert met lange termijn systemische interventies<br />
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<b>Maar fundamenteel, hebben we een nieuwe wijze van denken nodig en een vernieuwing van onze mentale modellen , om onze oude paradigma's in vraag te stellen.</b></div>
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<br /><div class="blogger-post-footer">Lees meer</div>idesdvhttp://www.blogger.com/profile/16328842265192050180noreply@blogger.com0