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(b)right people for the job

In a rebuttal to one of Steve Dennings posts, Bruno Collet said on "PM Hut" that "Agile is only for stars", that you need very qualified people to be able to work in an agile fashion. This is an argument I often encounter, when I present agile or stoosian ideas to managers. They feel that their employees are either not skilled or bright enough (something Denning addresses http://onforb.es/HQ8i6J) or just don't have the ...more »

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Learning for complexity. New approaches for knowledge-building

It’s a fact, we are living in the ever increase complexity times, as “change agents”, we still want organizations and their leaders to change their mindset so they can better perform within such circumstances. Now, think about it, if change and learning walk hand in hand, in order to enable organizations to achieve that goal, shouldn’t we radically change the way we’re educating and advising those organizations and their ...more »

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How do we go from vision to validated learning?

For organisations to become "learning networks of individuals creating value" is a great ideal. But it is not going to happen by itself. For individuals in the organisation to form learning networks, they need to know the direction of learning that the organisation wants, and have the tools to validate that learning. The Lean Start-up movement has popularised a number of tools for validated learning. But how do we go ...more »

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The 10 Worst Management Practices, And How To Turn Them Around

In this 90-minute session, we (Fabian Schiller & Laurens Bonnema) propose to collect management practices that are exactly the opposite of the stoosian idea of management, as observed in the wild, i.e. no theoretical wrongs, but only those that we have actually seen in real life. In a next step it would be interesting to try to evaluate why those practices are used and how they can be replaced by more stoosian practices ...more »

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Beyond Consulting & interorganisational change

Goal: The goal of this session is to generate disruptive ideas that can potentially help overcome tayloristic management that go beyond the established change models, i.e. systemic consulting, seminars, books, etc. plus doing this on a broad level not on a company level. Background: When we think of stooism we all have something in mind, and I’m pretty sure for many of us it’s post-tayloristic, it wants to overcome hierarchies, ...more »

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From Overwhelming Complexity to Effective Simplicity

Which large organisation isn’t impacted by crippling bureaucracy and overwhelming complexity? Whatever has been tried, the results remain disappointing. Yet, the breakthrough knowledge appears to be available today. The knowledge is, however, too distributed, lacks alignment with how human beings/organisations think and act, and it misses a vital ingredient: Integration of the solution elements into one overall solution ...more »

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Facilitating effective interventions from within organizations

Trying to introduce a new solution approach from the outside into a large and complex organisation is quite a challenge, isn’t it? Well-intended initiatives get stuck early on as the parties involved point to each other instead of getting into a constructive dialog. This session shows how you can facilitate parties to get from pointing to each other to a constructive dialog and identifying effective solutions. The ...more »

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Improvisation: metaphor and skill

Every respectable book, guru and method on organizational change at least mentions the importance of improvisation: the ability to act without having a script in advance. This skill is often likened to jazz-improvisation. My expertise lies in improvised acting. And I propose to do a 2 hour impro-workshop on this. You will walk away having experienced several basic skills that help improvising. Skills that remarkably ...more »

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Ownership

Why ownership is the real problem not the side show of management and employees.

 

Ownership drives many of the choice we make in organisations today, including flawed concepts such as maximising shareholder value.

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Using Personal-Professional Growth to Adapt Business Cultures

Biologically the same principles that govern our growth and evolution as a person govern the beliefs and mindset underpinning business cultures. What if we applied that knowledge to accelerating adaptability and ability to see and work with what we can't see... The forces that create results, both intentional and unintentional.

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