Sessions

Work one on one with strangers to help them create their story

Max amount of people: 2

 

Throughout the days I will try to grab strangers and work with them to craft one or two stories about companies and managers. Their best moments, their worst and what they are looking for.

 

If you want to be included it helps if you have read my storytelling posts on http://erronis.nl/category/storytelling/

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Can We Rate Organizations on Intrinsic Motivation?

A number of media and institutes have different ways of rating the "best organizations to work for". But many of them include external motivators, such as the size of pay-checks and bonuses. And most of them publish a "top X companies", which means only big companies end up on the list. Can we come up with a different way of "rating" organizations? Can we come up with criteria to measure _any_ organization, instead ...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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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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Stoosian Emergent Organizational Practices from the wild

To implement the stoosian idea of management, we need new management practices. I'm refraining from using the term "best practices", because there is no such thing in a complex environment - we continuously need to reinvent and adapt them. At it-agile, we continuously experiment on how to run a company in an even more self-organized way. See http://stefanroock.wordpress.com/2012/01/30/it-agile-state-of-play/ for a ...more »

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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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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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Critical of Stoos

At heart I believe myself to be more of a Stoos supporter than most. In my life I have often been more radical, more challenging to those companies I have worked in (I have actually lost jobs over principles). Yet, so far I have been one of the major protagonists challenging the original Stoos statements and some of the solutions put forward. The intention is to explain views that are hard to explain in text, linkedin, ...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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Guided Self-Organisation: Creating a Learning Network

The Stoos Network has identified a core believe of “learning networks of people creating value.” But, how to you make this happen in organizations? This session proposes the lowest-effort/highest-impact functionality to make it happen. About 10 years ago and coming from a slightly different perspective, we did root cause analysis. It identified 42 common issues. Among those were: colleagues could not find the information ...more »

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Dealing with Generation Bottleneck

As change agents, we've all faced this issue: "yeah, those ideas are great, I'm eager to try them, but my boss won't let me". Many times it's just plain cognitive dissonance, a way to step out from the difficult task of changing the system by finding some fictitious reason that justifys your surrender, but on many other cases it's a real problem: a generation of Command-and-Control-ish managers that have been trained ...more »

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A New Management Body of Knowledge

We are discovering a whole new mindset to apply when looking at Management. Some of the body of knowledge if pretty well known by mostly everyone in our community: we have Agile, Lean, Complexity thinking... But we are also discovering how other fields of science, psicology, sociology or even phillosophy are helping us to create a new body of knowledge: behavioural science, motivation, story telling... Even Aikido or ...more »

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