Leadership beyond imagination and gaming

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Leiderschap… Wat doet een leider? Een leider kijkt vooruit! Jaap Boonstra, Covey, Kotter… Hoe?

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Transcript of Leadership beyond imagination and gaming

  • 1. Een leider kijkt vooruit!Jaap Boonstra, Covey, KotterWat doet een leider?Hoe?

2. Welke aanpak kiest een organisatie voor:o het inspelen op veranderingeno het nemen van strategische beslissingeno marktonderzoeko het nemen van maatregeleno .. 3. VoorspelenVoorspellenVertrekt vanuit Vertrekt vanuittoekomst perspectiefhistorisch perspectiefIntelligence op basis Intelligence op basisvan ervaring klanten en van data enmedewerkers marktonderzoekDoor communityDoor enkelenOpbrengst komt uit het Opbrengst komt uitproces data mining 4. Beslissingen die mensen nemen in een spelkomen in grote mate overeen met beslissingen inhet echte leven 5. Ruleset Lijn1.Doel, probleem1. WereldContext2.Regels, resources 2. Verhaal3.Tokens3. Views, ModesOntwikkelingIdentificatie/avatar1. Achievements 1.Navigatie, controlJij2. Hints, mentoring 2.(Inter)Acties3. Level, ervaring3.Special abilitiesVan buitenafVan binnen uit1.Druk, risico1.Bouwen2.RxO, Anderen2.ScoreErvaren3.Veranderen3.Ergens komen 6. Gamification heeft de toekomst. In 2015 zal 50% van debedrijven hun innovatieprocessen gamifyen (Gartner). Maardan moet de term wel de buzz overstijgen en verder gaandan badges, websites en punten. 7. 1.2 miljard mensen spelen 3 miljarduur per week (M/V) Ontwikkelkosten games zijn in eendecennium met een factor 6afgenomen En op de driegedragsonderzoeken neemt gamesals methodisch uitgangspunt 8. Game Theory1938 9. Virtualhaving the essence or effectbut not the appearance or form 10. Playing the past (understand) Playing the present (learn) Playing the future (forecast) 11. Onverwachte conclusies. Constructies Collectieve Logica Profielen Gedragingen Eigen alignment Consequenties 12. Adapted from Endsley, 1995b Adapted from Endsley, 1995b InsideInside Outside Outside Process OutcomeProcess Behaviour sensemaking situational awareness I, II, III decision making action Sensemaking is the process of creating situational awareness in situations of high complexity or uncertainty in order to make decisions. It is "a motivated, continuous effort to understand connections (which can be among people, places, and events) in order to anticipate their trajectories and act effectively" (Klein et al., 2006a). 13. Adapted from Endsley, 1995b Adapted from Endsley, 1995b InsideInside Outside Outside Process OutcomeProcess Behaviour sensemaking situational awareness I, II, III decision making actionSituational Awareness is the perception of elements in the environment within a volumeof time and space (SA level 1), the comprehension of their meaning (SA level 2), and theprojection of their status in the near future (SA level 3) as listed by Endsley (1995b, 2000). 14. Adapted from Endsley, 1995b Adapted from Endsley, 1995b InsideInside Outside Outside Process OutcomeProcess Behaviour sensemaking situational awareness I, II, III decision making action Decision making theory (naturalistic) is concerned with how people actually make decisions and perform cognitively complex functions in demanding situations. These include situations marked by time pressure, uncertainty, vague goals, high stakes, team and organisational constraints, changing conditions, and varying amounts of experience. (Klein, Orasanu, Calderwood, Zsambok, C.E., 1993) 15. Adapted from Endsley, 1995b Adapted from Endsley, 1995b InsideInside Outside Outside Process OutcomeProcess Behaviour sensemaking situational awareness I, II, III decision making actionBehaviour in an organisation is either an observable action pattern aiming to deal with asituation or a dyadic interaction pattern aiming to communicate how a situation shouldbe dealt with. More generally, behaviour provides output from an organism to itsenvironment (Dusenbery, 2009) 16. [email protected]@EBorgmeier