Download - Leadership beyond imagination and gaming

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Page 1: Leadership  beyond imagination and gaming

Leiderschap…

Wat doet een leider?

Een leider kijkt vooruit!Jaap Boonstra, Covey, Kotter…

Hoe?

Page 2: Leadership  beyond imagination and gaming

Vraag

Welke aanpak kiest een organisatie voor:

o het inspelen op veranderingeno het nemen van strategische beslissingeno marktonderzoeko het nemen van maatregeleno ..

Page 3: Leadership  beyond imagination and gaming

Voorspellen

Voorspelen Voorspellen

Vertrekt vanuit toekomst perspectief

Vertrekt vanuit historisch perspectief

Intelligence op basis van ervaring klanten en medewerkers

Intelligence op basis van data en marktonderzoek

Door community Door enkelen

Opbrengst komt uit het proces

Opbrengst komt uit data mining

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Game Theory (1944)

Beslissingen die mensen nemen in een spel komen in grote mate overeen met beslissingen in het echte leven…

Page 5: Leadership  beyond imagination and gaming

Game Mechanismen

Lijn1. Wereld2. Verhaal3. Views, Modes

Identificatie/avatar4. Navigatie, control5. (Inter)Acties6. Special abilities

Van binnen uit7. Bouwen8. Score9. Ergens komen

Ruleset1. Doel, probleem2. Regels, resources 3. Tokens

Ontwikkeling4. Achievements5. Hints, mentoring6. Level, ervaring

Van buitenaf7. Druk, risico8. RxO, Anderen9. Veranderen

Jij

Context

Ervaren

Page 6: Leadership  beyond imagination and gaming

Gamification

Gamification heeft de toekomst. In 2015 zal 50% van de bedrijven hun innovatieprocessen gamifyen (Gartner). Maar dan moet de term wel de ‘buzz’ overstijgen en verder gaan dan badges, websites en punten.

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Cijfers

1.2 miljard mensen spelen 3

miljard uur per week (M/V)

Ontwikkelkosten games zijn in

een decennium met een factor

6 afgenomen

Eén op de drie

gedragsonderzoeken neemt

games als methodisch

uitgangspunt

Page 8: Leadership  beyond imagination and gaming

ORGANIZATIONS AS GAMES

Page 9: Leadership  beyond imagination and gaming

METAFOOR EN WERKELIJKHEID?

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Nieuw en anders denken?

1938

Game Theory

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Virtualiseren

Virtual“having the essence or effect but not the appearance or form”

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Playing the past (understand)

Playing the present (learn)

Playing the future (forecast)

Tijdsdimensies

Kevlar

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Voorbeelden

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…Output modelleren, reflecteren, analyseren.

Onverwachte conclusies.

Constructies

Collectieve Logica

Profielen

Gedragingen

Eigen alignment

Consequenties

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Van mechanics naar output I

Inside

Process

Inside

Outcome

Outside

Process

Outside

Behaviour

sensemaking situational awareness I, II,

III

decision making action

Adapted from Endsley, 1995b

Adapted from Endsley, 1995b

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).

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Making sense?

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Van mechanics naar output II

Inside

Process

Inside

Outcome

Outside

Process

Outside

Behaviour

sensemaking situational awareness I, II,

III

decision making action

Adapted from Endsley, 1995b

Adapted from Endsley, 1995b

Situational Awareness is the perception of elements in the environment

within a volume of time and space (SA level 1), the comprehension of

their meaning (SA level 2), and the projection of their status in the near

future (SA level 3) as listed by Endsley (1995b, 2000).

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Being aware of the situation

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Van mechanics naar output III

Inside

Process

Inside

Outcome

Outside

Process

Outside

Behaviour

sensemaking situational awareness I, II,

III

decision making action

Adapted from Endsley, 1995b

Adapted from Endsley, 1995b

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)

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Deciding what to do

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Van mechanics naar output IV

Inside

Process

Inside

Outcome

Outside

Process

Outside

Behaviour

sensemaking situational awareness I, II,

III

decision making action

Adapted from Endsley, 1995b

Adapted from Endsley, 1995b

Behaviour in an organisation is either an observable action pattern

aiming to deal with a situation or a dyadic interaction pattern aiming to

communicate how a situation should be dealt with. More generally,

behaviour provides output from an organism to its environment

(Dusenbery, 2009)

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Action

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Contact

[email protected]@EBorgmeier