Professor Michael Roberto's Blog Transformational leadership Businessballs free online learning for careers, work, management, business training and education: find materials, articles, ideas, people and providers for teaching, career training, self-help, ethical business education and leadership; for personal, car Self-Regulating Work Groups: A Socio-Technical Synthesis Abstract Self-regulating work groups are a promising alternative to traditional forms of work design. Their emergence from socio-technical systems theory and field experimentation is discussed, and their theoretical bases and implementation strategies presented. Managerial functions appropriate to their design and supervision are also proposed. Footnotes Thomas G. Received March 29, 1977.
How to test your decision-making instincts - McKinsey Quarterly - Governance - Leadership One of the most important questions facing leaders is when they should trust their gut instincts—an issue explored in a dialogue between Nobel laureate Daniel Kahneman and psychologist Gary Klein titled “Strategic decisions: When can you trust your gut?” published by McKinsey Quarterly in March 2010. Our work on flawed decisions suggests that leaders cannot prevent gut instinct from influencing their judgments. What they can do is identify situations where it is likely to be biased and then strengthen the decision process to reduce the resulting risk. Our gut intuition accesses our accumulated experiences in a synthesized way, so that we can form judgments and take action without any logical, conscious consideration. Think about how we react when we inadvertently drive across the center line in a road or see a car start to pull out of a side turn unexpectedly. The brain appears to work in a similar way when we make more leisurely decisions. There are no universal safeguards.
Spiral Complexity Dynamics Chris Lucas "At each stage of human existence the adult man is off on his quest of his holy grail, the way of life he seeks by which to live... As he sets off on each quest, he believes he will find the answer to his existence. Yet, much to his surprise and much to his dismay, he finds at every stage that the solution to existence is not the solution he has come to find. Every stage he reaches leaves him disconcerted and perplexed. Introduction - meshing with our minds Human dynamics takes many forms, and when we form societies then we create one of the most complex systems on the planet, comprising not just complex human minds, but complex institutional ideas along with complex artefacts. Spiral Dynamics - growing as a people "Here’s the key idea. Building upon the earlier research of Clare Graves, researchers Don Beck and Chris Cowan added the idea of memes to the levels identified, and colour coded these to help prevent cultural stereotyping. Our Changing World - feeling the stress
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The Integral Operating System Overview During the last 30 years, we have witnessed a historical first: all of the world’s cultures are now available to us. In the past, if you were born, say, a Chinese, you likely spent your entire life in one culture, often in one province, sometimes in one house, living and loving and dying on one small plot of land. But today, not only are people geographically mobile, we can study, and have studied, virtually every known culture on the planet. In the global village, all cultures are exposed to each other. Knowledge itself is now global. What if we took literally everything that all the various cultures have to tell us about human potential—about spiritual growth, psychological growth, social growth—and put it all on the table? Sound complicated, complex, daunting? Welcome to the Integral Model. An Integral or Comprehensive Map What are these 5 elements? What is the point of using this Integral Map or Model? What Is an Integral Operating System?
7 tips for becoming a great people manager! Professor Koen Dewittinck shares 7 tips for becoming a great people manager: 1. Pay to motivate not to bind. Research shows that people seldom leave because of pay. The bad news: they often leave because of their boss! 2. A lot of people confuse urgency and importance. 3. Your people feel appreciated when you involve them in your decision-making process. 4. The task itself is the key to employee motivation. 5. Small gestures often make a big difference. 6. When people are confused about the rules, they are displeased or encounter stress with their job. 7. Don’t say one thing and do another. Interested in more thoughts on ways to motivate and boost people’s performance and engagement? Corporate Rebels United
Managing Transformations in Work, Organizations, and Society | Sloan School of Management MANAGEMENTMODELLEN THEORIEËN CONCEPTEN Strategie Structuur Cultuur Mensen Middelen Resultaten Model