Leadership  beyond imagination and gaming
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Leadership beyond imagination and gaming

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Leadership  beyond imagination and gaming Leadership beyond imagination and gaming Presentation Transcript

  • Een leider kijkt vooruit! Jaap Boonstra, Covey, Kotter…Wat doet een leider? Hoe?
  • Welke aanpak kiest een organisatie voor:o het inspelen op veranderingeno het nemen van strategische beslissingeno marktonderzoeko het nemen van maatregeleno ..
  • Voorspelen VoorspellenVertrekt vanuit Vertrekt vanuittoekomst perspectief historisch perspectiefIntelligence op basis Intelligence op basisvan ervaring klanten en van data enmedewerkers marktonderzoekDoor community Door enkelenOpbrengst komt uit het Opbrengst komt uitproces data mining
  • Beslissingen die mensen nemen in een spelkomen in grote mate overeen met beslissingen inhet echte leven…
  • Ruleset Lijn1. Doel, probleem 1. Wereld Context2. Regels, resources 2. Verhaal3. Tokens 3. Views, ModesOntwikkeling Identificatie/avatar1. Achievements 1. Navigatie, control Jij2. Hints, mentoring 2. (Inter)Acties3. Level, ervaring 3. Special abilitiesVan buitenaf Van binnen uit1. Druk, risico 1. Bouwen2. RxO, Anderen 2. Score Ervaren3. Veranderen 3. Ergens komen
  • 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.
  •  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
  • Game Theory1938
  • Virtual“having the essence or effectbut not the appearance or form”
  •  Playing the past (understand) Playing the present (learn) Playing the future (forecast)
  •  Onverwachte conclusies. Constructies Collectieve Logica Profielen Gedragingen Eigen alignment Consequenties
  • Adapted from Endsley, 1995b Adapted from Endsley, 1995b Inside Inside Outside Outside Process Outcome Process 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).
  • Adapted from Endsley, 1995b Adapted from Endsley, 1995b Inside Inside Outside Outside Process Outcome Process Behaviour sensemaking situational awareness I, II, III decision making action 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).
  • Adapted from Endsley, 1995b Adapted from Endsley, 1995b Inside Inside Outside Outside Process Outcome Process 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)
  • Adapted from Endsley, 1995b Adapted from Endsley, 1995b Inside Inside Outside Outside Process Outcome Process Behaviour sensemaking situational awareness I, II, III decision making action 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)
  • erwin@splendidlearning.nl@EBorgmeier