Get comfortable with uncertainty 2014
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“Alice: Would you tell me, please, which way I ought to go from here? The Cheshire Cat: That depends a good deal on where you want to get to. Alice: I don't much care where. The Cheshire Cat: Then it doesn't much matter which way you go. Alice: ...So long as I get somewhere. The Cheshire Cat: Oh, you're sure to do that, if only you walk long enough.”
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"How to learn, develop and decide under uncertainty in the public sector?"
"How to learn, develop and decide under uncertainty in the public sector?"
Policy makers, civil servants, public authorities and institutions have to make more and more decisions under uncertainty. They strive in finding the right policies and activities and struggle how to mobilize and include partners from business, finance and technology in processes to learn, explore and co-create ideas and solutions.
The issue how good policies are defined and whether they are effectively implemented is therefore related to people involved and the way they collaborate within the organizations itself. A systemic approach is needed. The target groups in business, culture and research start more and more to be aware of the need to adopt new concepts for transformational mindsets like "agile", "lean", "teal", "integral", "effectual", "self-organized".
How are the authorities and administrations prepared for this? Do they apply this concepts in their day-to-day operations, in their organizations and in their decision processes? Which small steps can be done? What is easy to learn? Where are low hanging fruits easily to pick in public administration?
Innovation Coach Klaus Haasis wants to share some concrete ideas for daily practice with the participants. He has served more than 18 years as CEO in a public innovation agency owned by the federal state of Baden-Wuerttemberg, Germany. Now he supports organisations and teams as a Coach, Mentor and Trainer.
Topics offered which can be chosen by the participants:
• Agility in the public sector?
• Understanding the elephant
• Few Ground Rules for Processes
• Execution or Discovery Mindset?
• Risk vs. Uncertainty
• Innovators Dilemma in Public Funding
• Funding Creativity needs Creative Administration
• Personcentered Rule Breaking
• Effectual Logic vs. Linear Planning
• Positive Speculation and Constructive Guesswork
• Dialog as a Planning Tool
• open ask: how to ask better questions
• Yes anding exercise
• Presencing - Learning from the future as it emerges
Social capital in int.clusters+collaboration
Cluster internationalization – value chains and social capital. The impact of social capital on the development of clusters.Competitiveness, clusters and innovation in global perspective.
Panle in the Cluster World Congress, Dabrowa Gornicza, Silesia, Poland 24 - 26 March 2015.
Klaus Haasis
TCI Director
Coach DBVC
Counsellor GWG
www.klaushaasis.de
Tci cluster lab 2014 management 3.0
Cluster Lab @ TCI Conference in Monterey | Mexico
10 November 2014
management 3.0 for cluster management –
how to be a creative networker under uncertainty.
new approaches for cluster management
from effectuation, scrum, lean startup and more
Klaus Haasis,
Systemic Coach DBVC, Personcentered Counsellor GWG,
ask klaus! coaching - creativity - innovation
Cluster management is an art which is based on facts and figures, statistics, research, financial calculations, expert knowledge etc. Klaus Haasis invites to have a broader perspective on how to develop a human framework for creativity, innovation and collaboration - based on his long experience in cluster management. He presents some now findings from neurobiology and new methods for collaboration coming from entrepreneurship research (effectuation) and software development (scrum) bundled in the agile management 3.0 concept for cluster managers.
Management 3.0 for cluster management will cover the topics
+ the turkey illusion - can I rely on the experiences of the past?
+ uncertainty profiling - how to become risk savvy?
+ commitments - an underestimated factor in cluster management
+ Kudo Box and Kudo Cards - the personcentered approach
+ organisational dilemmas and double binds - how to stay happy and productive
+ the effectuation grid - a systemic tool box for dealing with uncertainty.
Klaus haasis effectuation grid discover by moving
there are many methods out there for designing the future, effectuation is on which is very powerful, for entrepreneurship and innovation
Inner Team Constellation, Portrait, Klaus Haasis, Turku 140613
This slides were part of a workshop. The goal of the wirkshop: Participants of the workshop put together their “own inner team“. It is a dynamic procedure to visualize relational processes and to observe and experience both personal and interpersonal constellations, conflicts and potentials. Participants are enabled to gain new perspectives and prospects of persons, groups and organizations and to test alternative structures of relationships. At the end it leads to new forms of extended self-portraits of one and helps to be more congruent and consistent in life.
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When you are on safari, you quickly learn about the African Big Five. They are rhinoceros, elephant, buffalo, leopard, and lion. You learn about them because everyone is always talking about them. People are constantly asking each other, “Have you seen the Big Five? How many of the Big Five did you see? Where were the Big Five? Which ones did you see?”
The Big Five becomes a mantra of sorts by which people gauge the success of their safari experience. If they see all five of the Big Five, they consider their safari experience to be incredible. If they see four of the Big Five they are pretty happy, and if they only see one of the Big Five, they start planning how if they ever actually do see a lion, they are going to feed the ranger to it.
As you can imagine, that type of experience is something that stays with you. And it was from that experience that I came up with “The Big Five for Founding”. The Big Five for Founding are the five things that you absolutely have to do for a sucessful start of your project.
In this presentation I suggested 5 important elements of founding coming from the concept of effectuation: MEANS - GOALS - LOSSES - INTERACTION - COMMITMENTS
140509 haasis effectuation in networks
Speech for the Kickoff Meeting of the Allmuni Network of one the most innovative German law firms Menold Bezler in Stuttgart. The speech is about the importance of being congruent, serene and aware of the inner team ot be a good networker. It refers also on effectuation and the importance of stakeholder commitments during networking.
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"Würdest Du mir bitte sagen, welchen Weg ich einschlagen muß?"
"Das hängt in beträchtlichem Maße davon ab, wohin du gehen willst",
antwortete die Katze.
"Oh, das ist mir ziemlich gleichgültig", sagte Alice.
"Dann ist es auch einerlei, welchen Weg du einschlägst", meinte die Katze.
"Hauptsache, ich komme irgendwohin", ergänzte sich Alice.
"Das wirst du sicher, wenn du lange genug gehst", sagte die Katze. ...
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This webinar is a follow-up of the “Lab on Creative
Collaboration” at the TCI Global Conference in Kolding in
September 2013. “Lab Director” Klaus Haasis gives some
further insights in his collaboration and leadership approach,
being an innovation manager for more than 18 years and as a
certified person-centered counselor and systemic coach.
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Presentation at the Gobal Conference of TCI www.tci2013.com
TCI is the Global Practitioners Network for Innovation, Clusters and Competitiveness with the office in Barcelona www.tci-network.org
Join the free webinar on October 1, http://issuu.com/klaushaasis/docs/creative_collaboration_webinar_2013
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Building strong professional relationships and partnerships has always been the focus of my work. During the last 30 years of my involvement as a manager and coach , the approach I am applying today to manage and train to initiate and sustain collaborations and partnerships has changed significantly. This means, I have come up with a person-centered way of dealing with innovation, entrepreneurship and management processes, leading teams and managing collaboration in organizational, regional and international environments. It includes dealing with resistance, anxieties and change. This is why this presentation will focus on a model of collaboration and innovation processes based on the concept of the human-centered approach by Carl R. Rogers, recent insights into neurobiological findings about the impact of emotions in decision-making processes and the hypnosystemic approach of Milton Erickson and Gunther Schmidt.
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Given that emerging industries mean radical reconfiguration, cluster initiatives for emerging industries need to be ‘radically reorganized’, too, as to be able to provide the right support. This would not be possible if a cluster initiative tries to deal with a radically reconfigured industry only with traditional cluster management tools used for any other industry as demands of an emerging industry may differ substantially from the demands and characteristics of traditional industries. Not only need cluster initiatives be adapted to the specifics of emerging industries, but also new types of financing tools and approaches need to be established or existing ones radically changed. Lastly, new / emerging industries, new cluster initiatives for emerging industries and new financing tools can hardly be realized without also adjusting policy approaches accordingly. New policy approaches should take into account the fact that emerging industries are not organised according to the structure of public institutions or ministries in charge and also take heed of the dilemma between being radically innovative while following policymakers’ and administrations’ rules. In this sense, it is almost impossible for emerging industries to take advantage of policy support tools that require high administrative burdens or providing (financial) guarantees in order to receive for instance funds given that they have not generated much equity finance in early project-phases.
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Klaus haasis 7 years ceo OSBA
milestones of my work as founding CEO of Lisog / OSBA www.osb-alliance.de
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all the best and thanks to all friends, partners, colleagues, acquaintances!
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documentation about the achievements of 15 years as founding CEO of cluster and business initiative Baden-Württemberg: Connected e.V www.bwcon.de
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Policy makers, civil servants, public authorities and institutions have to make more and more decisions under uncertainty. They strive in finding the right policies and activities and struggle how to mobilize and include partners from business, finance and technology in processes to learn, explore and co-create ideas and solutions.
The issue how good policies are defined and whether they are effectively implemented is therefore related to people involved and the way they collaborate within the organizations itself. A systemic approach is needed. The target groups in business, culture and research start more and more to be aware of the need to adopt new concepts for transformational mindsets like "agile", "lean", "teal", "integral", "effectual", "self-organized".
How are the authorities and administrations prepared for this? Do they apply this concepts in their day-to-day operations, in their organizations and in their decision processes? Which small steps can be done? What is easy to learn? Where are low hanging fruits easily to pick in public administration?
Innovation Coach Klaus Haasis wants to share some concrete ideas for daily practice with the participants. He has served more than 18 years as CEO in a public innovation agency owned by the federal state of Baden-Wuerttemberg, Germany. Now he supports organisations and teams as a Coach, Mentor and Trainer.
Topics offered which can be chosen by the participants:
• Agility in the public sector?
• Understanding the elephant
• Few Ground Rules for Processes
• Execution or Discovery Mindset?
• Risk vs. Uncertainty
• Innovators Dilemma in Public Funding
• Funding Creativity needs Creative Administration
• Personcentered Rule Breaking
• Effectual Logic vs. Linear Planning
• Positive Speculation and Constructive Guesswork
• Dialog as a Planning Tool
• open ask: how to ask better questions
• Yes anding exercise
• Presencing - Learning from the future as it emerges
Social capital in int.clusters+collaboration
Cluster internationalization – value chains and social capital. The impact of social capital on the development of clusters.Competitiveness, clusters and innovation in global perspective.
Panle in the Cluster World Congress, Dabrowa Gornicza, Silesia, Poland 24 - 26 March 2015.
Klaus Haasis
TCI Director
Coach DBVC
Counsellor GWG
www.klaushaasis.de
Tci cluster lab 2014 management 3.0
Cluster Lab @ TCI Conference in Monterey | Mexico
10 November 2014
management 3.0 for cluster management –
how to be a creative networker under uncertainty.
new approaches for cluster management
from effectuation, scrum, lean startup and more
Klaus Haasis,
Systemic Coach DBVC, Personcentered Counsellor GWG,
ask klaus! coaching - creativity - innovation
Cluster management is an art which is based on facts and figures, statistics, research, financial calculations, expert knowledge etc. Klaus Haasis invites to have a broader perspective on how to develop a human framework for creativity, innovation and collaboration - based on his long experience in cluster management. He presents some now findings from neurobiology and new methods for collaboration coming from entrepreneurship research (effectuation) and software development (scrum) bundled in the agile management 3.0 concept for cluster managers.
Management 3.0 for cluster management will cover the topics
+ the turkey illusion - can I rely on the experiences of the past?
+ uncertainty profiling - how to become risk savvy?
+ commitments - an underestimated factor in cluster management
+ Kudo Box and Kudo Cards - the personcentered approach
+ organisational dilemmas and double binds - how to stay happy and productive
+ the effectuation grid - a systemic tool box for dealing with uncertainty.
Klaus haasis effectuation grid discover by moving
there are many methods out there for designing the future, effectuation is on which is very powerful, for entrepreneurship and innovation
Inner Team Constellation, Portrait, Klaus Haasis, Turku 140613
This slides were part of a workshop. The goal of the wirkshop: Participants of the workshop put together their “own inner team“. It is a dynamic procedure to visualize relational processes and to observe and experience both personal and interpersonal constellations, conflicts and potentials. Participants are enabled to gain new perspectives and prospects of persons, groups and organizations and to test alternative structures of relationships. At the end it leads to new forms of extended self-portraits of one and helps to be more congruent and consistent in life.
The big five for founding - dealing with uncertainty
When you are on safari, you quickly learn about the African Big Five. They are rhinoceros, elephant, buffalo, leopard, and lion. You learn about them because everyone is always talking about them. People are constantly asking each other, “Have you seen the Big Five? How many of the Big Five did you see? Where were the Big Five? Which ones did you see?”
The Big Five becomes a mantra of sorts by which people gauge the success of their safari experience. If they see all five of the Big Five, they consider their safari experience to be incredible. If they see four of the Big Five they are pretty happy, and if they only see one of the Big Five, they start planning how if they ever actually do see a lion, they are going to feed the ranger to it.
As you can imagine, that type of experience is something that stays with you. And it was from that experience that I came up with “The Big Five for Founding”. The Big Five for Founding are the five things that you absolutely have to do for a sucessful start of your project.
In this presentation I suggested 5 important elements of founding coming from the concept of effectuation: MEANS - GOALS - LOSSES - INTERACTION - COMMITMENTS
140509 haasis effectuation in networks
Speech for the Kickoff Meeting of the Allmuni Network of one the most innovative German law firms Menold Bezler in Stuttgart. The speech is about the importance of being congruent, serene and aware of the inner team ot be a good networker. It refers also on effectuation and the importance of stakeholder commitments during networking.
Effectual online coaching @diversity
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If common interactions between people are seen as coaching opportunities then the logistical challenge of online-coaching is minimal and the coaching meets a present and practical need. The benefits of developing one-on-one coaching capacity in organizations are significant and should be continued.
In my presentation I show some approaches of combining different coaching approaches like personcentered counselling, hypno-systemic coaching and effectual cycles of acting.
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Bei einem Treffen der DBVC Regionalgruppe in Karlsruhe habe ich einige Ansätze präsentiert, wie Coaching im Innovationationsmanagement und in Netzwerken und Custerinitiativen eingesetzt werden kann.
Zukunft und Effectuation.Klaus Haasis 20140225
Was können wir von Neuro-Leadership und Effectuation lernen, um mit Zukunft und Ungewissheit besser umzugehen.
Alles Gute für 2014
"Würdest Du mir bitte sagen, welchen Weg ich einschlagen muß?"
"Das hängt in beträchtlichem Maße davon ab, wohin du gehen willst",
antwortete die Katze.
"Oh, das ist mir ziemlich gleichgültig", sagte Alice.
"Dann ist es auch einerlei, welchen Weg du einschlägst", meinte die Katze.
"Hauptsache, ich komme irgendwohin", ergänzte sich Alice.
"Das wirst du sicher, wenn du lange genug gehst", sagte die Katze. ...
It brunch creativity + effectuation
Keynote 2013 November 28 IT Brunch on Creativity and Innovation,
Content: Navigation under Uncertainty,
effectuation principles
Creative collaboration webinar 131001
Free Webinar hosted by Creative Coach Klaus Haasis:
"Creative Collaboration in Teams and Networks"
“What can we learn from Kindergarten?”-
“How to deal with elephants in the room?”
Creative Collaboration in and between
Teams, Organisations, Networks, Clusters.
1. October 2013, 6:00 p.m. CET
This webinar is a follow-up of the “Lab on Creative
Collaboration” at the TCI Global Conference in Kolding in
September 2013. “Lab Director” Klaus Haasis gives some
further insights in his collaboration and leadership approach,
being an innovation manager for more than 18 years and as a
certified person-centered counselor and systemic coach.
TCI lab creative collaboration 130904
Presentation at the Gobal Conference of TCI www.tci2013.com
TCI is the Global Practitioners Network for Innovation, Clusters and Competitiveness with the office in Barcelona www.tci-network.org
Join the free webinar on October 1, http://issuu.com/klaushaasis/docs/creative_collaboration_webinar_2013
Content:
How to create a flourishing collaboration culture?
How to built up trust in collaborative environments? What are the needs to develop a climate of innovation and creativity in groups, teams, networks, ventures?
“Lab Director” Klaus Haasis gives some insights in his collaboration and leadership approach, being a cluster manager for more than 18 years and as a certified person-centered counselor and systemic coach.
This Lab gives a flavor of person-centred and hypno-systemic coaching combined with new findings of neurobiology.
A playful and creative practical training through experience based and interactive learning, presented by the European Creative Cluster Lab (ECCL)
A presentation for open minded cluster managers/practitioners to elaborate and experience playful new ways of collaboration support in groups, to develop and improve the collaboration culture, creativity and innovation climate.
A playful and creative practical training through experience based and interactive learning, presented by the European Creative Cluster Lab (ECCL)
We invite open minded cluster managers/practitioners to elaborate and experience playful new ways of collaboration support in groups. The session will help you to develop and improve the collaboration culture, creativity and innovation climate in your initiative.
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Keynote for young entrepreneurs on neurobiological and systemic aspects of collaboration.
Building strong professional relationships and partnerships has always been the focus of my work. During the last 30 years of my involvement as a manager and coach , the approach I am applying today to manage and train to initiate and sustain collaborations and partnerships has changed significantly. This means, I have come up with a person-centered way of dealing with innovation, entrepreneurship and management processes, leading teams and managing collaboration in organizational, regional and international environments. It includes dealing with resistance, anxieties and change. This is why this presentation will focus on a model of collaboration and innovation processes based on the concept of the human-centered approach by Carl R. Rogers, recent insights into neurobiological findings about the impact of emotions in decision-making processes and the hypnosystemic approach of Milton Erickson and Gunther Schmidt.
This presentation has been held in front of young entrepreneurs at the FAME Coaching Day of the Heidelberg Innovation Forum 21. March 2013.
How can cluster initiatives support the change process?
Given that emerging industries mean radical reconfiguration, cluster initiatives for emerging industries need to be ‘radically reorganized’, too, as to be able to provide the right support. This would not be possible if a cluster initiative tries to deal with a radically reconfigured industry only with traditional cluster management tools used for any other industry as demands of an emerging industry may differ substantially from the demands and characteristics of traditional industries. Not only need cluster initiatives be adapted to the specifics of emerging industries, but also new types of financing tools and approaches need to be established or existing ones radically changed. Lastly, new / emerging industries, new cluster initiatives for emerging industries and new financing tools can hardly be realized without also adjusting policy approaches accordingly. New policy approaches should take into account the fact that emerging industries are not organised according to the structure of public institutions or ministries in charge and also take heed of the dilemma between being radically innovative while following policymakers’ and administrations’ rules. In this sense, it is almost impossible for emerging industries to take advantage of policy support tools that require high administrative burdens or providing (financial) guarantees in order to receive for instance funds given that they have not generated much equity finance in early project-phases.
7 Things I Wish I‘d Known Before Starting In Cluster- and Innovation Manageme...
In this keynote speech I would like to share my experiences of 16 years in innovation and cluster management in a public innovation agency. Based on an education in person-centered counseling I have completely changed my perspective on innovation, collaboration, change, and resistance. I have developed a person-centered way of dealing with process challenges, leading creative teams and managing collaboration in organizational and regional innovation systems and clusters.
Klaus haasis 7 years ceo OSBA
milestones of my work as founding CEO of Lisog / OSBA www.osb-alliance.de
Seasonal greetings from klaus haasis
all the best and thanks to all friends, partners, colleagues, acquaintances!
Klaus haasis 15 jahre bwcon
documentation about the achievements of 15 years as founding CEO of cluster and business initiative Baden-Württemberg: Connected e.V www.bwcon.de
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"How to learn, develop and decide under uncertainty in the public sector?"
"How to learn, develop and decide under uncertainty in the public sector?"
Inner Team Constellation, Portrait, Klaus Haasis, Turku 140613
Inner Team Constellation, Portrait, Klaus Haasis, Turku 140613
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The big five for founding - dealing with uncertainty
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Mindfulness can bring numerous benefits for physical and mental health.
Regular mindfulness practice can help achieve a fuller and more satisfying life.
Mindfulness has the power to change our perspective and way of perceiving the world, leading to deeper se
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- 1. Alice: "Would you tell me, please, which way I ought to go from here?" The Cat: "That depends a good deal on where you want to get to." Alice: "I don't much care where." The Cat: "Then it doesn't much matter which way you go." Alice: "…so long as I get somewhere." The Cat: "Oh, you're sure to do that, if only you walk long enough." 2014 For Get Comfortable with Uncertainty! ! ! Smiles Klaus Haasis CreativeCoach@email.de