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Learn Managing collaboration v0.9
This document discusses managing collaboration in collaborative organizational cultures. It focuses on learning collaboration through a 70-20-10 model and taking a sociological perspective on technology, humans, and learning. Examples of effective leadership through emotional intelligence are provided. The importance of diversity, social and emotional learning, and a focus on the learning process are emphasized for the future of educational systems.
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Learn Managing collaboration v0.9
- 1. Learn Managing collaboration ina collaborative organizational culture in a very collaborative sociopolitical, economic, technical and legal context. A perspective from a energy technical sociologist Joost van Gemeren
- 2. Questions • Who hasfollowed any learning course in the last month? • Who really learned “Learning how to learn”? • Who really has faith in your own ability’s?
- 3. Learn Managing collaboration ina collaborative organizational culture in a very collaborative sociopolitical, economic, technical and legal context. “This revolution is possible in part because of a change in the nature of collaboration across established scientific disciplines. “ Source: National Science Foundation: “Brain Science as a Mutual Opportunity for the Physical and Mathematical Sciences, Computer Science, and Engineering” 2006
- 4. Presentation Contents • Developmentin Dutch society • Learning collaboration – Theoretical 70-20-10 learning from Charles Jennings • Sociological vision to technology, human beings and learning – Example case • My advice to leadership and society
- 5. Development in Dutchsociety • New economic reality • Transition in the legal system • Mindset Shift effort to performance • From welfare state to Participation legislation • Work / retirement direction 70 years (sustainable employability) • Self and cognitive development (Paul B. Baltes) • Picture of diversity, experience, knowledge and seniority (from approximately 45 years) • Women and leadership in managerial and senior positions • Internal and external quality to justify, non hierarchical determined
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- 11. Sociological perspective Rational periodScientific management Taylor, Weber, Fayol, 1910-1920 Bureaucratic management Gulick Administrative management Human Relations Human motivation Maslow, Mayo Period Human relations 1930-1940 System period Operations research Burns & Stalker 1950-1970 Open system approximation Woodward, Mintzberg Contingencies approximation Culture period Organization culture Peters & Waterman 1990 Management of meaning Weick
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- 13. Sociological perspective Three-year averageof mentions Source: New York Times Chronicle Tool
- 14. Sociological perspective Three-year averageof mentions Source: New York Times Chronicle Tool
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- 16. • Economist (rational?)are in the majority, and how about the educational system for EQ in Dutch society? • EQ is touching people some Dutch people and examples of using emotional intelligence in leadership – Final Speech of Dutch physicist Prof. dr. Wubbo Ockels – Emotional speech by Dutch Delegate Frans Timmermans to UN Sociological perspective
- 17. • Resonance =Effective Leadership • Effective leaders develop a sense of purpose by pursuing goals that align with their personal values and advance the collective good. – High emotional intelligence (high EQ) – Authentic, integer and trustworthy – Inspire commitment – Encourage and influence others positively – Assist their team members discover meaning in their work Sociological perspective Coursera.org Inspiring Leadership through Emotional Intelligence
- 18. Emotional Intelligence - EmotionalIntelligence is the ability to monitor one’s own and others feelings and emotions, to discriminate among them, and to use this information to guide one’s thinking and actions. (Salovey and Mayer 2004) AngerSadness Scare SASHET Six primary feelings: Happiness TendernessExcitement Emotional Intelligence (EQ) Sociological perspective Inspiring Leadership through Emotional Intelligence
- 19. Resonant vs. dissonantLeadership Dissonant leaders tend to operate more on the authoritative side of leadership. Resonant leaders have a greater ability to connect personally with followers. Sociological perspective
- 20. • Are youResonant? • Can you answer yes to these 4 questions? 1. Do you inspire others? 2. Have you created a positive work environment? 3. Do you demonstrate compassion for yourself and others? 4. Do you understand yourself, others and the broader environment? Sociological perspective
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- 22. • We needsociety learn to how to learn • We need society learn how to use the most important things in life given by mother nature our own “tools”: – Learning about social and emotional intelligence – Learning process by knowing how we use our brains – And what the importance is of physical care – And most important we need to learn society is in a learning process • We need to support all of above by technology Sociological perspective
- 23. • In thefuture educational systems need to focus on the process of learning and on the products of learning • Ministry of Education, Culture and Science in the Netherlands – New Ambition Science: more connection with society and business – Our society is changing rapidly. How do we ensure that a child who goes to school, well prepared for the society and the labor market in 2032? – # onderwijs2032 - The future of primary and secondary education Sociological perspective
- 24. Sociological perspective • Green= language level reader • Red = level language text http://www.klinkendetaal.nl/europese- taalniveaus
- 25. Why do welike to write on C1/C2 language level? • Preferred level – You talk/think on C1/C2 level and you are not used to making abstractions concrete • Status – Reduce uncertainty Hide behind words to cover up that you do not understand everything • Incompetence – Compromise Bridge the unbridgeable by using abstractions and ambiguous language • No urgency for using level B1 – No lives depend on (mis)understanding each another? “If you can't explain it simply you don't understand it well enough.” - Albert Einstein Sociological perspective
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- 27. Sociological conclusion • Technologyis not about technology, technology is about connecting people, and people who design, build and maintain technology have to know more about building trust in ourselfs, relationship trust and organisational, market and social trust. And we need learning to use our human“tools” which are given us by mother nature for the process of learning
- 28. Case • EY’s slogan: –Building a better working world – There is no connection or trusted or working at collaboration with local public government for a multinational – About goverment discussing with EY rapport about trust in society – Only economic arguments ….. – It’s about culture and trust • I believe culture and trust are in the scientific world the expertise of sociologists and psychologists – http://ey.turnpages.nl/publicaties/DSGC/201310/index_html_desktop.html
- 29. Case • Team membersof working group “In the public interest of the future of the group account profession” – Huub Wieleman, NBA (voorzitter) • Drs. economics – Carin Gorter, commissaris van o.a. ING Groep • Drs. economics – Michele Hagers, bestuurslid EY • no transparency of background education on internet – Marc Hogeboom, bestuurslid KPMG • Drs. economics – Joris Joppe, partner Coney • Drs. Accountancy – Arnout van Kempen, Wildschut • Drs. Register accountant – Michael de Ridder, bestuurslid PwC • Drs, RA, economics and accountancy – Margot Scheltema, commissaris en oud-cfo Shell Nederland • Drs. Legal and international affairs
- 30. Case • Marcel vanLoo – Country Managing Partner Netherlands at EY – In his email dd 14th november 2014: • There is broad support in the House for the proposals of the Working Group on Future accounting profession (see report in the public interest) to increase the quality of auditing. – Master of Science (MSc), Business Economics • Global Code of Conduct EY – Working with one another – Working with clients and others – Acting with professional integrity – Maintaining our objectivity and independence – Respecting intellectual capital http://www.ey.com/NL/nl/home/Global- Code-of-Conduct
- 31. Case coursera.org MOOC: inspiringleadership through emotional intelligence
- 32. Case • Where isthe diversity of science in the Netherlands in the Team members of working group “In the public interest of the future of the group account profession”? • Managing collaboration between available scientists in the Netherlands? • Who was responsible leader for selecting teammembers?
- 33. My vision tolearning Learn Managing collaboration in a collaborative organizational culture in a very collaborative sociopolitical, economical, technical and legal context. Collaboration and Leadership for Effective Emergency Management by William L . Waugh Jr.
- 34. • An importantrecent report from the EIF has shown that local and national government in England and Wales is spending annually nearly £17 billion on picking up the pieces from damaging social issues affecting young people, such as child abuse and neglect, unemployment and youth crime. This £17 billion is spent only on the short-run direct fiscal cost of acute, statutory and essential services and benefits that are required when children and young people experience severe difficulties in life, such as child abuse and neglect, unemployment and youth crime. It does not capture the longer-term impact or the wider social and economic costs. There are also inter-generational consequences of these outcomes and of the issues that underpin them. This means that the £17 billion is only a small part of the costs of failure to achieve successful transitions to adulthood. My vision to learning Source: Early Intervention Foundation SOCIAL AND EMOTIONAL LEARNING: SKILLS FOR LIFE AND WORK (March 2015) http://www.eif.org.uk/publications/social-and-emotional-learning-skills-for-life-and-work/
- 35. My vision tolearning http://casel.org/wp-content/uploads/Core_Competencies_3_White_Back.png
- 36. • Work ona active collaboration and the right conditions for collaboration (such as leadership) • Ambition, intrests, relationship, organizing work, and process – Tip from Edwin Kaats, there are only personal, individual intrests • Be watchful to technology is supporting relationship trust between people My vision to learning www.commoneye.nl
- 37. • In thefuture educational systems need to focus on the process of learning and on the products of learning – Social and emotional learning • Learn childeren how to use their “tools” given by mother nature with all the knowledge there is all around the world about learning • Emotional intelligence (http://www.casel.org/) – 5 Keys to Social and Emotional Learning Success – Cognitive and technical learning • Learn childeren the importance of technology and collaborate technology with language and math in educational systems (from textual learning to visual learning) – Hester Vogels » http://www.ad.nl/ad/nl/1039/Utrecht/article/detail/3870679/2015 /02/21/Dankzij-Hester-Vogels-21-snapt-iedereen-wiskunde.dhtml – Beebot from TTS used for Numeracy activities – Beebot from TTS used for language activities My vision to learning
- 38. • To overcomeeconomic crisis we need diversity between scientists of economist, sociologist, historian, psychologist (IQ EQ science), and listen to each other and collaborate with each other. • The economist-sociologist ratio is 20-to-1 – Sociology unfound: Contextualizing the dominance of economist mentions in the New York Times. • Learn from TBI – Learn from his juridical institutional organizational form in society in the Netherlands My vision to learning
- 39. • TBI seessustainable business as the basis for the future. This is based on three beliefs: – The world is changing fast: changing market demands, the new reality is a change from volume growth to sustainable progress with new comprehensive and sustainable solutions. – It is a source of inspiration for innovation: it helps us to save on the fees and otherwise against existing activities to watch. – It suits TBI, its group structure it is focused on the long term and is traditionally a socially oriented company that invests a lot in its employees and their children. My vision to learning