Leadership beyond imagination and gaming
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Transcript of Leadership beyond imagination and gaming
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Leiderschap…
Wat doet een leider?
Een leider kijkt vooruit!Jaap Boonstra, Covey, Kotter…
Hoe?
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Vraag
Welke aanpak kiest een organisatie voor:
o het inspelen op veranderingeno het nemen van strategische beslissingeno marktonderzoeko het nemen van maatregeleno ..
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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…
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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
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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
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ORGANIZATIONS AS GAMES
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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