Verandermanagement: Herman Van den Broeck
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Transcript of Verandermanagement: Herman Van den Broeck
Verandermanagement en innovatie: tweelingen of vijanden?
Prof. dr. Herman Van den Broeck
8 Juni 2011
© Vlerick Leuven Gent Management School
Onze opvoeding leert Onze opvoeding leert Onze opvoeding leert Onze opvoeding leert ons in het midden van de ons in het midden van de ons in het midden van de ons in het midden van de
kamer te blijvenkamer te blijvenkamer te blijvenkamer te blijven
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© Vlerick Leuven Gent Management School
For most of us, reactiveness was reinforced on a For most of us, reactiveness was reinforced on a For most of us, reactiveness was reinforced on a For most of us, reactiveness was reinforced on a daily basis in school. We solved problems daily basis in school. We solved problems daily basis in school. We solved problems daily basis in school. We solved problems identified by others, read what was assigned, wrote identified by others, read what was assigned, wrote identified by others, read what was assigned, wrote identified by others, read what was assigned, wrote what was required. Gradually, reactiveness became what was required. Gradually, reactiveness became what was required. Gradually, reactiveness became what was required. Gradually, reactiveness became a way of life. Fitting in, being accepted, became a way of life. Fitting in, being accepted, became a way of life. Fitting in, being accepted, became a way of life. Fitting in, being accepted, became more important than being ourselves. We learned more important than being ourselves. We learned more important than being ourselves. We learned more important than being ourselves. We learned that the way to succeed was to focus on the that the way to succeed was to focus on the that the way to succeed was to focus on the that the way to succeed was to focus on the teachers’ questions as opposed to our own.teachers’ questions as opposed to our own.teachers’ questions as opposed to our own.teachers’ questions as opposed to our own.
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© Vlerick Leuven Gent Management School
Organisaties bewaken diversiteit
Most companies have this funnel. Give me all of Most companies have this funnel. Give me all of Most companies have this funnel. Give me all of Most companies have this funnel. Give me all of your ideas and we’ll choke them down to two your ideas and we’ll choke them down to two your ideas and we’ll choke them down to two your ideas and we’ll choke them down to two
ideas. In my old company, if you had a great idea, ideas. In my old company, if you had a great idea, ideas. In my old company, if you had a great idea, ideas. In my old company, if you had a great idea, we would tell you, ‘Okay, we’ll make an we would tell you, ‘Okay, we’ll make an we would tell you, ‘Okay, we’ll make an we would tell you, ‘Okay, we’ll make an
appointment for you to address the murder appointment for you to address the murder appointment for you to address the murder appointment for you to address the murder board’, because the murder board’s job was to board’, because the murder board’s job was to board’, because the murder board’s job was to board’, because the murder board’s job was to
make sure the company took no risk. Their job make sure the company took no risk. Their job make sure the company took no risk. Their job make sure the company took no risk. Their job was to shoot down ideas.was to shoot down ideas.was to shoot down ideas.was to shoot down ideas.
---- Jim Lavoie Jim Lavoie Jim Lavoie Jim Lavoie ----
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© Vlerick Leuven Gent Management School
Charles Wang (computer associates)
Angst verscheurt een organisatie
en doodt Beyonderschap.
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© Vlerick Leuven Gent Management School
Jim Lavoie & Joe Marino, Rite Solutions, software
Opinion, interest,
investment money
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© Vlerick Leuven Gent Management School
Het salaris van medewerkers Het salaris van medewerkers Het salaris van medewerkers Het salaris van medewerkers die je altijd gelijk geven … die je altijd gelijk geven … die je altijd gelijk geven … die je altijd gelijk geven … dat kan je best uitsparen.dat kan je best uitsparen.dat kan je best uitsparen.dat kan je best uitsparen.
(CEO J. Van Breda)(CEO J. Van Breda)(CEO J. Van Breda)(CEO J. Van Breda)
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© Vlerick Leuven Gent Management School
The leading horse challenges the wheeler
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© Vlerick Leuven Gent Management School
Hoe en waar Hoe en waar Hoe en waar Hoe en waar organiseer jij organiseer jij organiseer jij organiseer jij
voor creativiteit?voor creativiteit?voor creativiteit?voor creativiteit?(Studio 100)
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© Vlerick Leuven Gent Management School
Anderzijds creëren Anderzijds creëren Anderzijds creëren Anderzijds creëren we voortdurend onze we voortdurend onze we voortdurend onze we voortdurend onze
eigen beperkingeneigen beperkingeneigen beperkingeneigen beperkingen
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© Vlerick Leuven Gent Management School
Chihuly
Studio glass art movement
18,000 euro / vase
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© Vlerick Leuven Gent Management School
Chihuly
One of the few American artists to have a solo show at the Louvre
He single-handedly tears down conventional notions of glass art and creates something entirely new in the place: his work took on a
decidedly asymmetric form.
The black patch over his eye: the loss of sight in his eye was a defining moment, it changed his perception: no peripheral vision, no depth
perception
He found ways to make the asymmetric beautiful
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© Vlerick Leuven Gent Management School
One person can make a difference, and every person should try (J.F. Kennedy)
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© Vlerick Leuven Gent Management School
Houd het simpel!
Obsessieve passie:
Artificiële druk, je doet het omdat het nu eenmaal moet en/of
je wilt je ego opkrikken.
Het doel verschuift naar objectieven die er in se niets mee te
maken hebben.
Brengt oncontroleerbaarheid met zich mee, blind doorzetten.
Aanvankelijk meer output, op langere tijd schade aan de
kwaliteit.
Schaadt je gezondheid en je relaties worden problematisch.
Minder algemeen welzijn rapporteren!
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© Vlerick Leuven Gent Management School
Houd het simpel!
Harmonieuze passie:
Leidt tot zinvolheid en geluk; men gaat voor de inherente voldoening om het project tot een goed einde te brengen.
Op langere tijd betere resultaten.
Leidt tot meer concentratie en een gevoel van verhoogde toewijding en controle.
Je geniet volop van de tijd en energie die je in je passie stopt.
Authentieke betrokkenheid.
Je springt flexibeler om met wat je doet.
Hangt bij ondernemers samen met oplossingen die beyond gaan.
Leidt tot creativiteit en innovatie.
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© Vlerick Leuven Gent Management School
Noma Bar
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© Vlerick Leuven Gent Management School
Innovatieve cultuur
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constructively
unsatisfied
Master in
mobilizing
possibilities
Willingness to take
risks
| 08-06-2011 |
© Vlerick Leuven Gent Management School
Check jouw agenda...: de 75/95 regel
Dagelijkse taken
Strategische projecten
Building a legacy
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© Vlerick Leuven Gent Management School
Uw uitdaging...
Wees je bewust van je mentale modellen; ze verschaffen je een sterk
kader, maar sluiten je terzelfdertijd op.
Overtuig jezelf niet van het feit dat er geen oplossingen zijn; vraag je
af hoe je de dingen idealiter kunt laten verlopen.
Vermijd ‘premature closure’; tolereer fouten en zie ze als
leermomenten.
Gebruik alle mogelijkheden van je brein: beheers op zijn minst drie
creativiteitstechnieken; ‘shedding the known’ is helemaal iets anders
dan brainstormen.
Voel je comfortabel met het overwegen van onaffe ideeën. Kun je
ambiguïteit verwelkomen als een mogelijkheid om bij te leren?
Creëer een uitdagende omgeving: bezoek andere plaatsen,
bombardeer je brein met stimuli die het nog nooit kreeg, omarm
nieuwe ervaringen.19 | | 08-06-2011 |