• Vergroot lettergrootte
  • Standaard lettergrootte
  • Verklein lettergrootte
Action learning for managers (boekentip)
Gepubliceerd in Boeken over Lean Six Sigma
E-mail Afdrukken

action learning managers mike pedler

Action Learning For Managers
Mike Pedler

Bij Bol.com | Managementboek

Laatst aangepast op zondag, 28 februari 2021 12:25  
Leren volgens Douglas Stone & Sheila Heen
Gepubliceerd in Citaten: persoonlijke effectiviteit
E-mail Afdrukken


Pushing rarely opens the door to genuine learning...

Pull beats push.

Douglas Stone & Sheila Heen

Laatst aangepast op zaterdag, 06 maart 2021 08:05  
Belangrijke onderwijskundige begrippen - Coöperatief leren
Gepubliceerd in Bluff Your Way Into
E-mail Afdrukken

leren learn

Volgens André Verkens zijn er - op basis van cognitieve psychologie - zes leerversterkende strategieën te onderkennen:

instructioneel ontwerp instructional design

Cognitieve psychologen hebben doorheen de jaren zes strategieën beschreven die het leren versterken in verschillende situaties.

(1) Dual Coding
(2) Spacing or spreading out learning opportunities over time
(3) Interleaving basically means jumbling up ideas. Students learn more when they can switch between different topics. Doing this helps students learn the similarities and differences between different ideas.
(4) Retrieval practice involves bringing information to mind from memory.
(5) Concrete examples are often used by instructors. Concrete information is easier to remember than abstract information, and so concrete examples foster learning
(6) Elaboration involves asking “how” and “why” questions about a specific topic, and then trying to find the answers to those questions. The act of trying to describe and explain how and why things work helps students understand and learn.

Bron: https://www.interactum.be/dual-coding-theory-dct/

Laatst aangepast op zaterdag, 06 maart 2021 20:08  
Top 20 favoriete Peter Drucker quotes
Gepubliceerd in Losse flodders
E-mail Afdrukken

peter drucker quotes

Stem nu op je favoriete citaat van managementdenkeren en -goeroe Peter F. Drucker:

Citaat Stem
The most effective way to manage change is to create it. {extravote 1}
The most important thing in communication is hearing what isn't said. {extravote 2}
The only things that evolve by themselves in an organization are disorder, friction and malperformance. {extravote 3}
Whom the gods want to destroy, they send 30 years of success. In the midst of your success, the seeds of failure are sown, and the signals are often very subtle. {extravote 4}
Who is a leader? Anyone who has Followers. {extravote 5}
Follow effective action with quiet reflection. From the quiet reflection will come even more effective action. {extravote 6}
Until we can manage time we can manage nothing else. {extravote 7}
If you want to improve how you manage time - stop doing what doesn't need to be done! {extravote 8}
The most serious mistakes are not being made as a result of wrong answers. The true dangerous thing is asking the wrong question. {extravote 9}
The task of leadership is to create an alignment of strengths in ways that make weaknesses irrelevant. {extravote 10}
The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday’s logic. {extravote 11}
Do first things first, and second things not at all.
{extravote 12}
There is nothing so useless as doing efficiently that which should not be done at all. {extravote 13}
Management is doing things right; leadership is doing the right things. {extravote 14}
Sound structure is a prerequisite to organizational health; but it is not healt itself. The test of a healthy business is not the beauty, clarity, or perfection of its organization structure. It is the performance of people. {extravote 15}
The best way to predict the future is to create it. {extravote 16}
Everybody has accepted by now that change is unavoidable. But that still implies that change is like death and taxes — it should be postponed as long as possible and no change would be vastly preferable. But in a period of upheaval, such as the one we are living in, change is the norm. {extravote 17}
Management by objectives works if you first think through your objectives. Ninety percent of the time you haven't. {extravote 18}
So much of what we call management consists in making it difficult for people to work. {extravote 19}
Whenever you see a successful business, someone once made a courageous decision. {extravote 20}
Laatst aangepast op donderdag, 04 maart 2021 20:29  
Gepassioneerde stilte volgens Tim McClure
Gepubliceerd in Citaten: management
E-mail Afdrukken


The biggest concern for any organization should be when their most passionate people become quiet.

Tim McClure

Laatst aangepast op zaterdag, 06 maart 2021 07:51  
Powerful teaching (boekentip)
Gepubliceerd in Boeken over Lean Six Sigma
E-mail Afdrukken

powerful teaching unleash science learning pooja agarwal patrice bain

Powerful Teaching
Unleash the Science of Learning
Pooja K. Agarwal & Patrice M. Bain

Bij Bol.com

Laatst aangepast op zaterdag, 20 februari 2021 12:46  
Innovatie volgens Woody Zuill
Gepubliceerd in Citaten: verandermanagement
E-mail Afdrukken


You cannot control innovation; you need to liberate innovation.

Woody Zuill

Laatst aangepast op donderdag, 04 maart 2021 20:21  
Dealing with dilemmas (Frank Buytendijk)
Gepubliceerd in Management
E-mail Afdrukken


Frank Buytendijk hekelt in zijn boek "Dealing with dilemmas" de westerse oplossingsgerichte probleemaanpak en bepleit hij problemen eerst goed te begrijpen alvorens ze op te (kunnen) lossen. Prijs jezelf gelukkig als je hierbij een dilemma tegenkomt, omdat dit erop wijst dat je de essentie van het probleem te pakken hebt.

Onderstaande fragmenten vatten - voor mij in ieder geval - de essentie van het boek goed samen:

If you are not part of the solution, you are part of the problem,” and “Don’t bring me problems, bring me solutions” are executive mantras that can be heard all over the Western world. Western management culture has a solution-oriented view on problems. Oops, sorry; I am not even allowed to say ‘problem.’ I should refer to it in a more positive way and call it a challenge.
We live in the 80/20 rule, where we realize that 80% of a solution can be realized in 20% of the time, while the remaining 20% of the solution would cost 80% of the time. We state that “better is the biggest enemy of good.” We are action-oriented. Time is money. Any decision better than no decision. Keep it short and simple.

I find this type of management culture worrying if not downright scary. If we jump to conclusions and implement the first solution we think of, do we really understand the problem (not challenge!) at hand? Ar we not trading in one problem for the next, which we then quick-fix, too? You may argue that there is a well-known rule here: the law of conservation of misery. It says that for each problem you solve, at least one new problem is created, or as many new problems that together equal the trouble caused by the original problem.

(…) Trying to solve a problem without a true understanding of it leads to “solutions” that are reactions. Reactions tend to magnify the problem (by throwing money at it, or imposing even more regulations), or lead to exchanging one problem for the opposite problem, or create a vicious circle. Only if you do see the true cause of the problem, you can move to a higher level of understanding.

At the core of many thorny problems that somehow keep repeating themselves lies a dilemma – a difficult choice of some sort. If you delve deep enough, it becomes apparent that there is no simple solution. (…) But not understanding, seeing, or aknowledging a fundamental dilemma underlying your problem will not make it go away. At least a dilemma forces you to stop and think about the consequences of what you are going to decide, and equally important, the consequences of what you are deciding against.

I think managers should be happy facing a dilemma – it is a sign they have actually developed an understanding of the problem at hand.

Buytendijk definieert een dilemma als: a situation requiring a choice between equally undesirable or unfavorable alternatives. It is a state of things in which evils or obstacles present themselves on every side, and it is difficult to determine what cource to pursue.

Six dilemmas can be found in every business:

  • Value or profit
  • Long term or short term
  • Top down or bottop up
  • Listen or lead
  • Inside out or outside in
  • Optimize or innovate

On closer examination, the dilemmas (…) can be classified in two types: the ones that highlight conflict between parties (you versus me) and the ones that separate the long term from the short term (now versus later). Each type of dilemma has its own way of being adressed.

You-versus-me dilemmas
You-versus-me dilemmas requiring synthesis, looking not for what divides the conflicting sides, but for what binds them. (..) In terms of Jim Collins, you-versus-me dilemmas benefit from having the genius of the and.

Now-versys-later dilemmas
Now-versus-later dilemmas require a different approach. They are about creating options. It means making sure that whatever the future brings, you can flexibly deal with it and still reach your goals. Organizations need to be ambidextrous in nature, minding both the short and the long term at the same time. With only a long-term view, the organization might not actually realize its long-term vision, while short-termism alone endangers future success.

I have found three elements to be important in resolving you-and-me-dilemmas. These are elements, not steps, because all three of them may take place at the same time, and in the process of resolving the dilemma, you may revisit them multiple times. You need to (1) examine your motives, (2) communicate, and (3) try to reconcile the opposites.

Scenario planning
One of the most important methodologies for creating options for the future: scenario planning. (…) Scenario planning is a tool for ordering one’s perception about alternative future environments in which one’s decisions might be played. The least important goal of scenario planning is to be right about the future. (…) It helps to think of the future performance not as a single plan to stick to, but as a number of options. Once the future plays out, they need to be recognized. If we opened our eyes to change, which is the most important goal of scenario planning, we would recognize these different directions – whatever they may be – a bit better. Seeing only what we are used to seeing is deeply rooted in human behaviour. Training yourself to think in terms of scenarios and options broadens your horizon, and creates a prepared mind. People experienced in thinking in terms of scenarios will be less likely to stick to an established strategy even if reality is moving in a different direction. Secnario planning by itself, regardless of the outcome, may very well have a positive effect on the decision-making process.

Laatst aangepast op donderdag, 04 maart 2021 20:25  
Getting things Done volgens Fracine Jay
Gepubliceerd in Citaten: persoonlijke effectiviteit
E-mail Afdrukken


My goal is no longer to get more done, but rather to have less to do.

Francine Jay

Laatst aangepast op donderdag, 04 maart 2021 20:20  
Management vs. leiderschap volgens Tom Peters
Gepubliceerd in Citaten: management
E-mail Afdrukken


Management is about arranging and telling. Leadership is about nurturing and enhancing.

Tom Peters

Laatst aangepast op donderdag, 04 maart 2021 06:14  


Not all things that can be counted count, and not all things that count can be counted.

Albert Einstein



Lean boeken top 5

(maart 2016)

We hebben 231 gasten online

systeemdenken arthur jones system results


vind je element ken robinson

Vind je element
een praktische gids
Ken Robinson

Bij Bol.com | Managementboek


Lean boekentips

Dagstarts en Hoshin Kanri
Continu Leren en Verbeteren in de juiste richting met Dagstarts en Hoshin Kanri
Bert Teeuwen

Bij Bol.com | Managementboek