SKILLS
Harold Bekkering - prof. dr. cognitieve psychologie aan Radboud Univiersiteit
Nieuwgierigheid:
Vraag: Hoe die nieuwsgierigheid (weer) tot leven (te) brengen? En - hoe naar collectieve nieuwsgierigheid? Wat betekent dat voor de rol van leidinggevende?
Een studie naar de mate van nieuwgierigheid onder kinderen laat zien dat nieuwgierigheid afneemt tussen de leeftijd van 4 en 6 jaar. Op deze leeftijd verandert de dagindeling ingrijpend: kinderen gaan voor het eerst naar school. Hier krijgen ze te maken met regels en methodes, worden ze geconfronteerd met de rode pen die fouten afstraft, en leren ze sociale gedragsnormen. Dit zijn stuk voor stuk dooddoeners voor nieuwsgierigheid.
Bron:
@CYZYGY Warsaw
The key to the success of Teal management lies in everyone's sense of ownership of their roles. And as a result, the ability to demand that others deliver what we agreed to. That is - fulfill the responsibilities of their roles.
This task often proves to be difficult because we have learned that demanding something from someone creates an uncomfortable atmosphere, which the boss used to do because he was "legitimate" to and supposed to implement policies. And the boss used to be treated like a teacher in the classroom.
Now, without that person in charge, we feel lost when it comes to organizing ourselves. It is difficult and takes time to trust others - that it is not a bad thing to make demands on someone and that it will not be perceived as a bad thing. To trust myself that I can make demands on others in a way that is assertive but attentive to the other person's needs. And finally - to trust the process that it really works, that it makes sense, and that it's much better to get things done with someone sitting next to me than with some "boss" who too often doesn't really understand the core of the problem but has the "power" to make someone work differently.
Demanding of each other is a manifestation of a sense of responsibility for oneself, one's team, and the organization.If someone understands it differently, he must either change his perspective or his workplace.
We aim to
Teal teaches about how there is no "absolute" truth in making choices. It accepts that these can be many paths. Each person in a given situation may have a completely different way and perspective of how to resolve a problem. Consequently, we are placed in a situation of inevitable conflict. Understood as a clash of different perspectives, not a struggle for dominance or power. Such situations generate all sorts of emotions, fear, sadness, anger. We learn to deal with them. We do not tolerate aggression or any hostile reactions, whether direct or not. Such as shouting, personal challenges, gossip.
Teal creates practices, such as - communicating tensions, - taking responsibility for one's actions/ feelings, - building a sense of empowerment, - to support each other’s inner work while doing work for the company.
Teal teaches us to trust, to let go of controlling people and events. Even in unpredictable situations, and when we make mistakes, we can experience something good - or believe that life will give us another chance to learn and grow. Every time our fears are triggered there is an opportunity to learn and grow towards wholeness.
Lets get into conflict. Let allow each other to do it, let's not be afraid.
Getting into conflict with another person is uncomfortable for us, and we often do everything we can to avoid it. Such thinking drives us to avoid .. decisions being made, giving feedback, making demands on each other, making changes .. .. because someone might not like them.
On the other hand - is conflict a positive thing. It allows us to look at a problem from other perspectives we didn't know before. It allows us as organization to search for better solutions. It builds trust in the team - if we allow each other to conflict. It allows us to relieve tension in the team - if there is Trust to express our own opinions and ideas. So it allows us to grow, through all these things described.
WAT KAN IK VOOR JOU BETEKENEN
Ik help (afdelings) managers en teams in productie, logististiek, dienstverlening of non-profit.
Met het realiseren van Zelforganisatie.
Met als resultaat: meer betrokkenheid, lager verzuim, verantwoordelijkheid en een beter resultaat.
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