Tag: Management

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Van inclusief leiderschap naar inclusief meesterschap

En wat jij als persoon, professional én organisatie nodig hebt om dit te bereiken

Iwan Bean | 2024, Van Duuren Media

Al jaren worstelen organisaties met de onderwerpen inclusie, diversiteit, gelijkwaardigheid en discriminatie. Op alle niveaus. Want natuurlijk wil niemand onderscheid maken en iedereen gelijk behandelen.

Doorgaans zonder succes want er wordt vaak teruggegrepen op trainingen die nauwelijks werken, adviseurs die nooit echt eindverantwoordelijkheid hebben en een obligaat verhaal in de jaarplannen. Met als gevolg dat medewerkers en managers alleen maar moe worden van deze onderwerpen.

Lees verder “Van inclusief leiderschap naar inclusief meesterschap”

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SF x MF x IP = R

Jack Kruf and Hans Redert * | February 2024

Based on interviews with directors and managers in the public domain, we have developed the following ‘simple’ formula to determine the likelihood of the result of governance. The formula is developed from our position and role as city manager in the heart of the province, region, city, village, district, neighbourhood or street public domain.

At the start, of course, there is always a preliminary Issue to be resolved. After all, otherwise, there is nothing to govern. In the highly politically driven landscape of the public domain, the example of issues can be found in the daily headlines of papers and magazines. We do not elaborate on this, but we faced many issues in our interviews where the formula was ‘launching’ itself.

The formula has three determinants, distilled with extreme care, which occur in multiplication and determine the final outcome. The formula explained:

SF = Stimulating Frames

Explaining the path or task ahead to the entire playing field of involved organisations and citizens is essential. This insight proves crucial to be able and willing to act in a focused and coordinated way.  Leadership in this respect is value-driven, stimulating, giving incentives, and herding.

MF = Management Force

The result can only be achieved if a force of management is present and available. This is a balanced set where knowledge, skills, styles and characters are aligned.  

IP = Investment Power

This is basic. Calculating what is needed regarding budget, time, and capacity requires sound knowledge and extreme care in applying the right legal and financial instruments.

R = Result

This is the outcome of all the efforts aimed at resolving or at least being able to acceptably change the Issue. 

The math

The peculiarity of the formula is that the result of an effort to tackle an issue can be estimated relatively quickly and precisely. With a targeted and open enquiry among stakeholders, any politician, director, manager, or employee can do the math.

Interviewees pointed out that in the grammar of this formula, it emerges that if one of the determinants is zero, the outcome, the Result, is also zero. In other words, all determinants should be ‘on’ simultaneously.

Application

In evaluating the application of the formula, the inventors Kruf and Redert conclude that it can lead to adequate and quick diagnosis and encourages openness and dialogue.

The formula, at the same time, is also, in daily practice, perceived as awkward, uncomfortable or confrontational because it brings forward directly where the project, strategy, policy or effort is hampering or can be blocked.  It can even weaken the position or credibility of the involved players in advance.

‘Denial’ of the obvious is a phenomenon that occurs very regularly in politics and management. With the application of this formula upfront, it is barely possible. Using the formula is helpful for authentic leadership with an open mind. It encourages the discussion, dialogue and co-creation necessary for success. 

* Read here the Dutch article.

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Systems Thinking for Curious Managers

With 40 new Management f-LAWS 

Russell L. Ackoff | 2009

This gem of a book introduces the extraordinary world of systems thinking and its ‘Dean’, Russell L. Ackoff, to curious and enquiring managers, teachers, business people – anyone, anywhere who works in an organisation.

Finished just before Professor Ackoff’s death late in 2009, “Systems Thinking for Curious Managers” opens the door to a joined-up way of thinking about things that have profoundly influenced thinkers and doers in the fields of business, politics, economics, biology, and psychology.

Lees verder “Systems Thinking for Curious Managers”