Browsing All Posts filed under »Management«

Leaders must be professional navigators

June 5, 2012

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Leaders/managers must also be competent professionals and able to navigate at their specific level in the organization; they must know the unspoken and spoken rules on how to behave and communicate between other power persons (leaders) to be able to achieve the needed results/goals. Often this competence is not mentioned among the present theory about […]

Change-people should apply for operational jobs more often

July 1, 2011

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Change-people should apply for operational oriented jobs to gain more influence on the company essential work processes and thereby optimize product value. I experience a strong tendency where change-people is often found in change dominated departments or companies where they can be with mind-fellows and talk change-language. Thereby they often reduce their role to merely […]

You need to talk change as if you were the Chief Financial Officer!

February 3, 2011

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To be understood; Chief Innovation Officers should present their innovation initiatives in a hard-core operational manner! I acknowledged this when attending a splendid lecture about leadership and innovation last week. During the session I reflected about the statement, “Chief Innovations Officers have a tough job convincing the CEO and other top officers in the company […]

Hvad skal kreative med moderne læringsprocesser?

October 19, 2010

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Svaret er, at kreative mennesker kan bruge moderne læring til noget, fordi netop forståelse for moderne læringsprocesser bedre sætter dem i stand til at facilitere og understøtte sociale processer, hvor man sammen konstruerer nyt. Læring = forandring = udvikling. Svaret på spørgsmålet kan rammesættes ved at undersøge, hvad der forstås ved læring og hvad læringsprocessen […]

Why should managers and leaders use modern learning theory and praxis?

September 12, 2010

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Company value What if company value basically is produced by transforming old knowledge through involved employees in accordance with the specific context? If value primarily is produced from this logic, then you can argue that it is not enough a few persons formulate what others shall do, how they shall do it and when. Nevertheless […]

Hvad skal ledere og chefer med moderne læringsforståelse?

August 28, 2010

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Værdi i virksomheden  Hvad nu hvis værdi i virksomheden og samfundet grundlæggende skabes ved at gammel viden forholdes i f.t. de involverede medarbejdere, og i forhold til præcis den situation (kontekst) som kræver at en helt særlig viden anvendes? Ja, hvis værdi primært skabes med afsæt i den logik – så er det ikke godt […]

Fluent & Firm

July 30, 2010

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Perspectives on fluent and firm. FLUENT: CHANGE AND DEVELOPMENT Nurtured by challenges and curiosity – development, transformation and change can be seen as absolutes in human behavior. The same can be said about firmness. FIRM: THE EXISTING Firm is another word for traditional, the existing and being. Influenced by our need for stability, safety and […]

Why is Collaborative Man® important?

June 23, 2010

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A challenge to find out ‘what’s going on’ It is interesting to look into how humans can make sense and navigate in daily life to meet the challenges of today and the future. The reason is that I experience that we generally have problems making sense. Making sense as understanding ‘what is going on’. It […]

Collaborative Man® in opposition to…

June 17, 2010

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Collaborative Man® is also a continued break in basic views on work processes, learning and management systems. Collaborative Man® represents a change in how we think and practice working together. From cooperative working to collaborative working processes. Further Collaborative Man® represents a continued break in the traditional way we think and practice learning. From traditional […]

Why should I become Collaborative Man?

May 24, 2010

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“I can manage the complex world alone. I often produce answers at work that seems logical – taking many aspects into consideration – and above all get accepted by my colleagues and my manager. They see me as smart and hard-working. I get credit. I get my knowledge from talking to a guy “down under”. […]

It is not about avoid thinking…

May 16, 2010

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It is not about avoiding thinking and just waiting for someone else to present the solution. But this is often the case when you look at employees and managers participating in briefings where an expensive consultant present the solution. And this trend can also be observed when the manager presents his plan to the employees. […]

Pedagogic and learning praxis enters the world of management…

May 15, 2010

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Collaborative Man® brings pedagogical and learning praxis into the sphere of management, organization and leadership. CEO’s, leaders and boards needs to reflect on how changes are conducted and supported. Perspectives from pedagogic and modern learning will influence decision-making on how to support change in organizations. When you acknowledge that “effective” learning is not about one […]