Nach dem Talk hast Du ein besseres Verständnis vom Konzept der psychologischen Sicherheit und Dir steht Handwerkszeug zur Verfügung, wie Du diese in Deinem Team steigern kannst.
Gut arbeitende Teams sind essentiell für wirksame Resultate. Das gilt auch bei der menschzentrierten Gestaltung, insbesondere bei agiler Entwicklung. Warum gelingt einigen Teams das mit Leichtigkeit und andere scheitern an Groupthink oder langweiligen Meetings? Psychologische Sicherheit macht den Unterschied. Sie ist das Fundament gelingender Arbeit im Team. Wir stellen dazu die Forschungbemühungen von Google dar und beleuchten das Konstrukt psychologische Sicherheit in Theorie und Praxis.
Die Folien zu meinem Vortrag auf der Mensch und Computer 2019. Die Bet/Cost-Matrix ist eine im Umfeld von UX Thinking entstandene Methode die genau an dieser Stelle ansetzt.
Spielerisch werden in interdisziplinären Teams Wetten und Kostenschätzungen zusammengebracht um versteckte Annahmen und verborgene Risiken zu offenbaren und zu einem geteilten Verständnis für die Produktentwicklung zu gelangen.
The MBTI instrument is a personality assessment tool based on Carl Jung's work that is used by thousands of organizations worldwide. It helps individuals learn about their personality preferences to better understand themselves and how to work effectively with others. The assessment measures preferences on four dichotomous scales: Extraversion vs Introversion, Sensing vs Intuition, Thinking vs Feeling, and Judging vs Perceiving. After taking the assessment, participants can gain insight into their preferred ways of dealing with the world, making decisions, taking in information, and structuring their lives.
Lokakarya MBTI memberikan pengenalan tentang teori kepribadian MBTI yang dikembangkan berdasarkan kerangka kerja 4 dimensi kecenderungan psikologis (Extraversion-Introversion, Sensing-Intuition, Thinking-Feeling, Judgment-Perception) dan 16 tipe kepribadian yang dihasilkan dari kombinasi kecenderungan tersebut. Lokakarya ini membahas karakteristik setiap tipe serta aplikasinya dalam karir dan situasi kerja."
Positive and Coaching Psychology in Practice: An IntroductionEllen Jackson
What is positive psychology?
What is coaching psychology?
How are the two used in workplaces to improve performance and wellbeing and help individuals to flourish?
Positive and coaching psychologist Ellen Jackson outlines contemporary research and case studies.
Key outcomes of this session include:
A basic understanding of the theoretical underpinnings of positive and coaching psychology
Insight into current practice in positive and coaching psychology
Insight into psychology-based workplace wellbeing programs
Deck focuses on the values of a strengths-based approach to leadership, ways to assess individual strengths, and using strengths to achieve desired business outcomes.
Nach dem Talk hast Du ein besseres Verständnis vom Konzept der psychologischen Sicherheit und Dir steht Handwerkszeug zur Verfügung, wie Du diese in Deinem Team steigern kannst.
Gut arbeitende Teams sind essentiell für wirksame Resultate. Das gilt auch bei der menschzentrierten Gestaltung, insbesondere bei agiler Entwicklung. Warum gelingt einigen Teams das mit Leichtigkeit und andere scheitern an Groupthink oder langweiligen Meetings? Psychologische Sicherheit macht den Unterschied. Sie ist das Fundament gelingender Arbeit im Team. Wir stellen dazu die Forschungbemühungen von Google dar und beleuchten das Konstrukt psychologische Sicherheit in Theorie und Praxis.
Die Folien zu meinem Vortrag auf der Mensch und Computer 2019. Die Bet/Cost-Matrix ist eine im Umfeld von UX Thinking entstandene Methode die genau an dieser Stelle ansetzt.
Spielerisch werden in interdisziplinären Teams Wetten und Kostenschätzungen zusammengebracht um versteckte Annahmen und verborgene Risiken zu offenbaren und zu einem geteilten Verständnis für die Produktentwicklung zu gelangen.
The MBTI instrument is a personality assessment tool based on Carl Jung's work that is used by thousands of organizations worldwide. It helps individuals learn about their personality preferences to better understand themselves and how to work effectively with others. The assessment measures preferences on four dichotomous scales: Extraversion vs Introversion, Sensing vs Intuition, Thinking vs Feeling, and Judging vs Perceiving. After taking the assessment, participants can gain insight into their preferred ways of dealing with the world, making decisions, taking in information, and structuring their lives.
Lokakarya MBTI memberikan pengenalan tentang teori kepribadian MBTI yang dikembangkan berdasarkan kerangka kerja 4 dimensi kecenderungan psikologis (Extraversion-Introversion, Sensing-Intuition, Thinking-Feeling, Judgment-Perception) dan 16 tipe kepribadian yang dihasilkan dari kombinasi kecenderungan tersebut. Lokakarya ini membahas karakteristik setiap tipe serta aplikasinya dalam karir dan situasi kerja."
Positive and Coaching Psychology in Practice: An IntroductionEllen Jackson
What is positive psychology?
What is coaching psychology?
How are the two used in workplaces to improve performance and wellbeing and help individuals to flourish?
Positive and coaching psychologist Ellen Jackson outlines contemporary research and case studies.
Key outcomes of this session include:
A basic understanding of the theoretical underpinnings of positive and coaching psychology
Insight into current practice in positive and coaching psychology
Insight into psychology-based workplace wellbeing programs
Deck focuses on the values of a strengths-based approach to leadership, ways to assess individual strengths, and using strengths to achieve desired business outcomes.
This presentation is a review of Robin Sharma's book "A leader with no title". I have only made presentation on first lesson of this book. Here I have discussed 5 principles of leadership, mentioned in this book. Robin Sharma believes there are certain skills and attitudes that allow you to rise to extraordinary success. In his powerful new parable, he offers a story designed to help people from all walks of life to achieve great things. I have you will enjoy this presentation as I have used info graphics to make this presentation more attractive.
MBTI is a very powerful tool for determining people's personality traits. Countless companies all over the world have used MBTI as a pre-hiring test, people management tool, leadership tool, self-assessment tool, training game, and more. It should, therefore, come as no surprise that MBTI could and should also be used by sales professionals to profile their clients.
One of the challenges sales people face is that they have to interact with different personalities every day. If you're a seasoned sales person, you know that you face rejection much more often than acceptance from potential clients. Most of the time, this 'rejection' stems from not being able to profile or understand your clients' or prospects' personalities.
"Using MBTI to Effectively Profile Your Clients" is a uniquely detailed short course that will help you understand the distinctive characteristics of your clients and prospects. By doing so, this course will help lessen the chances of rejection, improve your customer care skills and effectively close more sales.
This document is a communication style report based on Jane Sample's Myers-Briggs Type Indicator (MBTI) assessment results. It summarizes her reported personality type of ENFP and describes how her preferences for Extraversion, Intuition, Feeling, and Perceiving typically influence her communication approach. The report provides tips to help her adapt her natural communication style to interact effectively with others who have different preferences.
The document discusses emotional intelligence (EI), its importance in the workplace, and how it can be measured. EI refers to one's ability to perceive, understand and manage emotions. It is a better predictor of job success than IQ. The document outlines four models for measuring EI and compares their validity and reliability. It also provides examples of how assessing candidates' EI can improve employee retention, productivity and cost savings. While EI shows promise, more research is still needed to fully validate assessment tools and understand its applicability across different roles.
The document outlines the 7 Habits of Highly Effective People which provide a holistic approach to personal and interpersonal effectiveness. The 7 habits are: 1) Be Proactive, 2) Begin with the End in Mind, 3) Put First Things First, 4) Think Win-Win, 5) Seek First to Understand Then to be Understood, 6) Synergize, and 7) Sharpen the Saw. The habits involve developing patterns of behavior through knowledge, desire, and skill. They promote principles like balancing production and production capability, understanding paradigms, and making paradigm shifts to improve effectiveness.
This document discusses Simon Sinek's concept of "The Golden Circle" which explains that great leaders start with communicating their "Why" - their purpose, cause or belief - before explaining "How" they operate or "What" they do. It provides examples of Samuel Langley and the Wright Brothers attempting to invent the airplane, with Langley starting with the "What" and failing while the Wright Brothers started with the "Why" and succeeded. The document advocates thinking differently and starting with the purpose or motivation behind what you do in order to inspire others and effectively lead.
The Seven Habits of Highly Effective People - Stephen CoveyMuhammad Noer
http://www.bestpresentation.net
This presentation explains about how to become a highly effective people. The content based on a famous personal development books "The Seven Habits of Highly Effective People"written by Sthephen Covey.
In this presentation, you can learn the concept, the habit, and how to implement it.
To access this presentation, please visit http://www.bestpresentation.net
Slide ini merupakan salah satu modul pelatihan Be an Ultimate You, sebuah pelatihan untuk publik dan privat tentang pengarahan serta pengembangan potensi peserta untuk mencapai prestasi yang lebih gemilang. Untuk mengetahui lebih lanjut tentang CerdasMulia Leadership and Training Center, silakan kunjungi http://cerdasmulia.com
Self leadership involves having a clear vision and goals, self-discipline, responsibility for one's actions, self-knowledge, integrity, courage in the face of challenges, being a role model for others, and empowering others. The document profiles several Latin American leaders who exemplify qualities of self leadership, such as Rafael Nadal, Bosco Gutierrez Cortina, Irene Villa, Jaume Sanllorente, Nando Parrado and Roberto Canessa, Pope Francis, and Toni Nadal. It concludes that the most important person to lead is oneself.
At Officevibe, we end our daily standup meetings with an inspirational quote to start the day on a positive note.
Whoever’s turn it is to speak holds a basketball, and the last one to speak has to come up with a quote of the day.
Everyone puts their finger on the ball, and when the quote is said, the ball gets thrown up in the air and we all say “think about it”, as a reminder to really let the hidden meaning of the quote sink in.
read the full article on Officevibe blog:
https://www.officevibe.com/blog/20-inspirational-leadership-quotes
Learn more about the simplest tool for a greater workplace:
https://www.officevibe.com/
‘Culture deck’을 통해 브랜디의 비전과 기업문화를 소개합니다.
브랜디의 정체성과 사업 전략, 인사정책 등 우리 기업의 모든 것을 담은 이 장표를 외부에 공개하는 이유는 다음의 3가지 목적을 가지고 있습니다.
✔ Early stage에 있는 기업들에 이정표가 되길 바랍니다.
세상에는 이미 크게 성공한 기업들이 많고 그 방법론이 잘 공개되어 있지만 브랜디처럼 현재 진행형으로 성장하는 기업의 이정표는 또 다른 도움이 될 수 있을 거라 믿습니다.
✔ 브랜디에 합류를 고민하고 있는 분들에게 우리의 모든 것을 알려드리고, 정보의 비대칭을 해소하고 싶습니다.
우리는 새로운 기업을 선택하는 것이 누군가의 인생에 얼마나 지대한 영향을 미치는지 너무나 잘 알기에 당신이 인생을 건 선택을 할 때 브랜디가 제공해 드릴 수 있는 정보를 모두 제공해드리고 싶습니다.
당신과 우리가 ‘합’이 잘 맞는 파트너가 될 수 있을 것인지, 이 Culture deck을 통해 미리 확인해보면 좋을 것 같습니다.
✔ Culture Deck을 통해 BRANDIan과 시장의 우수한 플레이어들과 투자자에게 약속을 하고 싶습니다.
우리가 선언하고 다짐한 이 Culture deck이 많은 사람들에게 공개되는 것은 매우 부담스러운 일이지만 그럼에도 브랜디는 Deck을 외부에 공유함으로써 우리가 가지는 이 부담을 기꺼이 안고 이 길을 걸어가려 합니다.
언젠가 판단이 흔들리거나 어려운 문제 앞에 섰을 때, 이 Culture deck을 마음 깊이 되새기겠습니다.
브랜디의 컬처덱을 천천히 보시고 브랜디에 궁금한 점이나 흥미가 생기신 분들은 언제든지 편하게 연락 주세요.
Executive Coaching Team Building And Myers Briggs Type Indicatorguestfbb212e
Description of how MBTI can be used in Executive Coaching and Team building. Includes some background on top, and information about what each dichotomy means.
Organizational Health? MBTI helps people understand themselves and others! Know who you are and learn about others to improve your Leadership Skills and develop cultural health within your business
1) The document discusses the concept of "inside-out thinking" versus "outside-in thinking" when it comes to leadership. Inside-out thinking means defining problems before solutions, starting with the question "Why?" rather than "What?" or "How?".
2) Extraordinary leaders and companies tend to use inside-out thinking, while ordinary ones use outside-in. Starting with the core purpose or belief ("Why") allows one to better communicate their vision and inspire others.
3) The order of one's thoughts should be the order of their communication. Leaders should start by convincing others of the value or benefits of an idea, rather than just the specifications or features.
Orang bijak belajar dari kesalahan dan
kegagalan yang mereka lakukan, dan
kemudian berproses untuk kembali
menemukan jalur pencapaian tujuan hidup
mereka.
#ArtOfLife, #JustDoItRight and #FightImprovement #FA
Führung in der Arbeitswelt 4.0 braucht Werte, Sinn, Verantwortung, Gestaltungsmöglichkeiten, eine Kultur des Gelingens. Auf dem Weg zu einer Unternehmenskultur 4.0
This presentation is a review of Robin Sharma's book "A leader with no title". I have only made presentation on first lesson of this book. Here I have discussed 5 principles of leadership, mentioned in this book. Robin Sharma believes there are certain skills and attitudes that allow you to rise to extraordinary success. In his powerful new parable, he offers a story designed to help people from all walks of life to achieve great things. I have you will enjoy this presentation as I have used info graphics to make this presentation more attractive.
MBTI is a very powerful tool for determining people's personality traits. Countless companies all over the world have used MBTI as a pre-hiring test, people management tool, leadership tool, self-assessment tool, training game, and more. It should, therefore, come as no surprise that MBTI could and should also be used by sales professionals to profile their clients.
One of the challenges sales people face is that they have to interact with different personalities every day. If you're a seasoned sales person, you know that you face rejection much more often than acceptance from potential clients. Most of the time, this 'rejection' stems from not being able to profile or understand your clients' or prospects' personalities.
"Using MBTI to Effectively Profile Your Clients" is a uniquely detailed short course that will help you understand the distinctive characteristics of your clients and prospects. By doing so, this course will help lessen the chances of rejection, improve your customer care skills and effectively close more sales.
This document is a communication style report based on Jane Sample's Myers-Briggs Type Indicator (MBTI) assessment results. It summarizes her reported personality type of ENFP and describes how her preferences for Extraversion, Intuition, Feeling, and Perceiving typically influence her communication approach. The report provides tips to help her adapt her natural communication style to interact effectively with others who have different preferences.
The document discusses emotional intelligence (EI), its importance in the workplace, and how it can be measured. EI refers to one's ability to perceive, understand and manage emotions. It is a better predictor of job success than IQ. The document outlines four models for measuring EI and compares their validity and reliability. It also provides examples of how assessing candidates' EI can improve employee retention, productivity and cost savings. While EI shows promise, more research is still needed to fully validate assessment tools and understand its applicability across different roles.
The document outlines the 7 Habits of Highly Effective People which provide a holistic approach to personal and interpersonal effectiveness. The 7 habits are: 1) Be Proactive, 2) Begin with the End in Mind, 3) Put First Things First, 4) Think Win-Win, 5) Seek First to Understand Then to be Understood, 6) Synergize, and 7) Sharpen the Saw. The habits involve developing patterns of behavior through knowledge, desire, and skill. They promote principles like balancing production and production capability, understanding paradigms, and making paradigm shifts to improve effectiveness.
This document discusses Simon Sinek's concept of "The Golden Circle" which explains that great leaders start with communicating their "Why" - their purpose, cause or belief - before explaining "How" they operate or "What" they do. It provides examples of Samuel Langley and the Wright Brothers attempting to invent the airplane, with Langley starting with the "What" and failing while the Wright Brothers started with the "Why" and succeeded. The document advocates thinking differently and starting with the purpose or motivation behind what you do in order to inspire others and effectively lead.
The Seven Habits of Highly Effective People - Stephen CoveyMuhammad Noer
http://www.bestpresentation.net
This presentation explains about how to become a highly effective people. The content based on a famous personal development books "The Seven Habits of Highly Effective People"written by Sthephen Covey.
In this presentation, you can learn the concept, the habit, and how to implement it.
To access this presentation, please visit http://www.bestpresentation.net
Slide ini merupakan salah satu modul pelatihan Be an Ultimate You, sebuah pelatihan untuk publik dan privat tentang pengarahan serta pengembangan potensi peserta untuk mencapai prestasi yang lebih gemilang. Untuk mengetahui lebih lanjut tentang CerdasMulia Leadership and Training Center, silakan kunjungi http://cerdasmulia.com
Self leadership involves having a clear vision and goals, self-discipline, responsibility for one's actions, self-knowledge, integrity, courage in the face of challenges, being a role model for others, and empowering others. The document profiles several Latin American leaders who exemplify qualities of self leadership, such as Rafael Nadal, Bosco Gutierrez Cortina, Irene Villa, Jaume Sanllorente, Nando Parrado and Roberto Canessa, Pope Francis, and Toni Nadal. It concludes that the most important person to lead is oneself.
At Officevibe, we end our daily standup meetings with an inspirational quote to start the day on a positive note.
Whoever’s turn it is to speak holds a basketball, and the last one to speak has to come up with a quote of the day.
Everyone puts their finger on the ball, and when the quote is said, the ball gets thrown up in the air and we all say “think about it”, as a reminder to really let the hidden meaning of the quote sink in.
read the full article on Officevibe blog:
https://www.officevibe.com/blog/20-inspirational-leadership-quotes
Learn more about the simplest tool for a greater workplace:
https://www.officevibe.com/
‘Culture deck’을 통해 브랜디의 비전과 기업문화를 소개합니다.
브랜디의 정체성과 사업 전략, 인사정책 등 우리 기업의 모든 것을 담은 이 장표를 외부에 공개하는 이유는 다음의 3가지 목적을 가지고 있습니다.
✔ Early stage에 있는 기업들에 이정표가 되길 바랍니다.
세상에는 이미 크게 성공한 기업들이 많고 그 방법론이 잘 공개되어 있지만 브랜디처럼 현재 진행형으로 성장하는 기업의 이정표는 또 다른 도움이 될 수 있을 거라 믿습니다.
✔ 브랜디에 합류를 고민하고 있는 분들에게 우리의 모든 것을 알려드리고, 정보의 비대칭을 해소하고 싶습니다.
우리는 새로운 기업을 선택하는 것이 누군가의 인생에 얼마나 지대한 영향을 미치는지 너무나 잘 알기에 당신이 인생을 건 선택을 할 때 브랜디가 제공해 드릴 수 있는 정보를 모두 제공해드리고 싶습니다.
당신과 우리가 ‘합’이 잘 맞는 파트너가 될 수 있을 것인지, 이 Culture deck을 통해 미리 확인해보면 좋을 것 같습니다.
✔ Culture Deck을 통해 BRANDIan과 시장의 우수한 플레이어들과 투자자에게 약속을 하고 싶습니다.
우리가 선언하고 다짐한 이 Culture deck이 많은 사람들에게 공개되는 것은 매우 부담스러운 일이지만 그럼에도 브랜디는 Deck을 외부에 공유함으로써 우리가 가지는 이 부담을 기꺼이 안고 이 길을 걸어가려 합니다.
언젠가 판단이 흔들리거나 어려운 문제 앞에 섰을 때, 이 Culture deck을 마음 깊이 되새기겠습니다.
브랜디의 컬처덱을 천천히 보시고 브랜디에 궁금한 점이나 흥미가 생기신 분들은 언제든지 편하게 연락 주세요.
Executive Coaching Team Building And Myers Briggs Type Indicatorguestfbb212e
Description of how MBTI can be used in Executive Coaching and Team building. Includes some background on top, and information about what each dichotomy means.
Organizational Health? MBTI helps people understand themselves and others! Know who you are and learn about others to improve your Leadership Skills and develop cultural health within your business
1) The document discusses the concept of "inside-out thinking" versus "outside-in thinking" when it comes to leadership. Inside-out thinking means defining problems before solutions, starting with the question "Why?" rather than "What?" or "How?".
2) Extraordinary leaders and companies tend to use inside-out thinking, while ordinary ones use outside-in. Starting with the core purpose or belief ("Why") allows one to better communicate their vision and inspire others.
3) The order of one's thoughts should be the order of their communication. Leaders should start by convincing others of the value or benefits of an idea, rather than just the specifications or features.
Orang bijak belajar dari kesalahan dan
kegagalan yang mereka lakukan, dan
kemudian berproses untuk kembali
menemukan jalur pencapaian tujuan hidup
mereka.
#ArtOfLife, #JustDoItRight and #FightImprovement #FA
Führung in der Arbeitswelt 4.0 braucht Werte, Sinn, Verantwortung, Gestaltungsmöglichkeiten, eine Kultur des Gelingens. Auf dem Weg zu einer Unternehmenskultur 4.0
Management - Leadership, gut oder böse - ja wat denn nu?Christian Seedig
Digitalisierung kann man nicht managen, sie passiert sowieso! Egal ob wir wollen oder nicht. Mit der Digitalisierung geht ein übergreifender Kulturwandel einher. Management ist plötzlich böse. Vorgesetzte müssen zu Leadern werden. Was bedeutet das nun für Führungskräfte und geht das überhaupt? Wir tauchen ein in die Begrifflichkeiten und neuen Denkweisen, die uns auf die Herausforderungen der Digitalisierung vorbereiten sollen.
AgileAustriaConference2023_Keine Innovation und Entwicklung ohne Psychologisc...Agile Austria Conference
Psychologische Sicherheit bezieht sich auf das Gefühl von Menschen, sich in einer Umgebung sicher und akzeptiert zu fühlen, um offen und ehrlich zu sein, ohne Angst vor negativen Konsequenzen zu haben. Insbesondere in Arbeitsumgebungen fördert psychologische Sicherheit eine offene Kommunikation, in der Mitarbeiter ihre Ideen und Meinungen frei äußern können, ohne Angst vor Urteilen oder Ausgrenzung zu haben. Dies trägt zu besserer Zusammenarbeit, Kreativität und Leistung bei.
Mitarbeiter:innen verbringen heute 50% mehr Zeit damit, im Team zusammenzuarbeiten, als noch am Ende des letzten Jahrtausends. Es reicht also nicht mehr, die besten Talente einzustellen. Es braucht auch eine Basis auf der man zusammenarbeiten kann. Eine angstfreie Kultur ist die Grundlage für echtes Commitment in Teams.
Performancesysteme und Relative Ziele (BetaCodex 10)Niels Pflaeging
Warum sich Ziele und unser Umgang mit Leistungsmessung ändern müssen. Wie wir von fixierten zu relativen Leistungsverträgen gelangen – und zu einfachen, ethischen,
Selbstorganisation fördernden Systemen für den Umgang mit Wertschöpfung
Management by awareness - Führungskompetenz durch Selbst-Wahrnehmung (Andrea ...ankopp
Die Präsentation gibt einen ersten Überblick über Bedeutung & Inhalte von Management by Awareness. Die Basis dieser von Andrea Koppensteiner entwickelten Methode bilden die Sensibilisierung von Wahrnehmung und Bewusstsein für Menschen und Situationen, sowie Wissen über die Hintergründe menschlichen Verhaltens.
leadership development & organization design 2019 dagmar untermarzoner Lemon ...DagmarUntermarzoner
Leadership Development, Organisationsdesign, Arten von Leadership Develepment Instrumenten, On the Job Leadership Develeopment, Verknüpfen von Lernen und Führungssystementwicklung, agiles Leadership Development
Was brauchen effektive Team?
Vertrauen.
Wie entsteht Vertrauen?
Durch psychologische Sicherheit.
Mehr unter
https://www.lumen-partners.com/teams-psychologische-sicherheit
„Wollen wir die anstehenden Herausforderungen meistern, muss sich unser Führungsverständnis einem radikalen Wandel unterziehen.“
„Alle die sagen, wir brauchen keine Hierarchien mehr, werden schon bald erleben, wie eben diese Hierarchien stärker denn je notwendig sind.“
Beide Aussagen stehen so seit einiger Zeit im Raum. Verändert hat sich die Verteilung. Noch vor wenigen Jahren befürworteten vielleicht je 15% der Führungskräfte eine der beiden Positionen. Die restlichen 2/3 waren unentschlossen.
Heute stehen sich die Fronten ungefähr fifty-fifty gegenüber. Der undifferenzierte Anteil ist auf einen kleinen einstelligen Prozentsatz geschrumpft.
Zeit, sich zu entscheiden?!
Gebhard Borck vertritt seit jeher die erste Position. Sein Vortrag ist dennoch keine Werbung, sich ihm anzuschließen. Er weiß, dass sich schlussendlich jede/r für den eigenen Sinn entscheidet. Allerdings zeigt er, wie es ohne Führungskräfte geht.
Seit über acht Jahren transformiert er mittelständische Unternehmen hin zu einer Führungskultur ohne formale Hierarchie sowie einer Betriebswirtschaft mit Menschen. Wer will raus aus dem Tannenbaum? Wie verteilt man Macht und Leistung auf viele Schultern? Die Erfahrungen von Borck skizzieren mehr als nur einen Weg. Sie zeichnen ein klares Bild der Persönlichkeiten, auf die sich eine Firma besinnen sollte, will sie die Veränderung erfolgreich meistern!
Bei Lumen Partners ist Zuhören nicht nur eine Fähigkeit, sondern eine Kunst, die wir als zentral für die Entwicklung effektiver Führungskräfte betrachten. In unseren Trainings betonen wir die Bedeutung des Zuhörens für eine erfolgreiche Kommunikation und eine positive Unternehmenskultur. Wir bieten vielfältige Methoden und Ansätze an, um das Zuhören zu verbessern, darunter Achtsamkeitsübungen, empathisches Zuhören und interaktive Trainingselemente. Durch die Integration renommierter Experten und Ansätze in unsere Lehrpläne streben wir danach, ein umfassendes Verständnis für die Bedeutung des Zuhörens in der Führung zu vermitteln. Interessiert? Kontaktieren Sie uns gerne für weitere Informationen unter den angegebenen Kontaktdaten.
Building agile Teams - Erste Schritte zur produktiven ZusammenarbeitDaniel Räder
Ob ein Team produktiv zusammenarbeitet, muss man nicht dem Zufall überlassen. Besonders bei neuen Teams lohnt es sich, bewusst eine gemeinsame Basis für die Zusammenarbeit zu schaffen, aber auch bei bestehenden Teams kann es sinnvoll sein, das gemeinsame Verständnis von Aufgabe, Zusammenarbeit und Kontext gelegentlich zu schärfen. Dass dieser Prozess gekonnt begleitet wird ist wichtig, um als Gruppe einen guten Start in erfolgreiche Zusammenarbeit zu schaffen.
Nicht selten sind Projekt-Kickoffs oder Teamentwicklungsworkshops gut gemeint, lassen aber ein übergreifendes Konzept vermissen. Mal eine Vision zu formulieren, einen Canvas auszufüllen oder einzelne Workshopmethoden anzuwenden kann hilfreich sein. Unser Anspruch sollte aber größer sein: zu verstehen, bei welchen Themen es für ein Team wirklich wichtig ist, ein gemeinsames Verständnis zu erarbeiten, und diese Fragestellungen dann in einem kurzweiligen und energiereichen Format mit dem Team zu beantworten.
Wie man das tun kann, dazu teilen Christina und Kai an diesem Abend ihre Erkenntnisse und Ideen aus ihrer langjährigen Begleitung von agilen Teams (und solchen, die es werden wollen) mit uns, und stehen natürlich auch für Fragen zur Verfügung.
Personalisierung kann aktiv, durch den Nutzer, oder passiv, durch ein System erfolgen. Sie kann Mehrwert stiften und Klarheit schaffen, indem die schneller zu relevanten Ergebnissen führt. Sie kann aber auch verstecken und verschleiern, was wirklich relevant sein könnte.
Wo endet sinnvolle Personalisierung und wo beginnt eine Einschränkung der Entscheidungsfreiheit des Nutzers? Wie subjektiv wollen wir, dass unsere Erfahrungen mit digitalen Medien sind und was bedeutet eine stetige Optimierung maschinenlernender Systeme für unseren ganz persönlichen Zugang zu Inhalten und Funktionalitäten.
Hinter all dem steht die Frage wem Personalisierung in welchem Kontext dient und wie User Experience als Tätigkeitsfeld helfen kann diese Frage nicht nur im Sinne personalisierender Unternehmen, sondern auch im Sinne ihrer Kunden und Nutzer zu beantworten.
Kaum ein Begriff ist in den letzten Jahren in der Softwareentwicklung so überstrapaziert worden wie der des MVP. Das Minimum Viable Product ist mal Heilsbringer mal Fluch und wird allzu gerne instrumentalisiert um für und wieder alles Mögliche zu argumentieren. Da wird ebenso leichtfertig technische Schuld auf sich genommen wie nur halbherzig getestet - "Ist ja erst mal nur ein MVP". - Folien zu meiner Keynote auf der Modern RE
User story Mapping mit Exemplarischen HandlungsfeldernScreamin Wrba
User Story Maps sind ein von Jeff Patton entwickeltes Verfahren um User Stories, die, so Patton "Bausteine einer Kommunikation zwischen Entwicklern und Nutzern", zu strukturieren und zu kontextualisieren. Im Gegensatz zu einem linearen Backlog zeigt die Map die Bestandteile einer Anwendung in Beziehung zueinander und erlaubt es so diese in ihrer Gesamtheit zu begreifen.
Mit UX Thinking vom Mandat zur ProduktvisionScreamin Wrba
Foliensatz zu meinem Vortrag auf der Mensch und Computer 2018 in Dresden. Erläutert wird was UX Thinking als Ansatz ausmacht und wie sich auf Basis von Mandaten im Team Produktvisionen entwickeln lassen.
Vortrag von der IA Konferenz 2018 in Berlin der vorstellt wie UX Thinking hilft auf Basis von Mandaten Produktvision zu entwickeln und der die Bet-Cost-Matrix vorstellt.
This document discusses personalization and recommendation engines. It explains the difference between explicit and implicit personalization, as well as first party and third party data. It also discusses challenges like data brokers collecting extensive personal data without user consent, and filter bubbles that isolate users. The document advocates for transparency, accountability, and giving users more control and influence over personalized experiences.
This document discusses UX Thinking (UXT), which aims to bridge human-centered design and agile development practices. It presents UXT models and principles for building digital solutions that have business impact. The key aspects covered are:
- The 3 dimensions that shape solutions: technology, users/solutions, and trends/frameworks.
- Activity theory as a way to understand user motives and design for outcomes.
- The UXT phases from product discovery to delivery.
- The importance of shared understanding and vision statements in aligning teams.
- Psychological safety and its role in team performance based on Google's Project Aristotle research.
A talk i held with Dr. Herbert Meyer at he Mensch & Computer Conference in Regensburg 2017 which introduces our UX Thinking methodology - which aims to bridge agile and UX worlds. This presentation did put a special focus on the product vision and on collaborating as a team
This document discusses the concept of "Communities of Trust" and how they can be built. It describes a framework called "UX Thinking" which aims to promote human-centered work in agile environments. Key aspects of building trust discussed include shared understanding, reciprocal altruism, and focusing on individuals/interactions over processes. The document also references a study called "Project Aristotle" which found that highly effective teams have equal participation from all members and a sense of psychological safety.
Technologischer Fortschritt, Effizienz, Smartness und Lösungsdenken sind die Paradigmen unsere Innovationskultur. Auf der Strecke bleibt dabei beizeiten der Mensch in all seiner Verschrobenheit, Widersprüchlichkeit und seinem Reichtum an Facetten. Ihn tatsächlich in den Mittelpunkt zu stellen eröffnet den Schritt vom User-Centered- zum Human-Centered-Design.
Communities of Trust - from regulation to cooperationScreamin Wrba
This document discusses the concept of "Communities of Trust" and how they can be built through cooperation rather than regulation or standardization. It outlines three levels that structure work - contracts, processes/tools, and individuals/interactions. While regulation and standardization aim to increase security and confidence, cooperation is needed to build trust at the team level. The document draws parallels between cooperation in human and animal societies, discussing concepts like reciprocal altruism. It also summarizes findings from a Google study that identified psychological safety - where all members speak proportionately and with social sensitivity - as key to building effective teams.
8. Einhornzoos vs. Kollaborationsprozess
UX/UI Design Frontend
Engineering Business
Analysis Manager
10+ Jahre Erfahrung in den
Bereichen Human-Centered
Design, Softwareentwicklung
(Front- und Backend),
Produktmanagement, Führung
von Teams,...
9.
10. Google’s Project Aristotle
What characterizes high performing teams?
● Combining the best people? Nope
● Introverts work better with other introverts? No
● Teams are more effective when everyone is friends
away from work? NoNoNo
11. Factors for “Collective Intelligence” in
Groups
● Every member speaks in roughly the same proportion
(moderated or not)
● High social sensitivity of all members
● (Proportion of females in the group) = diversity
13. Fragebogenitems zu Psychologischer
Sicherheit (Edmondson, 1999)
1.Wenn ich im Team einen Fehler mache, wird mir das nicht vorgeworfen.
2.Die Team-Mitglieder sind fähig, Probleme und schwierige Konflikte offen
anzusprechen.
3.Menschen in diesem Team lehnen niemals andere ab, weil sie in irgendeiner
Weise anders sind.
4.In diesem Team ist es sicher, ein Risiko einzugehen.
5.Es ist einfach, andere Team-Mitglieder um Hilfe zu bitten.
6.Niemand in diesem Team würde bewusst meine Leistung oder Anstrengungen
untergraben.
7.Wenn ich mit diesem Team arbeite, merke ich, dass meine einzigartigen
Fähigkeiten und Talente gebraucht und wertgeschätzt werden.
14. Ed Schein
“The basic principle is that learning
only happens when survival anxiety is
greater than learning anxiety. Of
course, there are two ways to
accomplish that. Either you can
increase the survival anxiety by
threatening people with loss of jobs or
valued rewards, or you can decrease
learning anxiety by creating a safer
environment for unlearning and new
learning.”
24. Autonomie innerhalb des Teams
● Selbstbestimmtes Arbeiten
des Einzelnen
● Pull Prinzip
● Persönliche Freiheit und
Respekt
● Flache Hierarchien
● Vertrauensarbeitszeiten
28. Autonomie von Teams
● Selbstbestimmtheit des
Teams bei der Wahl der Mittel
und der Ausarbeitung der
Lösung
● Organisation überträgt
Handlungsmacht und
Entscheidungsbefugnis
31. Teams brauchen eine Vision & Agilität
Ausrichtung auf eine Vision und kleine Schritte machen Systeme robust und ermöglichen
Ihnen sich selbst zu korrigieren.
33. Verbundenheit innerhalb des Teams
● Empathie & Mitgefühl
untereinander
● Teambuilding
● Werte & Identifikation
● Respekt für Grenzen
34. Verbundenheit von Teams
● Verbundenheit mit den Zielen
der Organisation
● Empathie für Kunden und
Nutzer systematisch
entwickeln
● Produktentwicklung als
vorgezogenen Dialog mit dem
Kunden denken
35. Vision als Brief eines Kunden aus der
Zukunft
“Liebe Acme AG,
an dieser Stelle möchte ich euch
echt mal loben. Produkt X ist so
ziemlich das coolste…”
37. Kompetenz innerhalb des Teams
● Mitarbeiterentwicklung
● Feedbackkultur
● Pairing
● Co-Creation
● Kollaboration
● Retrospektiven
38. Kompetenz von Teams
● Rahmenbedingungen
schaffen
● Räume und Infrastruktur
dürfen kein Hindernis sein
● Vertrauen in Fachkompetenz
und Wissen des Teams
39. Takeaways
● Neue Bedingungen erfordern mehr Kooperation
● Vertrauen und Psychologische Sicherheit sind
Zielbild für erfolgreiche Teamarbeit
● Autonomie, Verbundenheit und Kompetenz sind die
Voraussetzung für intrinsisch motivierte Mitarbeiter
und Teams
● Rahmenbedingungen müssen auf Team- und
Org-Level stimmen.