[{"data":1,"prerenderedAt":2081},["ShallowReactive",2],{"site:one:en":3,"kennis:\u002Fkennis\u002Fbecoming-a-courageous-organization-heroic-blog-series:en":109,"kennis:all:en":258,"overzichten:one:en":2042},{"id":4,"closeCta":5,"extension":14,"footer":15,"header":85,"meta":106,"stem":107,"__hash__":108},"site_en\u002F_brands\u002Fupvoice\u002Fen\u002Fsite.yml",{"title":6,"text":7,"primary":8,"secondary":11},"Ask one question of everyone it concerns","In a demo you see Upvoice with your own question: what you ask, who you invite and what you'll have at the end.",{"label":9,"to":10},"Book a demo","https:\u002F\u002Fcalendly.com\u002Frik-arkema\u002F30min?hide_gdpr_banner=1",{"label":12,"to":13},"Email us","mailto:contact@upvoice.eu","yml",{"word":16,"tagline":17,"columns":18,"bar":82},"upvoice","Anonymous online dialogues with 8 to 10,000 people at once. A product of Synthetron NV.",[19,44,69],{"id":20,"title":21,"links":22},"foot-toep","Applications",[23,26,29,32,35,38,41],{"label":24,"to":25},"Deepen your employee survey","\u002Ftoepassingen\u002Fmedewerkersonderzoek-verdiepen",{"label":27,"to":28},"Change","\u002Ftoepassingen\u002Fverandering",{"label":30,"to":31},"Psychological safety","\u002Ftoepassingen\u002Fsociale-veiligheid",{"label":33,"to":34},"Test a decision","\u002Ftoepassingen\u002Fbesluit-toetsen",{"label":36,"to":37},"Strategy","\u002Ftoepassingen\u002Fstrategie",{"label":39,"to":40},"Consultation","\u002Ftoepassingen\u002Fraadplegen",{"label":42,"to":43},"Continuous listening","\u002Ftoepassingen\u002Fcontinu-luisteren",{"id":45,"title":46,"links":47},"foot-org","Organisation",[48,51,54,57,60,63,66],{"label":49,"to":50},"How it works","\u002Fhoe-het-werkt",{"label":52,"to":53},"Pricing","\u002Faanbod",{"label":55,"to":56},"Sectors","\u002Fsectoren",{"label":58,"to":59},"Cases","\u002Fcases",{"label":61,"to":62},"Insights","\u002Fkennis",{"label":64,"to":65},"About us","\u002Fover-ons",{"label":67,"to":68},"Trust","\u002Fvertrouwen",{"id":70,"title":71,"links":72},"foot-contact","Contact",[73,74,76,79],{"label":9,"to":10},{"label":75,"to":13},"contact@upvoice.eu",{"label":77,"to":78},"LinkedIn","https:\u002F\u002Fwww.linkedin.com\u002Fcompany\u002Fsynthetron-nv\u002F",{"label":80,"to":81},"Privacy","\u002Fprivacy",[83,84],"© Synthetron NV, since 1999","Data hosted in the EU",{"nav":86,"cta":92,"menu":93,"call":104},[87,89,90,91],{"label":21,"to":88},"\u002Ftoepassingen",{"label":49,"to":50},{"label":58,"to":59},{"label":52,"to":53},{"label":9,"to":10},[94,95,96,97,98,99,100,101,102],{"label":21,"to":88},{"label":55,"to":56},{"label":49,"to":50},{"label":52,"to":53},{"label":58,"to":59},{"label":61,"to":62},{"label":64,"to":65},{"label":67,"to":68},{"label":71,"to":103},"\u002Fcontact",{"label":105,"to":10},"Schedule a call",{},"_brands\u002Fupvoice\u002Fen\u002Fsite","9wa9PgBH8u-79JK6F4LTdi0kDHKhrUcREOa_TWkNhPo",{"doc":110,"fallback":257},{"id":111,"title":112,"body":113,"date":244,"description":245,"extension":246,"image":247,"lang":249,"meta":250,"navigation":251,"path":252,"readingTime":242,"seo":253,"seoTitle":254,"stem":255,"__hash__":256},"kennis_en\u002Fkennis\u002Fbecoming-a-courageous-organization--heroic-blog-series.md","HEROIC Framework: Embracing Change and Diversity",{"type":114,"value":115,"toc":240},"minimark",[116,120,125,129,139,145,148,151,164,171,181,188,198,205,215,222,237],[117,118,119],"p",{},"COURAGEOUS, LEADING ORGANIZATIONS release themselves from the illusion of control and predictability and encourage diversity. They embrace the mindset of change, being prepared not to be prepared.",[121,122,124],"h5",{"id":123},"the-covid-crisis-in-the-spring-forced-many-of-us-to-scramble-to-reinvent-the-way-we-do-business-in-june-together-with-sekaten-we-talked-to-160-business-people-from-around-the-world-to-better-understand-what-they-had-learned-from-the-crisis-how-confident-they-were-that-they-could-continue-to-learn-and-adapt-and-what-insights-they-had-gathered-about-the-changes-needed-in-the-way-we-do-business","The Covid crisis in the spring forced many of us to scramble to reinvent the way we do business.  In June, together with Sekaten, we talked to 160 business people from around the world to better understand what they had learned from the crisis, how confident they were that they could continue to learn and adapt and what insights they had gathered about the changes needed in the way we do business.",[121,126,128],{"id":127},"six-systemic-themes-emerged-from-this-dialogue-which-we-organized-under-the-acronym-heroic-or-human-empathetic-role-model-open-innovation-and-courage-today-i-am-going-to-discuss-the-sixth-and-final-being-courageous","Six systemic themes emerged from this dialogue, which we organized under the acronym ‘HEROIC’ or ‘Human, Empathetic, Role Model, Open, Innovation and Courage’.  Today, I am going to discuss the sixth and final – being courageous.",[117,130,131,136],{},[132,133],"img",{"alt":134,"src":135},"Aspects of courageous organisations","\u002Fimages\u002Fkennis\u002Fbecoming-a-courageous-organization--hero-1.png",[137,138,134],"em",{},[117,140,141,144],{},[137,142,143],{},"“In business, courageous action is really a special kind of calculated risk taking",".” (Reardon, 2007)*.  The Covid crisis did not allow much time for calculation. However, the pure uncertainty of the current situation and what lies ahead forced us to take new risks in the way we interact with each other.",[117,146,147],{},"The value of this newfound courage to deal with the unpredictable and to prepare us for the unexpected was not lost on our 160 participants.  They clearly see the value of diverse, flexible organizations where ‘command and control’ is a thing of the past.",[117,149,150],{},"The main themes that emerged  during our eDialogue were the following:",[152,153,154],"ul",{},[155,156,157,163],"li",{},[137,158,159],{},[160,161,162],"strong",{},"Let Go of Command and Control","  Command and control style is over. There is an awareness and understanding that the drive for forecasting, controlling and focus on financial performance belongs to the past and does not contribute to a sustainable world for all.",[117,165,166,169],{},[132,167],{"alt":162,"src":168},"\u002Fimages\u002Fkennis\u002Fbecoming-a-courageous-organization--hero-2.png",[137,170,162],{},[152,172,173],{},[155,174,175,180],{},[137,176,177],{},[160,178,179],{},"Prepare Not to Be Prepared","  Develop the capacity to accept unpredictability, complexity and Open to uncertainty, leading organizations navigate through the unknown instead of running desperately after the predictable.",[117,182,183,186],{},[132,184],{"alt":179,"src":185},"\u002Fimages\u002Fkennis\u002Fbecoming-a-courageous-organization--hero-3.png",[137,187,179],{},[152,189,190],{},[155,191,192,197],{},[137,193,194],{},[160,195,196],{},"Throw Away Ego and Greed","   Leading organizations embark on a journey from ego- to eco-centric world, from greed to generosity, from self-centric to people-centric interests.",[117,199,200,203],{},[132,201],{"alt":196,"src":202},"\u002Fimages\u002Fkennis\u002Fbecoming-a-courageous-organization--hero-4.png",[137,204,196],{},[152,206,207],{},[155,208,209,214],{},[137,210,211],{},[160,212,213],{},"Embrace Diversity","   Leading organizations are inclusive – promoting gender and ethnic diversity. They understand the value of diverse ideas and viewpoints. They do not hire yes-men or ‘mini-me’s. They give opportunities to people with non-traditional profiles.",[117,216,217,220],{},[132,218],{"alt":213,"src":219},"\u002Fimages\u002Fkennis\u002Fbecoming-a-courageous-organization--hero-5.png",[137,221,213],{},[117,223,224,225,228,229],{},"* Reardon, K.K. (2007).  Courage as a Skill. ",[137,226,227],{},"Harvard Business Review, January."," ",[230,231,235],"a",{"href":232,"rel":233},"https:\u002F\u002Fhbr.org\u002F2007\u002F01\u002Fcourage-as-a-skill",[234],"nofollow",[137,236,232],{},[117,238,239],{},"‍",{"title":241,"searchDepth":242,"depth":242,"links":243},"",2,[],"2024-08-22","Courageous, leading organizations release themselves from the illusion of control and predictability and encourage diversity.","md",{"src":248,"alt":241},"\u002Fimages\u002Fkennis\u002Fbecoming-a-courageous-organization--hero-cover.png","en",{},true,"\u002Fkennis\u002Fbecoming-a-courageous-organization-heroic-blog-series",{"title":112,"description":245},null,"kennis\u002Fbecoming-a-courageous-organization--heroic-blog-series","6sZyZJTKdS8Gs31km2iXGPRPPTquUoz1FGoHzIsHFUA",false,[259,693,908,1023,1118,1254,1377,1475,1585,1696,1747,1837,1947],{"id":260,"title":261,"body":262,"date":683,"description":684,"extension":246,"image":685,"lang":249,"meta":687,"navigation":251,"path":688,"readingTime":689,"seo":690,"seoTitle":254,"stem":691,"__hash__":692},"kennis_en\u002Fkennis\u002Fsociale-veiligheid-op-het-werk-essentiele-stappen-voor-een-positieve-werkomgeving.md","Social safety at work: essential steps toward a positive work environment",{"type":114,"value":263,"toc":652},[264,269,272,275,278,283,294,299,302,305,309,312,315,318,321,325,328,331,334,345,348,351,355,358,362,376,380,397,401,415,419,422,426,429,432,435,439,442,445,448,451,454,458,461,464,467,470,474,477,481,484,487,490,501,504,508,511,523,526,529,533,536,539,550,553,556,560,563,566,570,573,576,579,583,586,589,592,596,599,603,606,617,620,624,627,630,644,647,650],[117,265,266],{},[160,267,268],{},"Social safety at work is an essential aspect of a healthy work environment. It's about creating an atmosphere in which employees feel protected against unwanted behavior and can function without fear. A safe work environment not only fosters employee well-being, but also contributes to the productivity and success of the organization.",[117,270,271],{},"Handling complaints in the workplace, especially those related to psychological (un)safety, is a delicate matter that calls for an accurate approach. The interests of everyone involved, such as the complainant, the accused and witnesses, must be handled with care.",[117,273,274],{},"Companies that prioritize social safety often see an improvement in the working atmosphere and mutual cooperation. By setting clear guidelines and fostering a culture of respect, organizations can create an environment in which everyone feels valued. This requires a proactive approach and commitment from both managers and employees.",[117,276,277],{},"Ensuring social safety is a continuous process that requires attention to prevention, early detection and an adequate response to incidents. By evaluating regularly and adjusting policy, employers can make sure their approach remains effective in a changing work environment.",[279,280,282],"h3",{"id":281},"key-points","Key points",[152,284,285,288,291],{},[155,286,287],{},"Social safety fosters employee well-being and organizational performance",[155,289,290],{},"A proactive approach and clear guidelines are essential for a safe work environment",[155,292,293],{},"Continuously evaluating and adjusting policy ensures an effective approach to social safety",[295,296,298],"h2",{"id":297},"definition-of-psychological-safety","Definition of Psychological Safety",[117,300,301],{},"What is social safety? Social safety means the protection of employees within a social setting, primarily in the workplace.",[117,303,304],{},"Social safety at work includes protection against unwanted behavior and creating a positive working atmosphere. It's about ensuring physical and emotional safety for all employees.",[279,306,308],{"id":307},"importance-of-psychological-safety","Importance of Psychological Safety",[117,310,311],{},"Social safety is essential for a healthy work environment. It fosters employee productivity and well-being. A safe working climate encourages openness and trust between colleagues.",[117,313,314],{},"Create awareness through training to recognize and address different forms of transgressive behavior. This is a crucial step in improving social safety.",[117,316,317],{},"Organizations with strong social safety experience less absenteeism. Employees feel valued and respected. This leads to higher job satisfaction and better performance.",[117,319,320],{},"The absence of social safety can have serious consequences. Stress, burnout and psychological complaints occur more often in unsafe work environments. This can result in increased staff turnover and reputational damage for the company.",[279,322,324],{"id":323},"legal-frameworks","Legal Frameworks",[117,326,327],{},"Dutch legislation provides a solid basis for a psychologically safe work environment. The Working Conditions Act (Arbowet) requires employers to create a safe and healthy work environment.",[117,329,330],{},"Social safety is a delicate topic that requires care and a precise approach, especially in the context of complaint procedures.",[117,332,333],{},"Important legal aspects include:",[152,335,336,339,342],{},[155,337,338],{},"Prevention of discrimination and harassment",[155,340,341],{},"Protection against sexual harassment",[155,343,344],{},"Measures against bullying and violence",[117,346,347],{},"Employers must establish and enforce clear policy. This includes complaint procedures and confidential counselors. Regular risk assessments are legally required.",[117,349,350],{},"Non-compliance can lead to fines and legal consequences. Employees have the right to a safe workplace and can enforce this through the courts if necessary.",[295,352,354],{"id":353},"risk-factors","Risk Factors",[117,356,357],{},"Various elements can affect social safety at work. These factors range from personal characteristics to organizational aspects and external influences.",[279,359,361],{"id":360},"individual-risks-and-transgressive-behavior","Individual Risks and Transgressive Behavior",[152,363,364,367,370,373],{},[155,365,366],{},"Personality traits play an important role in social safety. Employees with low self-confidence or limited social skills face a higher risk of problems.",[155,368,369],{},"Stress and burnout can also contribute to an unsafe work environment. Overburdened employees are more susceptible to conflict and miscommunication.",[155,371,372],{},"In a safe work environment, employees must feel free to voice their thoughts and concerns without fear of negative reactions.",[155,374,375],{},"Diversity in background, culture or age can sometimes lead to misunderstandings or prejudice. It's crucial to be aware of these differences and approach them positively.",[279,377,379],{"id":378},"team-and-organizational-risks","Team and Organizational Risks",[152,381,382,385,388,391,394],{},[155,383,384],{},"Leadership style can undermine the sense of social safety. Authoritarian or absent managers often create a climate of distrust and uncertainty.",[155,386,387],{},"Physical safety is easier to measure than social safety, and a safe physical environment contributes to workplace happiness and productivity.",[155,389,390],{},"Unclear roles and responsibilities lead to frustration and conflict. A clear division of tasks is essential for a harmonious working atmosphere.",[155,392,393],{},"Poor communication is a significant risk. When information isn't shared effectively, misunderstandings and feelings of exclusion arise.",[155,395,396],{},"High workload and limited resources can put pressure on relationships. This can result in competitive behavior and reduced collegiality.",[279,398,400],{"id":399},"external-risks","External Risks",[152,402,403,406,409,412],{},[155,404,405],{},"Economic uncertainty can threaten social safety. Fear of job loss or reorganizations creates tension in the workplace.",[155,407,408],{},"Technological changes bring challenges. Some employees may struggle to adapt, which can lead to isolation or conflict.",[155,410,411],{},"Societal developments influence the workplace. Polarization in society can carry over into relationships between colleagues.",[155,413,414],{},"Laws and regulations around privacy and data protection can affect openness and transparency within an organization, which can impact trust and social safety.",[295,416,418],{"id":417},"prevention-and-policy","Prevention and Policy",[117,420,421],{},"Effective prevention and policy form the basis for social safety at work. These elements protect employees against unwanted behavior and create a positive work environment.",[279,423,425],{"id":424},"preventive-measures","Preventive Measures",[117,427,428],{},"Preventive measures focus on preventing unwanted behavior. Companies can draw up codes of conduct that provide clear guidelines for acceptable behavior. These codes describe specific expectations and boundaries. It's important that these codes of conduct are embraced and understood by employees.",[117,430,431],{},"Employers are responsible for creating a safe work environment in which employees can speak out against transgressive behavior. It's important that clear procedures and support are in place for both victims and perpetrators of this behavior.",[117,433,434],{},"Creating an open company culture is crucial. This encourages employees to voice concerns without fear of reprisal. Regular evaluations of the work environment help identify potential risks.",[279,436,438],{"id":437},"policy-development","Policy Development",[117,440,441],{},"Effective social safety policy includes clear procedures and responsibilities. The policy must contain specific definitions of unwanted behavior, such as bullying, discrimination and sexual harassment.",[117,443,444],{},"Unwanted conduct is a crucial factor that can undermine a safe work environment. Both visible and subtle unwanted behavior can have a negative impact on employees, and it's important to foster open communication and dialogue to address these issues.",[117,446,447],{},"Step-by-step guidelines for reporting and investigating incidents are essential. These procedures must ensure confidentiality and offer protection to those who report incidents.",[117,449,450],{},"Policy must be regularly evaluated and updated to remain effective. Involving employees in its development increases support and compliance.",[117,452,453],{},"Sanctions for violations must be clearly defined. This ensures consistent enforcement and deters unwanted behavior.",[279,455,457],{"id":456},"training-and-education-create-awareness","Training and Education: Create Awareness",[117,459,460],{},"Regular training on social safety is crucial. These sessions inform employees about the policy, their rights and responsibilities.",[117,462,463],{},"Workshops can teach practical skills, such as conflict management and assertiveness. Role-playing helps practice difficult situations.",[117,465,466],{},"Managers can receive specific training in recognizing and addressing unwanted behavior. This strengthens their role as role models and first point of contact.",[117,468,469],{},"New employees receive information about social safety during their onboarding. Periodic refresher courses keep the topic top of mind.",[295,471,473],{"id":472},"incidents-and-response","Incidents and Response",[117,475,476],{},"An effective approach to safety incidents at work requires a clear process of reporting, follow-up and evaluation. This ensures a swift response, restoration of trust and continuous improvement of the safety policy.",[279,478,480],{"id":479},"handling-incidents","Handling Incidents",[117,482,483],{},"In the event of a safety incident, swift and appropriate action is necessary. Employees must know how to report incidents through an accessible system. A dedicated team must then assess these reports in order to take appropriate measures.",[117,485,486],{},"Social safety means that someone is protected, and feels protected, against danger arising from the behavior of others in social settings, such as the workplace. This includes handling unwanted behavior and creating an environment in which employees feel safe to speak out against such behavior.",[117,488,489],{},"Immediate measures can include:",[152,491,492,495,498],{},[155,493,494],{},"Providing direct support to those involved",[155,496,497],{},"Securing the workplace",[155,499,500],{},"Gathering relevant information",[117,502,503],{},"Clear communication to all employees about the incident and the steps taken is essential to prevent unrest.",[279,505,507],{"id":506},"follow-up-and-recovery","Follow-up and Recovery",[117,509,510],{},"The immediate response is followed by a phase of follow-up and recovery. This includes:",[512,513,514,517,520],"ol",{},[155,515,516],{},"Support for employees involved",[155,518,519],{},"Investigation into the causes of the incident",[155,521,522],{},"Implementation of corrective measures",[117,524,525],{},"Social safety is about protecting employees against unwanted behavior in the workplace. It's important to restore a safe work environment and regain employees' trust. This can be achieved through open communication and demonstrating decisiveness in addressing the underlying issues.",[117,527,528],{},"Guidance and aftercare for victims or witnesses of incidents must be a priority. This can consist of psychological support or adjusted working arrangements.",[279,530,532],{"id":531},"evaluation-and-policy-adjustment","Evaluation and Policy Adjustment",[117,534,535],{},"Every incident offers an opportunity to strengthen the safety policy. A thorough evaluation is needed to draw lessons and implement improvements.",[117,537,538],{},"Steps in this process include:",[152,540,541,544,547],{},[155,542,543],{},"Analysis of incident data",[155,545,546],{},"Identification of weaknesses in existing procedures",[155,548,549],{},"Development of new preventive measures",[117,551,552],{},"It's crucial to involve employees in this evaluation. Their insights and suggestions can provide valuable input for policy adjustments.",[117,554,555],{},"Regular training and awareness campaigns help implement the adjusted policy effectively. This creates a culture of continuous improvement in social safety.",[295,557,559],{"id":558},"support-and-guidance","Support and Guidance",[117,561,562],{},"Employers can offer various forms of support and guidance to ensure social safety at work. These measures focus on both mental support and professional guidance.",[117,564,565],{},"A no-obligation conversation on a regular basis can help create an open dialogue and identify problems, which can ultimately lead to a safer and healthier work environment.",[279,567,569],{"id":568},"mental-support","Mental Support",[117,571,572],{},"Companies recognize the importance of mental health in the workplace. Many organizations offer confidential counselors that employees can turn to with personal issues or work-related concerns.",[117,574,575],{},"Workplace safety is everyone's responsibility, and employees must work together toward a safe work environment.",[117,577,578],{},"Some companies provide access to a psychologist for short-term guidance with psychological complaints. This low-threshold offering helps employees get help quickly when needed.",[279,580,582],{"id":581},"professional-guidance","Professional Guidance",[117,584,585],{},"Mentoring programs are an effective way to help new employees find their way within the organization. Experienced colleagues offer support with the practical and social aspects of the job.",[117,587,588],{},"Regular performance reviews offer the opportunity to discuss work-related concerns and find solutions together. Managers can be trained to conduct these conversations constructively.",[117,590,591],{},"Many companies offer coaching for employees who feel stuck in their role or are seeking growth opportunities. This individual guidance helps develop skills and increase job satisfaction.",[295,593,595],{"id":594},"monitoring-and-evaluation","Monitoring and Evaluation",[117,597,598],{},"Effective monitoring and evaluation are essential to ensuring social safety in the workplace. These processes help identify areas for improvement and measure progress.",[279,600,602],{"id":601},"measuring-psychological-safety","Measuring Psychological Safety",[117,604,605],{},"Measuring social safety requires a combination of quantitative and qualitative methods. Anonymous surveys are a good way to gauge employees' perceptions. These can include questions about:",[152,607,608,611,614],{},[155,609,610],{},"Experienced discrimination or harassment",[155,612,613],{},"Trust in management",[155,615,616],{},"Effectiveness of existing safety measures",[117,618,619],{},"In addition to surveys, anonymous focus groups and individual interviews are valuable for deeper insights. Analyzing reports and complaints provides additional data.",[279,621,623],{"id":622},"periodic-assessment","Periodic Assessment",[117,625,626],{},"Regular evaluation is crucial to ensuring the effectiveness of social safety measures. An annual assessment offers the opportunity to review policy and procedures.",[117,628,629],{},"During this assessment, it's important to:",[512,631,632,635,638,641],{},[155,633,634],{},"Analyze collected data",[155,636,637],{},"Process employee feedback",[155,639,640],{},"Identify new risks",[155,642,643],{},"Evaluate existing measures",[117,645,646],{},"An external consultancy can provide an independent view of social safety within the organization. Their expertise can help identify blind spots and propose improvements.",[117,648,649],{},"It's essential to communicate the results of the assessment to all employees. Transparency fosters trust and engagement in improving social safety at work.",[117,651,239],{},{"title":241,"searchDepth":242,"depth":242,"links":653},[654,656,660,665,670,675,679],{"id":281,"depth":655,"text":282},3,{"id":297,"depth":242,"text":298,"children":657},[658,659],{"id":307,"depth":655,"text":308},{"id":323,"depth":655,"text":324},{"id":353,"depth":242,"text":354,"children":661},[662,663,664],{"id":360,"depth":655,"text":361},{"id":378,"depth":655,"text":379},{"id":399,"depth":655,"text":400},{"id":417,"depth":242,"text":418,"children":666},[667,668,669],{"id":424,"depth":655,"text":425},{"id":437,"depth":655,"text":438},{"id":456,"depth":655,"text":457},{"id":472,"depth":242,"text":473,"children":671},[672,673,674],{"id":479,"depth":655,"text":480},{"id":506,"depth":655,"text":507},{"id":531,"depth":655,"text":532},{"id":558,"depth":242,"text":559,"children":676},[677,678],{"id":568,"depth":655,"text":569},{"id":581,"depth":655,"text":582},{"id":594,"depth":242,"text":595,"children":680},[681,682],{"id":601,"depth":655,"text":602},{"id":622,"depth":655,"text":623},"2024-10-15","A psychologically safe work environment is key to employee well-being and productivity, and requires a proactive approach with attention to prevention, support and continuous improvement.",{"src":686,"alt":241},"\u002Fimages\u002Fkennis\u002Fsociale-veiligheid-op-het-werk-essentiel-cover.jpg",{},"\u002Fkennis\u002Fsociale-veiligheid-op-het-werk-essentiele-stappen-voor-een-positieve-werkomgeving",9,{"title":261,"description":684},"kennis\u002Fsociale-veiligheid-op-het-werk-essentiele-stappen-voor-een-positieve-werkomgeving","9K35w5iHhtwDwfy1YC7YBGVpLBAktXZwt88jG4pdhA4",{"id":694,"title":695,"body":696,"date":899,"description":704,"extension":246,"image":900,"lang":249,"meta":902,"navigation":251,"path":903,"readingTime":904,"seo":905,"seoTitle":254,"stem":906,"__hash__":907},"kennis_en\u002Fkennis\u002Fmaking-change-stick-think-of-the-3-h-principles.md","KPIs for lasting change: manage by Head, Heart and Hands",{"type":114,"value":697,"toc":896},[698,702,705,708,713,719,734,736,744,748,774,778,795,800,809,817,820,825,840,843,855,858,866,873,885,893],[295,699,701],{"id":700},"introduction","Introduction",[117,703,704],{},"Over the past 10 years we've had the privilege of supporting hundreds of organizations through their change initiatives. What if we could use that experience to uncover shared insights into what makes change successful and provide benchmarks?",[117,706,707],{},"We decided to take a detailed look at the most frequent \"best shared\" opinions and ideas (what we call synthetrons) about the change process across multiple online dialogue sessions, to uncover new insights into what makes change successful (see methodology below).",[709,710,712],"h4",{"id":711},"the-3h-model","The 3H model",[117,714,715,716],{},"When screening these core messages, we identified some systemic, recurring change drivers that we categorize in an anthropomorphic way: ",[160,717,718],{},"Head, Heart and Hands (3H).",[117,720,721,722,725,726,729,730,733],{},"We learned that during change, people need to be convinced of the rationale for change, to analyze it and think it through (",[160,723,724],{},"Head","); they also need to believe in it, be emotionally drawn to it, and be aware of the accompanying behavioral and cultural changes needed to make it work (",[160,727,728],{},"Heart","). Finally, they consistently talk about the ability to implement it by having the necessary means, resources and tools (",[160,731,732],{},"Hands","). This is how our 3H model came about.",[709,735,239],{"id":241},[117,737,738,742],{},[132,739],{"alt":740,"src":741},"Synthetron 3Hs model","\u002Fimages\u002Fkennis\u002Fmaking-change-stick-think-of-the-3-h-pri-1.jpeg",[137,743,740],{},[709,745,747],{"id":746},"our-3h-model-in-short","Our 3H model in short",[152,749,750,758,766],{},[155,751,752,754,755],{},[160,753,724],{}," is about the rationale for change, the need to be convinced of the change: ",[160,756,757],{},"the alignment",[155,759,760,762,763],{},[160,761,728],{}," is about the soft side of change, the need to believe in the change: ",[160,764,765],{},"the engagement",[155,767,768,770,771],{},[160,769,732],{}," is about the hard side of change, the ability to make the change happen: ",[160,772,773],{},"the implementation",[709,775,777],{"id":776},"what-did-we-learn-about-the-3-hs","What did we learn about the 3 H's?",[117,779,780,783,786,787,790,791,794],{},[160,781,782],{},"1. Change needs focus on all 3 H's",[784,785],"br",{},"\nThere wasn't a single dialogue in which ",[160,788,789],{},"all 3H's"," weren't ",[160,792,793],{},"present"," in some way. People always talk about the need to embrace the rationale, to be convinced of the necessity\u002Fbelieve in the way forward, but also want to be able to make the change happen.",[117,796,797],{},[160,798,799],{},"2. \"Hands\" — the ability to make the change happen — needs the most attention",[117,801,802,805,806,808],{},[160,803,804],{},"About half"," of the comments related to change are about ",[160,807,732],{},", 30% are about Heart and 20% about Head. From a management perspective, \"Hands\" is less sexy, but Hands is linked to daily reality and is what counts for those who have to undergo and make the change happen.",[117,810,811,815],{},[132,812],{"alt":813,"src":814},"3H Change drivers ratios","\u002Fimages\u002Fkennis\u002Fmaking-change-stick-think-of-the-3-h-pri-2.jpeg",[137,816,813],{},[117,818,819],{},"Deviations from the benchmark (average weight from the database) are surprisingly small. When we noticed an underrepresentation of one of the 3H change drivers, content analysis taught us that this was usually the result of poor \"performance\" on one of the H's for the organization in question.",[117,821,822],{},[160,823,824],{},"3. Underperforming on one of the 3 H's is like driving with the handbrake on",[117,826,827,828,831,832,835,836,839],{},"You simply ",[160,829,830],{},"cannot compensate"," for ",[160,833,834],{},"underperformance on, say, Heart"," — the behavioral part, the role modeling — ",[160,837,838],{},"by overcompensating on Head"," — explaining why the change matters — because people will understand you, but they won't believe you.",[117,841,842],{},"We once worked with a manager who had put a great deal of effort into explaining the change story, the rational part. He really went out into the field, held town hall meetings, put up notice boards, sent newsletters, etc., to explain that the company would from now on focus on market A. But because the reward system still rewarded results in market B more than in A, nobody believed him, and extra effort wouldn't have helped. The motivation simply wasn't there. If the systems, processes and investments in competencies (Hands) are missing, people may be convinced or even engaged, but they simply lack the ability to make it happen.",[117,844,845,848,850,851,854],{},[160,846,847],{},"4. Consistency is key — people undergoing change spot inconsistencies immediately",[784,849],{},"\nWe see so often that when a manager ",[160,852,853],{},"doesn't practice what he preaches (Heart), people stop believing him\u002Fher and alignment gradually erodes",". Similarly, we had a case where the strategic\u002Fchange direction was unclear (Head). The CEO focused on culture change and new behaviors, and many activities were set up, which created positive energy and engagement. But because his management team didn't understand which direction they were supposed to go, because the CEO hadn't made the strategy explicit (Head), people weren't aligned. Despite all the efforts to create engagement, the organization didn't move forward.",[117,856,857],{},"If the systems, processes and investments in competencies (Hands) are missing, people may be convinced or even engaged, but they simply lack the ability to make it happen.",[117,859,239,860,863,865],{},[160,861,862],{},"5. Phasing 3H change efforts is counterproductive",[784,864],{},"\nClassic phasing is about first telling the change story, then organizing events to motivate people, and then expecting them to change\u002Fimplement.",[117,867,868,869,872],{},"However, although the 3H's on average carry a different weight depending on the phase of the change initiative (planning, implementation, debriefing), our data clearly shows that ",[160,870,871],{},"all 3H's need attention from start to finish",". People also want to feel the change (Heart) when they're told things need to change. They want to be reminded, in the middle of execution, of the bigger project they're contributing to (Head). They want to see, from the very start, what investment (Hands) will support the change.",[117,874,239,875,878,880,881,884],{},[160,876,877],{},"6. Hands is about more than material things: it also covers people's capabilities",[784,879],{},"\nHands is about processes, budgets, systems, but also about ",[160,882,883],{},"people's skills and capabilities",". This includes classic training, building competencies, freeing up time, finding the right profiles, but also working on stamina, energy, and the ability to motivate yourself for the next change.",[117,886,887,890,892],{},[160,888,889],{},"How did we build the 3H model?",[784,891],{},"\nWe built a fully anonymized database to quantify, qualify and further investigate the key drivers of successful change. This database today includes more than 21,000 \"synthetrons\" (typically the top 15% most important ideas identified by participants during the online dialogues) from more than 200 sessions organized on behalf of 50+ companies.",[117,894,895],{},"Today, our consultants use the 3H model to help our clients benchmark their change initiative and identify key priorities for success.",{"title":241,"searchDepth":242,"depth":242,"links":897},[898],{"id":700,"depth":242,"text":701},"2024-09-24",{"src":901,"alt":241},"\u002Fimages\u002Fkennis\u002Fmaking-change-stick-think-of-the-3-h-pri-cover.jpg",{},"\u002Fkennis\u002Fmaking-change-stick-think-of-the-3-h-principles",5,{"title":695,"description":704},"kennis\u002Fmaking-change-stick-think-of-the-3-h-principles","KmXVSYO0UY0bSvItPqDCvlIO7xzOhTSiE3h_7kcGIQk",{"id":909,"title":910,"body":911,"date":244,"description":1014,"extension":246,"image":1015,"lang":249,"meta":1017,"navigation":251,"path":1018,"readingTime":1019,"seo":1020,"seoTitle":254,"stem":1021,"__hash__":1022},"kennis_en\u002Fkennis\u002F10-lessons-learned-from-crowdsourcing-insights.md","10 Crowdsourcing Insights for Business Innovation",{"type":114,"value":912,"toc":1001},[913,917,922,926,929,933,936,940,943,947,950,954,957,961,964,968,971,975,978,982,985,988,992,998],[279,914,916],{"id":915},"_10-lessons-learned-from-crowdsourcing","10 Lessons Learned from Crowdsourcing",[117,918,919],{},[137,920,921],{},"Sometimes the requests from Linkedin change practitioners trigger an instant reaction with me. The question about “The greatest barrier to successful change is the pace and accuracy of feedback“ did so because my main focus has been on facilitating this feedback loop on a massive and authentic scale within organisations using crowdsourcing. Hence it motivated me to sum up my ten top lessons learned.",[279,923,925],{"id":924},"_1-create-a-safe-environment","1. Create a safe environment:",[117,927,928],{},"Organise your feedback in such a way that people can speak up “safely”, and share their problems, issues and emotions without fear so that you really know what matters. Anonymity is a great enabler here.",[279,930,932],{"id":931},"_2-reach-out","2. Reach out:",[117,934,935],{},"Involve more than the happy few closely involved in the change project and reach out to those affected by the change. However be careful not to mix people with very different levels of change impact, you gain by splitting people into groups for whom the change-experience will be similar.",[279,937,939],{"id":938},"_3-get-feedback-in-a-social-way","3. Get feedback in a social way:",[117,941,942],{},"People appreciate hearing the ideas of others, to feel they are not alone, to get tips and insights, and above all to learn and allow their own ideas to be expressed in a conversation.",[279,944,946],{"id":945},"_4-look-for-feedforward","4. Look for feedforward:",[117,948,949],{},"Go beyond feedback on how things are going and ask the people also to give you their insights and wisdom to find solutions and improvements. From our experience there is great wisdom to be gained whenever you create the space for it in your conversations. It is a misconception that people are against change; they are against “bad change”. From our research of thousands of interventions we clearly demonstrate that people mainly think in enabling terms when asked to share feedback during change, i.e. what can be done better (*).",[279,951,953],{"id":952},"_5-ask-the-right-meaningful-open-questions","5. Ask the right, meaningful, open questions:",[117,955,956],{},"Listen to people in an open way (acknowledging that they are the subjects having to make the change happen). Do not measure people by asking them to respond to a set of closed questions or polls (as if they are objects of the change).",[279,958,960],{"id":959},"_6-balance-attention-of-heart-head-and-hands","6. Balance attention of Heart, Head and Hands:",[117,962,963],{},"Engage your people to share their feedback on the rationale for change (Head) but also on the way they feel the change via behaviour, values, and emotions (Heart). Lastly ask them to share their more practical feedback about aspects of the change (Hands), and they will tell you what changes ito tools, budgets, competences, processes or resources will help the change to progress",[279,965,967],{"id":966},"_7-calibrate-your-feedback","7. Calibrate your feedback:",[117,969,970],{},"Ensure that a small number of vocal people do not get all the attention, rather find out what most find relevant, including feedback which is not commonly recognised. That way you avoid jumping to invalid conclusions (the crowdsource software can do this for you).",[279,972,974],{"id":973},"_8-seek-feedback-regularly","8. Seek feedback regularly:",[117,976,977],{},"Feedback “changes” during the change period. At the start, you’ll probably focus on alignment, trying to find how to overcome resistance to change. In later phases the focus is more about improving engagement, enabling you to fine tune the change by improving processes, tools or management, to accelerate your roll out in a robust way. Adapt the pace of your feedback loop to the roll out of your change phases and to your capacity to follow up (and expect results from corrective measures).",[279,979,981],{"id":980},"_9-understand-the-meaning-of-the-feedback","9. Understand the meaning of the feedback:",[117,983,984],{},"Ask yourself what the feedback means for the change project. Don’t jump to conclusions, but get the bigger picture about what are the most important issues, root causes and potential solutions at different managerial levels. Translate it into managerial implications for the change process – a “so what” analysis.",[117,986,987],{},"Here you can go much further than merely listening to the content of what people say. You can identify the various change forces (Head, Heart and Hands), discover effective buzz words, and perform a mindset analysis, so you know what type of communication is most likely to be effective. Some of these steps require specific competences.",[279,989,991],{"id":990},"_10-follow-up","10. Follow up:",[117,993,994,995,997],{},"Asking for feedback is an intervention: you have engaged the people to share their best ideas and opinions, so they are more involved. Recognise and thank them for their valuable feedback, then decide what you are going to do with it and act in a noticeable way. Otherwise next time you risk no longer getting their best opinions and ideas… and all the engagement you created will evaporate",[784,996],{},"\nIf done right feedback is a positive intervention- we see change readiness increase significantly in moments of feedback (measured both in mindset analysis indicators and by just poll people’s self-assessment on the change curve at the beginning and end of a feedback session). So independent from the insights one can obtain, the process of feedback itself is a potential big change enhancer.",[117,999,1000],{},"(*)“What Managers, Executives and Staff Tell us that Really Matters”, in Review of Business and Economics, 2011 (2), by Paul Verdin, Eric Cabocel, Joanne Celens & François Faelli",{"title":241,"searchDepth":242,"depth":242,"links":1002},[1003,1004,1005,1006,1007,1008,1009,1010,1011,1012,1013],{"id":915,"depth":655,"text":916},{"id":924,"depth":655,"text":925},{"id":931,"depth":655,"text":932},{"id":938,"depth":655,"text":939},{"id":945,"depth":655,"text":946},{"id":952,"depth":655,"text":953},{"id":959,"depth":655,"text":960},{"id":966,"depth":655,"text":967},{"id":973,"depth":655,"text":974},{"id":980,"depth":655,"text":981},{"id":990,"depth":655,"text":991},"Independent from the insights, the process of feedback itself is a potential big change enhancer.",{"src":1016,"alt":241},"\u002Fimages\u002Fkennis\u002F10-lessons-learned-from-crowdsourcing-in-cover.jpg",{},"\u002Fkennis\u002F10-lessons-learned-from-crowdsourcing-insights",4,{"title":910,"description":1014},"kennis\u002F10-lessons-learned-from-crowdsourcing-insights","5SCauxOJyUStHN5Ezm_XPre1RoxR3vDTJkskreppcPU",{"id":111,"title":112,"body":1024,"date":244,"description":245,"extension":246,"image":1115,"lang":249,"meta":1116,"navigation":251,"path":252,"readingTime":242,"seo":1117,"seoTitle":254,"stem":255,"__hash__":256},{"type":114,"value":1025,"toc":1113},[1026,1028,1030,1032,1038,1042,1044,1046,1054,1060,1068,1074,1082,1088,1096,1102,1111],[117,1027,119],{},[121,1029,124],{"id":123},[121,1031,128],{"id":127},[117,1033,1034,1036],{},[132,1035],{"alt":134,"src":135},[137,1037,134],{},[117,1039,1040,144],{},[137,1041,143],{},[117,1043,147],{},[117,1045,150],{},[152,1047,1048],{},[155,1049,1050,163],{},[137,1051,1052],{},[160,1053,162],{},[117,1055,1056,1058],{},[132,1057],{"alt":162,"src":168},[137,1059,162],{},[152,1061,1062],{},[155,1063,1064,180],{},[137,1065,1066],{},[160,1067,179],{},[117,1069,1070,1072],{},[132,1071],{"alt":179,"src":185},[137,1073,179],{},[152,1075,1076],{},[155,1077,1078,197],{},[137,1079,1080],{},[160,1081,196],{},[117,1083,1084,1086],{},[132,1085],{"alt":196,"src":202},[137,1087,196],{},[152,1089,1090],{},[155,1091,1092,214],{},[137,1093,1094],{},[160,1095,213],{},[117,1097,1098,1100],{},[132,1099],{"alt":213,"src":219},[137,1101,213],{},[117,1103,224,1104,228,1106],{},[137,1105,227],{},[230,1107,1109],{"href":232,"rel":1108},[234],[137,1110,232],{},[117,1112,239],{},{"title":241,"searchDepth":242,"depth":242,"links":1114},[],{"src":248,"alt":241},{},{"title":112,"description":245},{"id":1119,"title":1120,"body":1121,"date":244,"description":1246,"extension":246,"image":1247,"lang":249,"meta":1249,"navigation":251,"path":1250,"readingTime":242,"seo":1251,"seoTitle":254,"stem":1252,"__hash__":1253},"kennis_en\u002Fkennis\u002Fbecoming-a-human-organization---heroic-blog-series.md","HEROIC Model: Embracing Vulnerability & Authenticity",{"type":114,"value":1122,"toc":1242},[1123,1131,1140,1142,1146,1151,1154,1157,1167,1172,1182,1187,1197,1202,1212,1217,1227,1232,1237,1240],[295,1124,1126,1127,1130],{"id":1125},"becoming-a-human-organization","Becoming a ",[160,1128,1129],{},"H","uman Organization",[117,1132,1133,1134,1136,1137,1139],{},"Humanized Organizations accept human vulnerability. They accept the need to slow down sometimes,",[784,1135],{},"\nreleasing pressure and reconnecting to what is essential to individuals, organizations and society.",[784,1138],{},"\nHumble and authentic, they are aware of their potential limitations and address them.",[121,1141,124],{"id":123},[121,1143,1145],{"id":1144},"six-systemic-themes-emerged-from-this-dialogue-which-we-organized-under-the-acronym-heroic-or-human-empathetic-role-model-open-innovation-and-courage-today-i-am-going-to-discuss-the-first-human","Six systemic themes emerged from this dialogue, which we organized under the acronym ‘HEROIC’ or ‘Human, Empathetic, Role Model, Open, Innovation and Courage’.  Today, I am going to discuss the first – Human.",[117,1147,1148],{},[132,1149],{"alt":241,"src":1150},"\u002Fimages\u002Fkennis\u002Fbecoming-a-human-organization---heroic-b-1.png",[117,1152,1153],{},"How often have you been confronted with signs of your own vulnerability since the Covid crisis blew our way?  We are constantly confronted with new technologies and new ways of doing things. And we are forced more regularly to admit our own limitations. The ubiquitous Zoom call has forced us into each other’s lives in a novel and not always comfortable way.  We see the inside of our colleagues’ homes, and they see ours.  We hear (and often see) partners, children and pets.  We learn things about each other that in the pre-Covid business environment would have been unthinkable.",[117,1155,1156],{},"But, is this really a bad thing?  The 160 people we talked to did not seem to think so.  In fact, many see this enforced unveiling of everyone’s humanity as an opportunity moving forward.  The main themes that emerged were the following:",[152,1158,1159],{},[155,1160,1161,1166],{},[137,1162,1163],{},[160,1164,1165],{},"Accept the need to pause"," Accepting the need to slow down saves time in the end as it helps us to focus on the priorities and projects that matter. Feeling at ease with silence and connected to the present moment enriches human connection.",[117,1168,1169],{},[132,1170],{"alt":241,"src":1171},"\u002Fimages\u002Fkennis\u002Fbecoming-a-human-organization---heroic-b-2.png",[152,1173,1174],{},[155,1175,1176,1181],{},[137,1177,1178],{},[160,1179,1180],{},"Be Humble"," Being self-aware, experimenting more without fear of not being perfect, and being able to forgive make us human. It is ok to fail and try again.",[117,1183,1184],{},[132,1185],{"alt":241,"src":1186},"\u002Fimages\u002Fkennis\u002Fbecoming-a-human-organization---heroic-b-3.png",[152,1188,1189],{},[155,1190,1191,1196],{},[137,1192,1193],{},[160,1194,1195],{},"Accept Vulnerability"," Accepting and revealing vulnerability — being more aware of one’s own limitations and the limitations of the system — is a key step towards humanizing organizations.",[117,1198,1199],{},[132,1200],{"alt":241,"src":1201},"\u002Fimages\u002Fkennis\u002Fbecoming-a-human-organization---heroic-b-4.png",[152,1203,1204],{},[155,1205,1206,1211],{},[137,1207,1208],{},[160,1209,1210],{},"Be Authentic"," In humanized organizations, people feel they can be themselves — revealing who they are, accepting their true nature, being more authentic and demonstrating honesty.",[117,1213,1214],{},[132,1215],{"alt":241,"src":1216},"\u002Fimages\u002Fkennis\u002Fbecoming-a-human-organization---heroic-b-5.png",[152,1218,1219],{},[155,1220,1221,1226],{},[137,1222,1223],{},[160,1224,1225],{},"Value People"," Creating a people-centered world, valuing people as connected human beings, not just human resources, respecting people and caring for their needs are at the heart of the heroic organization.",[117,1228,1229],{},[132,1230],{"alt":241,"src":1231},"\u002Fimages\u002Fkennis\u002Fbecoming-a-human-organization---heroic-b-6.png",[117,1233,1234],{},[132,1235],{"alt":241,"src":1236},"\u002Fimages\u002Fkennis\u002Fbecoming-a-human-organization---heroic-b-7.png",[117,1238,1239],{},"Clearly, in spite of all the difficulties it has brought, the Covid crisis has provided us with a mirror in which to see ourselves and learn while moving forward.  HEROIC organizations allow us to be ourselves, to be human, to make mistakes.",[117,1241,239],{},{"title":241,"searchDepth":242,"depth":242,"links":1243},[1244],{"id":1125,"depth":242,"text":1245},"Becoming a Human Organization","Humanized Organizations accept human vulnerability. They accept the need to slow down sometimes,releasing pressure and reconnecting to what is essential to individuals…",{"src":1248,"alt":241},"\u002Fimages\u002Fkennis\u002Fbecoming-a-human-organization---heroic-b-cover.png",{},"\u002Fkennis\u002Fbecoming-a-human-organization-heroic-blog-series",{"title":1120,"description":1246},"kennis\u002Fbecoming-a-human-organization---heroic-blog-series","yX_lykbp2lGqvKeuYQnVHRAzXXVOAsjhmYJzytupqoc",{"id":1255,"title":1256,"body":1257,"date":244,"description":1369,"extension":246,"image":1370,"lang":249,"meta":1372,"navigation":251,"path":1373,"readingTime":242,"seo":1374,"seoTitle":254,"stem":1375,"__hash__":1376},"kennis_en\u002Fkennis\u002Fbecoming-an-empathetic-organization---heroic-blog-series.md","Building Emotionally Mature Organizations with HEROIC",{"type":114,"value":1258,"toc":1367},[1259,1262,1264,1268,1273,1276,1283,1293,1298,1308,1313,1323,1328,1338,1343,1348,1351,1354,1365],[117,1260,1261],{},"EMPATHETIC, CARING ORGANIZATIONS are emotionally and socially mature. People-centric, they create a healthy safe space (both mentally and physically) in which people can fully participate. They welcome emotions and demonstrate empathy, compassion and solidarity.",[121,1263,124],{"id":123},[121,1265,1267],{"id":1266},"six-systemic-themes-emerged-from-this-dialogue-which-we-organized-under-the-acronym-heroic-or-human-empathetic-role-model-open-innovation-and-courage-today-i-am-going-to-discuss-the-second-empathetic","Six systemic themes emerged from this dialogue, which we organized under the acronym ‘HEROIC’ or ‘Human, Empathetic, Role Model, Open, Innovation and Courage’.  Today, I am going to discuss the second – Empathetic.",[117,1269,1270],{},[132,1271],{"alt":241,"src":1272},"\u002Fimages\u002Fkennis\u002Fbecoming-an-empathetic-organization---he-1.png",[117,1274,1275],{},"In my previous blog, I discussed how the challenges of doing business in the Covid era have forced many of us to recognize our own and others’ humanity and vulnerability.  In a sense, this has had a ripple-down effect on how we interact with each other and greatly increased the empathy we show to one another.  And this is a good thing.",[117,1277,1278,1279,1282],{},"To quote Carl Rogers –“a high degree of empathy…is possibly ",[137,1280,1281],{},"the"," most potent and certainly one of the most potent factors in bringing about change and learning.” * The 160 people we talked to seemed to agree with this way of thinking.  Many want to see the heightened sense of listening and trust – the empathy we have been showing to each other – to continue going forward.  The main themes that emerged were the following:",[152,1284,1285],{},[155,1286,1287,1292],{},[137,1288,1289],{},[160,1290,1291],{},"Create a Safe Space"," Transparent and trust-based ecosystems — caring organizations know what physical and psychological safety means.",[117,1294,1295],{},[132,1296],{"alt":241,"src":1297},"\u002Fimages\u002Fkennis\u002Fbecoming-an-empathetic-organization---he-2.png",[152,1299,1300],{},[155,1301,1302,1307],{},[137,1303,1304],{},[160,1305,1306],{},"Create Dialogues and Listen"," Caring organizations listen to input from the whole organization and allow freedom of expression. They encourage creative dialogues that generate ideas, which can become collective creative actions. Caring organizations serve a community of people and ask them what they need.",[117,1309,1310],{},[132,1311],{"alt":241,"src":1312},"\u002Fimages\u002Fkennis\u002Fbecoming-an-empathetic-organization---he-3.png",[152,1314,1315],{},[155,1316,1317,1322],{},[137,1318,1319],{},[160,1320,1321],{},"Demonstrate Compassion"," Caring means showing patience, compassion and empathy to each other. Treating people with kindness and generosity, caring organizations promote wellness and solidarity among all the stakeholders.",[117,1324,1325],{},[132,1326],{"alt":241,"src":1327},"\u002Fimages\u002Fkennis\u002Fbecoming-an-empathetic-organization---he-4.png",[152,1329,1330],{},[155,1331,1332,1337],{},[137,1333,1334],{},[160,1335,1336],{},"Develop Emotional and Social Maturity"," Caring organizations feel totally at ease with emotions. They create a socially mature environment with a high degree of emotional intelligence where thinking, feeling and acting merge freely in daily business life.",[117,1339,1340],{},[132,1341],{"alt":241,"src":1342},"\u002Fimages\u002Fkennis\u002Fbecoming-an-empathetic-organization---he-5.png",[117,1344,1345],{},[132,1346],{"alt":241,"src":1347},"\u002Fimages\u002Fkennis\u002Fbecoming-an-empathetic-organization---he-6.png",[117,1349,1350],{},"The Covid crisis has forced us to rely on each other in new ways and find new ways of working in teams. These findings demonstrate that the kindness, empathy and understanding we have shown to each other in this remarkable period is something that people want to hang onto going forward.",[117,1352,1353],{},"In my next blog, I will discuss the third theme of HEROIC organizations – being a Role Model.",[117,1355,1356,1357,1360,1361,1364],{},"* Rogers, C. (1975). Empathic: An unappreciated way of being. ",[137,1358,1359],{},"The Counseling psychologist",", ",[137,1362,1363],{},"5","(2), 2-10.",[117,1366,239],{},{"title":241,"searchDepth":242,"depth":242,"links":1368},[],"Empathetic and caring organizations are emotionally and socially mature.",{"src":1371,"alt":241},"\u002Fimages\u002Fkennis\u002Fbecoming-an-empathetic-organization---he-cover.png",{},"\u002Fkennis\u002Fbecoming-an-empathetic-organization-heroic-blog-series",{"title":1256,"description":1369},"kennis\u002Fbecoming-an-empathetic-organization---heroic-blog-series","HErwdhaYEXrPCyzqCVMm0XmbJvNejFUICpbmwxEdbuo",{"id":1378,"title":1379,"body":1380,"date":244,"description":1467,"extension":246,"image":1468,"lang":249,"meta":1470,"navigation":251,"path":1471,"readingTime":242,"seo":1472,"seoTitle":254,"stem":1473,"__hash__":1474},"kennis_en\u002Fkennis\u002Fbecoming-an-innovative-organization--heroic-blog-series.md","Fostering Innovation in HEROIC Organizations",{"type":114,"value":1381,"toc":1465},[1382,1385,1387,1391,1399,1406,1409,1419,1426,1436,1443,1453,1460,1463],[117,1383,1384],{},"INNOVATIVE ORGANIZATIONS are agile and adaptive.  They understand that technology enables proximity even at physical distance. Human interconnectedness can accelerate change and promote innovation.",[121,1386,124],{"id":123},[121,1388,1390],{"id":1389},"six-systemic-themes-emerged-from-this-dialogue-which-we-organized-under-the-acronym-heroic-or-human-empathetic-role-model-open-innovation-and-courage-today-i-am-going-to-discuss-the-fifth-being-innovative","Six systemic themes emerged from this dialogue, which we organized under the acronym ‘HEROIC’ or ‘Human, Empathetic, Role Model, Open, Innovation and Courage’.  Today, I am going to discuss the fifth – being innovative.",[117,1392,1393,1397],{},[132,1394],{"alt":1395,"src":1396},"Aspects of an innovative organisation","\u002Fimages\u002Fkennis\u002Fbecoming-an-innovative-organization--her-1.png",[137,1398,1395],{},[117,1400,1401,1402,1405],{},"The Covid crisis has forced us to master new skills at a faster pace than ever before.  As the ",[160,1403,1404],{},"May 2020 Barrett Values Centre survey"," showed, transformation that normally would have taken 5-7 years seemed to happen in just 6 weeks.  An MITSloan Management Review article also discussed this ‘ultrafast’ innovation.  To deal with the pandemic companies need to repurpose technologies and experiment with new technologies.  This, in turn requires a higher level of collaboration than ever before (von Krogh, G., Kucukkeles, B. and Ben-Menahem, S.M., 2020)*",[117,1407,1408],{},"Our 160 participants also talked about the impact of Covid-19 on innovation.  The main themes that emerged were the following:",[152,1410,1411],{},[155,1412,1413,1418],{},[137,1414,1415],{},[160,1416,1417],{},"Accelerate Change","  Innovative, agile organizations know that when people work together change can take place quickly. (And there is no better evidence than what happened during the Great Pause this spring.) They foster the emergence of a self-organized community that allows them to speed up and adapt faster. They embrace the idea that “change is constant” and can be fun.",[117,1420,1421,1424],{},[132,1422],{"alt":1417,"src":1423},"\u002Fimages\u002Fkennis\u002Fbecoming-an-innovative-organization--her-2.png",[137,1425,1417],{},[152,1427,1428],{},[155,1429,1430,1435],{},[137,1431,1432],{},[160,1433,1434],{},"Foster Connectivity","  Innovative, adaptive organizations develop new ways of collaboration based on human and digital interconnectedness. Thanks to the Great Pause in the spring, virtual relationships are appreciated more than ever, and it seems that geographical borders have faded or become less important.",[117,1437,1438,1441],{},[132,1439],{"alt":1434,"src":1440},"\u002Fimages\u002Fkennis\u002Fbecoming-an-innovative-organization--her-3.png",[137,1442,1434],{},[152,1444,1445],{},[155,1446,1447,1452],{},[137,1448,1449],{},[160,1450,1451],{},"Applaud Resilience and the Creativity it Engenders","   Drowned in the ambiguity and complexity of the Great Pause, organizations found themselves confronted with a blank page on which they needed to draw new ways forward. This unleashed limitless creativity and allowed them to adapt and transform. This resilience should be maintained.",[117,1454,1455,1458],{},[132,1456],{"alt":1451,"src":1457},"\u002Fimages\u002Fkennis\u002Fbecoming-an-innovative-organization--her-4.png",[137,1459,1451],{},[117,1461,1462],{},"Innovation is not new.  But in the new Covid-19 world, it seems to have become more the norm than the exception.  Our participants saw this surge in innovation as a positive and something that should be built upon moving forward.",[117,1464,239],{},{"title":241,"searchDepth":242,"depth":242,"links":1466},[],"innovative organizations are agile and adaptive.",{"src":1469,"alt":241},"\u002Fimages\u002Fkennis\u002Fbecoming-an-innovative-organization--her-cover.png",{},"\u002Fkennis\u002Fbecoming-an-innovative-organization-heroic-blog-series",{"title":1379,"description":1467},"kennis\u002Fbecoming-an-innovative-organization--heroic-blog-series","VuFXMJoUGfw9MM5zcLY8zNeux07CnQhKpV6DiWEcgwk",{"id":1476,"title":1477,"body":1478,"date":244,"description":1577,"extension":246,"image":1578,"lang":249,"meta":1580,"navigation":251,"path":1581,"readingTime":242,"seo":1582,"seoTitle":254,"stem":1583,"__hash__":1584},"kennis_en\u002Fkennis\u002Fbecoming-an-open-organization--heroic-blog-series.md","HEROIC Model: Enabling Personal and Team Growth",{"type":114,"value":1479,"toc":1575},[1480,1485,1487,1490,1495,1505,1508,1518,1523,1533,1538,1548,1553,1558,1561,1573],[117,1481,1482],{},[160,1483,1484],{},"OPEN, LEARNING ORGANIZATIONS enable the emergence of motivated communities where members continuously coach each other, transform and develop themselves. They are trust-based ecosystems where people feel comfortable to listen to and learn from each other.",[117,1486,124],{},[117,1488,1489],{},"Six systemic themes emerged from this dialogue, which we organized under the acronym ‘HEROIC’ or ‘Human, Empathetic, Role Model, Open, Innovation and Courage’.  Today, I am going to discuss the fourth – being open.",[117,1491,1492],{},[132,1493],{"alt":241,"src":1494},"\u002Fimages\u002Fkennis\u002Fbecoming-an-open-organization--heroic-bl-1.png",[117,1496,1497,1498,228,1501,1504],{},"In thinking about this blog, I came across a Harvard Business review article on creating a learning environment that begins as follows:  “",[137,1499,1500],{},"Technology is disrupting every industry and area of life, and work is no exception….",[137,1502,1503],{},"As a result, there is now a premium on … the desire and ability to quickly grow and adapt one’s skill set to remain employable.”","  (Chamorro-Premuzic and Bersin, 2018)*.  It occurred to me that by substituting ‘Covid 19’ for the word ‘technology’, one would have an almost perfect description of the past 7 months’ experience. The Covid crisis has forced all of us to master new skills, both technical and other, that many of us had never even considered before.  It has required us to listen to and learn from each other in a way we have never before experienced.",[117,1506,1507],{},"The value of this newfound openness to learning was not lost on our 160 participants.  They clearly see the value of an open, learning environment going forward.  The main themes that emerged were the following:",[152,1509,1510],{},[155,1511,1512,1517],{},[137,1513,1514],{},[160,1515,1516],{},"Ask rather than Tell","  Good at engaging, co-creating, and dialoguing on a large scale, learning organizations naturally foster coaching culture. An “ask rather than tell” style enables meaningful dialogues supporting self-development where people coach others with love and respect.",[117,1519,1520],{},[132,1521],{"alt":241,"src":1522},"\u002Fimages\u002Fkennis\u002Fbecoming-an-open-organization--heroic-bl-2.png",[152,1524,1525],{},[155,1526,1527,1532],{},[137,1528,1529],{},[160,1530,1531],{},"Create a Learning Community","  Learning organizations establish a feedback culture and have a great capacity to share knowledge at all levels of the organization. Becoming a living learning community, they enable people to help each other to constantly grow and adapt.",[117,1534,1535],{},[132,1536],{"alt":241,"src":1537},"\u002Fimages\u002Fkennis\u002Fbecoming-an-open-organization--heroic-bl-3.png",[152,1539,1540],{},[155,1541,1542,1547],{},[137,1543,1544],{},[160,1545,1546],{},"Encourage Personal Development","   Learning organizations invest in self-awareness and self-improvement. These are the pillars of a collective awareness that organizations do not transform, people do.",[117,1549,1550],{},[132,1551],{"alt":241,"src":1552},"\u002Fimages\u002Fkennis\u002Fbecoming-an-open-organization--heroic-bl-4.png",[117,1554,1555],{},[132,1556],{"alt":241,"src":1557},"\u002Fimages\u002Fkennis\u002Fbecoming-an-open-organization--heroic-bl-5.png",[117,1559,1560],{},"The value of a learning environment is not a new concept, but at the time the HBS article was written, only about 10% of companies had achieved this (Chamorro-Premuzic and Bersin).  However, the Covid Crisis has demonstrated not only the value of an open, learning environment but also how quickly this environment can be fostered when there is a need.   It has forced us to listen to each other more carefully and to learn from each other.  And that is something to take with us into the post-Covid era.",[117,1562,1563,1564,228,1567],{},"* Chamorro-Premuzic, T. & Bersin, J. (2018).  4 Ways to Create a Learning Culture on Your Team. ",[137,1565,1566],{},"Harvard Business Review, July, 12.",[230,1568,1571],{"href":1569,"rel":1570},"https:\u002F\u002Fhbr.org\u002F2018\u002F07\u002F4-ways-to-create-a-learning-culture-on-your-team",[234],[137,1572,1569],{},[117,1574,239],{},{"title":241,"searchDepth":242,"depth":242,"links":1576},[],"Open, learning organizations enable the emergence of motivated communities where members continuously coach each other, transform and develop themselves.",{"src":1579,"alt":241},"\u002Fimages\u002Fkennis\u002Fbecoming-an-open-organization--heroic-bl-cover.png",{},"\u002Fkennis\u002Fbecoming-an-open-organization-heroic-blog-series",{"title":1477,"description":1577},"kennis\u002Fbecoming-an-open-organization--heroic-blog-series","FCehAXmmO5kQgj0RzgCT3MU50rXAdJpYjijVOIU6X6s",{"id":1586,"title":1587,"body":1588,"date":244,"description":1688,"extension":246,"image":1689,"lang":249,"meta":1691,"navigation":251,"path":1692,"readingTime":655,"seo":1693,"seoTitle":254,"stem":1694,"__hash__":1695},"kennis_en\u002Fkennis\u002Fengagement-surveys-not-quite-there-yet.md","Why Engagement Surveys Fall Short and How to Fix Them",{"type":114,"value":1589,"toc":1683},[1590,1596,1604,1608,1611,1614,1618,1621,1624,1627,1632,1659,1663,1666,1677,1681],[117,1591,1592,1593,1595],{},"For the past twenty years employee opinion surveys have  been going through a steady evolution.",[784,1594],{},"\nFirst there were satisfaction surveys, which today have evolved into engagement surveys. It’s a necessary metric in the classical HR dashboard, but usually it doesn’t do what it’s supposed to. Engagement surveys give us a multitude of numbers for different departments, business units, etc. But most of the time you’ll see that the results don’t really differ, or worse, don’t really matter.",[117,1597,239,1598,1600,1603],{},[784,1599],{},[160,1601,1602],{},"A reason"," for this is the top-down approach embedded in HR. Existing solutions and processes are often used to control problems.",[279,1605,1607],{"id":1606},"synthetron-does-it-differently","Synthetron does it differently",[117,1609,1610],{},"This is where Synthetron works in a different way. Starting from past results, we set up meaningful discussions guided bottom-up by the employees themselves. Through an intelligent online  tool that enables large groups of people (> 1000) to partake in simultaneous real-time dialogue, it becomes possible to explore  solutions to problems, search for common ground and reflect on the current situation.",[117,1612,1613],{},"The methodology is based on the concept of ‘the wisdom of crowds’ by J. Surowiecki. The beauty of this is that every individual participant is talking to and exchanging ideas with a small group of people. This makes the whole conversation more manageable. The software then makes sure that this small group of people is connected to the larger group.",[279,1615,1617],{"id":1616},"case-fmcg","Case: FMCG",[117,1619,1620],{},"A multinational FMCG was having trouble with the results of their engagement survey, which showed an apparent unhappiness with growth opportunities (even though there was a ‘corporate university’) and a whole slew of low scores that were hard to interpret or even connect.",[117,1622,1623],{},"The functional manager asked to set up a discussion with the whole (worldwide) development department  in which the role of the employee, organization and manager were discussed. The discussion resulted immediately in a list of ideas that were supported by the whole group. Also some old hypotheses  that had been posited time and time again after each engagement survey were disproved, e.g.: ‘unhappy with the development opportunities’, ‘not knowing the corporate university’.",[117,1625,1626],{},"The discussion showed how people knew about such opportunities and wanted to take advantage of  them, but were unable to because of the constant high work pressure (and changes). They felt like they never had the time. In other words: the development trajectories were viewed as something theoretical, and not something people could actually do.",[117,1628,1629],{},[160,1630,1631],{},"Now what did this discussion yield?",[152,1633,1634,1639,1644,1649,1654],{},[155,1635,1636],{},[160,1637,1638],{},"First of all a clear and open gesture of appreciation towards the team and the whole department in its professionalism, drive and goals.",[155,1640,1641],{},[160,1642,1643],{},"The insight that a new information campaign wouldn’t improve the engagement survey results.",[155,1645,1646],{},[160,1647,1648],{},"The insight that employees want to be involved and can do more than complain",[155,1650,1651],{},[160,1652,1653],{},"A list of clear changes in working conditions, new instruments, etc. to work better remotely",[155,1655,1656],{},[160,1657,1658],{},"And finally, and most importantly: an open and honest dialogue between management and employees on ‘our ways of working’.",[279,1660,1662],{"id":1661},"synthetron-enables-organisations-to-listen-in-a-clever-way","Synthetron enables  organisations to “listen in a clever way”",[117,1664,1665],{},"The above case is representative for the advantages Synthetron offers as an online discussion method.",[152,1667,1668,1671,1674],{},[155,1669,1670],{},"The employees are really heard and experience this. It’s not just a meeting, it’s more of an intervention.",[155,1672,1673],{},"The engagement of the employees increases significantly",[155,1675,1676],{},"It generates a solution provided by the employees",[709,1678,1680],{"id":1679},"in-short-a-synthetron-discussion-is-a-process-in-which-an-organisation-cleverly-listens-to-its-employees-and-helps-them-think-ahead-beyond-the-engagement-survey-results","In short: a Synthetron discussion is a process in which an organisation cleverly listens to its employees and helps them think ahead, beyond the engagement survey results",[117,1682,239],{},{"title":241,"searchDepth":242,"depth":242,"links":1684},[1685,1686,1687],{"id":1606,"depth":655,"text":1607},{"id":1616,"depth":655,"text":1617},{"id":1661,"depth":655,"text":1662},"Engagement surveys usually it don’t do what it’s supposed to.",{"src":1690,"alt":241},"\u002Fimages\u002Fkennis\u002Fengagement-surveys-not-quite-there-yet-cover.jpg",{},"\u002Fkennis\u002Fengagement-surveys-not-quite-there-yet",{"title":1587,"description":1688},"kennis\u002Fengagement-surveys-not-quite-there-yet","As_e7UXSg8Uup3IRktSrwoVCUZXqOPtutONggzZhC7k",{"id":1697,"title":1698,"body":1699,"date":244,"description":1739,"extension":246,"image":1740,"lang":249,"meta":1742,"navigation":251,"path":1743,"readingTime":242,"seo":1744,"seoTitle":254,"stem":1745,"__hash__":1746},"kennis_en\u002Fkennis\u002Fgetting-agile.md","Getting Agile: Reflections on the Think Tank results",{"type":114,"value":1700,"toc":1735},[1701,1705,1710,1713,1716,1719,1722,1726,1729,1732],[279,1702,1704],{"id":1703},"reflections-on-the-business-think-tank-results","Reflections on the Business Think Tank results",[117,1706,1707],{},[137,1708,1709],{},"The Synthetron team recently organised a business think tank session on the subject of Business Agility, defined for the session as the ability to react quickly to change.The session gave me pause to reflect, not least about my own agility.",[117,1711,1712],{},"Most of us started the session thinking that more agility would be a good thing. We have read the stories about the modern technology companies who seem to be able to create and implement new business models in a few weeks, and most of us have seen our own companies struggle to do very much at all in that timescale.",[117,1714,1715],{},"People in the conversation also had a good idea what an agile environment would feel like. We’d be able to get decisions and take risks and make mistakes. There would be a lot of listening and learning, and not much bureaucracy. Things would feel small and fresh.",[117,1717,1718],{},"But then we were asked to think about what first steps would help make our environment more agile, and what KPI an “agility czar” might be judged against. This was harder. The energy in the discussion increased, but there were few synthetrons and more disagreement. It was generally agreed that attitudes and behaviours would be key. Somehow we would have to demonstrate trust and empowerment, and engage and listen more. But how?",[117,1720,1721],{},"There were plenty of interesting thoughts. Someone made a connection between agility and relentless performance management: if we are all given strict tasks and targets and judged against these, we might have less incentive (and less time) to react to what we see changing around us. That felt credible, and also disturbing: surely intense performance management is a good thing?",[295,1723,1725],{"id":1724},"sacrifices-for-agility","Sacrifices for Agility",[117,1727,1728],{},"Why was agility seen as so desirable, but so little seemed to be available to practically achieve it? The menu for everyone in the discussion would be quite different. And there might be wider messages available too.",[117,1730,1731],{},"The comment about performance management got me thinking. Perhaps other well-established practices also come at the expenses of agility. Many of us have endured attempts by our companies to become bigger, to harmonize practice, converge regions and demand standardisation. That is hardly likely to support agility – not only is personal initiative downplayed in favour of conformance, but also decision chains get slower and more complex. In my own career, I’m convinced I’ve seen more diseconomies of scale than I have economies, and every time I’ve been part of a standardisation programmes I think it has made things worse – at great expense and great distraction from the customer. Mergers are even worse.",[117,1733,1734],{},"Who wins from all these so-called good practices? Winners include managers who love predictability and control, and people looking to build senior careers in service functions like finance. Power hungry CEO’s can see the allure. Weak management teams can create distraction from losing to their competitors.",{"title":241,"searchDepth":242,"depth":242,"links":1736},[1737,1738],{"id":1703,"depth":655,"text":1704},{"id":1724,"depth":242,"text":1725},"The Synthetron team recently organised a business think tank session on the subject of Business Agility, defined for the session as the ability to react quickly to change.",{"src":1741,"alt":241},"\u002Fimages\u002Fkennis\u002Fgetting-agile-cover.jpg",{},"\u002Fkennis\u002Fgetting-agile",{"title":1698,"description":1739},"kennis\u002Fgetting-agile","AFaiYweJeEsTINiGx3YU9xuyUOCzt_NiCa8evl3MmNU",{"id":1748,"title":1749,"body":1750,"date":244,"description":1829,"extension":246,"image":1830,"lang":249,"meta":1832,"navigation":251,"path":1833,"readingTime":242,"seo":1834,"seoTitle":254,"stem":1835,"__hash__":1836},"kennis_en\u002Fkennis\u002Forganizations-as-role-models---heroic-blog-series.md","HEROIC Organizations as Global Role Models",{"type":114,"value":1751,"toc":1827},[1752,1755,1757,1761,1766,1769,1772,1782,1787,1797,1802,1812,1817,1822,1825],[117,1753,1754],{},"EXEMPLARY ORGANIZATIONS engage all stakeholders in co-authoring a higher and more meaningful purpose. Operating from love and respect rather than fear-based consciousness, they reorganize society according to human and planet well-being.",[121,1756,124],{"id":123},[121,1758,1760],{"id":1759},"six-systemic-themes-emerged-from-this-dialogue-which-we-organized-under-the-acronym-heroic-or-human-empathetic-role-model-open-innovation-and-courage-today-i-am-going-to-discuss-the-third-acting-as-a-role-model","Six systemic themes emerged from this dialogue, which we organized under the acronym ‘HEROIC’ or ‘Human, Empathetic, Role Model, Open, Innovation and Courage’.  Today, I am going to discuss the third – acting as a role model.",[117,1762,1763],{},[132,1764],{"alt":241,"src":1765},"\u002Fimages\u002Fkennis\u002Forganizations-as-role-models---heroic-bl-1.png",[117,1767,1768],{},"Less time commuting + less time at lunch + less time at the water cooler = more time to think about what we are doing and why.  Are we working just to make money and sell products or can we work together to also add value to our community and the environment?  Is it not time to translate our values into deeds?",[117,1770,1771],{},"The 160 people we spoke to apparently had spent quite a bit of time on thoughts like these, and many had come to the conclusion that it was time to ‘walk the talk’ and lead by values.  The main themes that emerged were the following:",[152,1773,1774],{},[155,1775,1776,1781],{},[137,1777,1778],{},[160,1779,1780],{},"Co-author a Higher Purpose"," Exemplary organizations engage all stakeholders in co-authoring a meaningful higher purpose – discovering their reason for being and their contribution to the world. They are connected to their purpose and values, and they make choices grounded on the broader idea of the common good.",[117,1783,1784],{},[132,1785],{"alt":241,"src":1786},"\u002Fimages\u002Fkennis\u002Forganizations-as-role-models---heroic-bl-2.png",[152,1788,1789],{},[155,1790,1791,1796],{},[137,1792,1793],{},[160,1794,1795],{},"Lead with Values (not just numbers)","  Value-driven leadership implies a higher level of awareness and a walk-the-talk mindset. Leading with values (not just numbers) means leading from the heart as well as from the head.",[117,1798,1799],{},[132,1800],{"alt":241,"src":1801},"\u002Fimages\u002Fkennis\u002Forganizations-as-role-models---heroic-bl-3.png",[152,1803,1804],{},[155,1805,1806,1811],{},[137,1807,1808],{},[160,1809,1810],{},"Act as Exemplary Global Citizen","  Exemplary organizations are citizens of the world and acknowledge their role in promoting human wellbeing and protect the planet. They are committed not to harm biodiversity and to use natural resources wisely.",[117,1813,1814],{},[132,1815],{"alt":241,"src":1816},"\u002Fimages\u002Fkennis\u002Forganizations-as-role-models---heroic-bl-4.png",[117,1818,1819],{},[132,1820],{"alt":241,"src":1821},"\u002Fimages\u002Fkennis\u002Forganizations-as-role-models---heroic-bl-5.png",[117,1823,1824],{},"The Covid crisis has given us more time for reflection — for thinking about the purpose and impact of the work we do.  These findings demonstrate that many people see an opportunity to move away from leading by numbers and output to leading by values and contributing to the betterment of society.",[117,1826,239],{},{"title":241,"searchDepth":242,"depth":242,"links":1828},[],"Exemplary organisations engage all stakeholders in co-authoring a higher and more meaningful purpose.",{"src":1831,"alt":241},"\u002Fimages\u002Fkennis\u002Forganizations-as-role-models---heroic-bl-cover.png",{},"\u002Fkennis\u002Forganizations-as-role-models-heroic-blog-series",{"title":1749,"description":1829},"kennis\u002Forganizations-as-role-models---heroic-blog-series","uhNNqUpmNT_491WiHE9zzVb9lu74Nx2dAXW8XP2j8lg",{"id":1838,"title":1839,"body":1840,"date":244,"description":1939,"extension":246,"image":1940,"lang":249,"meta":1942,"navigation":251,"path":1943,"readingTime":655,"seo":1944,"seoTitle":254,"stem":1945,"__hash__":1946},"kennis_en\u002Fkennis\u002Fwhen-looking-for-wisdom-avoid-the-fast-thinking-trap-ask-slow-thinking-questions.md","Asking Good Questions: Avoiding Fast Thinking Pitfalls",{"type":114,"value":1841,"toc":1937},[1842,1847,1850,1853,1856,1861,1876,1879,1884,1895,1900,1915,1918,1929,1932,1935],[117,1843,1844],{},[160,1845,1846],{},"Ask good questions and generate intelligent insights.",[117,1848,1849],{},"The biggest revelation we had from the last 10 years of hosting online crowdsource dialogues (1) with employees for organisations is that a single word in a good question can make all the difference!",[117,1851,1852],{},"When there are 100 people online for one hour, a badly posed question would waste 700 valuable brain-minutes and an opportunity to learn would be lost. On the other hand, posing good questions generates energy, stimulating all participants to join the conversation. A good question touches hearts and minds. Most importantly a good question uncovers valuable actionable insights and creates highly engaged participants.",[117,1854,1855],{},"Key to formulating a good question is knowing what you are looking for. What type of answers are useful and valuable? What type of thinking do you want to promote with respondents? When you are looking for wisdom you need to ask “slow-thinking” questions.",[117,1857,1858],{},[160,1859,1860],{},"Avoid the “fast-thinking” trap.",[117,1862,1863,1864,1867,1868,1871,1872,1875],{},"We all intuitively know that there are two types of questions, those that are easy to answer and those that require you to think and reflect before answering. Nobel prize winner, Daniel Kahneman pointed out in his seminal work, Thinking Fast and Slow, that people use two types of brains to answer a question. First there is the more primitive reflex brain that stimulates “",[137,1865,1866],{},"fast-thinking","”. It is superfast, thinks instantly and operates from the here and now. It uses instinct, patterns, biases and analogies. This ",[137,1869,1870],{},"reflex brain"," is a great engine we use all the time to find quick answers to day to day questions such as “can I cross the street now?”. The other is the reflecting brain. This is “",[137,1873,1874],{},"slow-thinking","” and needs to be prompted and activated. It helps us to think thoroughly, more in the abstract and systemically. We probably all recognise situations where we needed to create the conditions – white space, a shower, a walk – to concentrate so as to be able to think something through. This is when you want to tap into the deep slow-thinking capacity of your reflecting brain",[117,1877,1878],{},"Daniel Kahneman points out that human brains are fundamentally lazy and prefer using their fast reflex brain to quickly answer questions. This means that when hearing a question, the fast brain tends to take over and formulate an answer. On top of that, as he explains, the fast brain is prone to many biases. If you are seeking wisdom or profound advice from a person or group of people, your question needs to trigger their slow-thinking (reflective) brain. Remember the slow-thinking brain is lazy and will only start the deep thinking if prompted. So, when you are seeking wisdom avoid the fast-thinking trap. and formulate slow-thinking questions",[117,1880,1881],{},[160,1882,1883],{},"Slow-thinking-questions vs. fast-thinking-questions",[117,1885,1886,1887,1890,1891,1894],{},"The image below helps to understand the difference ",[137,1888,1889],{},"slow-thinking-questions"," and ",[137,1892,1893],{},"fast-thinking-questions",". All questions seek feedback on the value of a conference participation. The specific formulation of each questions on the left triggers a different thinking and emotional process illustrated to the right. See how more slow-thinking triggering questions (lower left) induce deeper thinking, stimulating the reflecting brain.",[117,1896,1897],{},[132,1898],{"alt":241,"src":1899},"\u002Fimages\u002Fkennis\u002Fwhen-looking-for-wisdom-avoid-the-fast-t-1.jpeg",[512,1901,1902,1909],{},[155,1903,1904,1905,1908],{},"Asking a ",[137,1906,1907],{},"fast brain"," question like, “How satisfied are you about conference X?” will induce the fast brain to instantly collect a quick answer by collecting reflexes and feelings of joy or boredom. The fast brain will generate an answer to: “Did I like this conference?” It’s a quick, top of mind answer.",[155,1910,1904,1911,1914],{},[137,1912,1913],{},"slow brain"," question such as “What did you learn at conference X?” will request the slow brain to start working: one has to remember what information was shared, compare this with their current knowledge, evaluate the new information and its value, and make a conclusion. This is a very different thinking journey!",[117,1916,1917],{},"Asking slow thinking questions cannot happen without creating the right environment. One where there is:",[152,1919,1920,1923,1926],{},[155,1921,1922],{},"a safe space to speak up",[155,1924,1925],{},"an enquirer who is respectful and sincerely interested",[155,1927,1928],{},"a question phrased to give energy and fit into the flow of the dialogue.",[117,1930,1931],{},"Knowing what type of outcome you looking for determines the choice between a slow or a fast-thinking question. Are “top of mind perceptions” valuable or do you want to get deeper wisdom?",[117,1933,1934],{},"You can easily test the slow or fast thinking level of your question by answering it yourself. You will discover if you are using the instant “fast-thinking” or need more time using the “slow-thinking” part of your brain.",[117,1936,239],{},{"title":241,"searchDepth":242,"depth":242,"links":1938},[],"Key to formulating a good question is knowing what you are looking for.",{"src":1941,"alt":241},"\u002Fimages\u002Fkennis\u002Fwhen-looking-for-wisdom-avoid-the-fast-t-cover.jpg",{},"\u002Fkennis\u002Fwhen-looking-for-wisdom-avoid-the-fast-thinking-trap-ask-slow-thinking-questions",{"title":1839,"description":1939},"kennis\u002Fwhen-looking-for-wisdom-avoid-the-fast-thinking-trap-ask-slow-thinking-questions","OpRJwe8sO8CX3Tw_QaXHAAmT2eMUYJZYTrLEBSxhD3E",{"id":1948,"title":1949,"body":1950,"date":2033,"description":2034,"extension":246,"image":2035,"lang":249,"meta":2037,"navigation":251,"path":2038,"readingTime":242,"seo":2039,"seoTitle":254,"stem":2040,"__hash__":2041},"kennis_en\u002Fkennis\u002Fwhat-tool-can-you-use-to-facilitate-interactive-dialogues-with-big-groups-of-people.md","What tool can you use to facilitate interactive dialogues with big groups of people?",{"type":114,"value":1951,"toc":2031},[1952,1957,1965,1968,1971,1977,1983,1988,2002,2008,2016,2029],[117,1953,1954],{},[160,1955,1956],{},"Big organizations can’t be managed without intense interaction. But sometimes, due to circumstances related to health care issues, cost cuttings or simply to run your environmental agenda, going virtual is the better option. But, what tool can you use to facilitate interactive dialogues with big groups of people?",[117,1958,1959,1963],{},[132,1960],{"alt":1961,"src":1962},"Infographic on online interactions and dialogues","\u002Fimages\u002Fkennis\u002Fwhat-tool-can-you-use-to-facilitate-inte-1.png",[137,1964,1961],{},[117,1966,1967],{},"Of course, this is a virtual social interaction, not physical. But, does that mean your collaboration efforts are lessened? Not necessarily. Your teams can collaborate even more effectively, given you have the right tools at hand.",[117,1969,1970],{},"Let’s think beyond your standard videoconferencing tool. The relevant answer today for groups of 10 and more are well moderated interactive dialogues, offering everyone the chance to make his\u002Fher voice heard. a tool that ensures an Active and engaging experience of idea confrontation. Everyone can “speak” and “be listened to”.",[117,1972,1973,1976],{},[160,1974,1975],{},"What we offer: An efficient and engaging e-dialogue platform,","  that can easily be used alongside a videoconferencing tool for business solutions for up to 1000 participants.",[117,1978,1979,1980],{},"Letting participants write, evaluate and create a list of best ideas, ",[160,1981,1982],{},"in real time!",[117,1984,1985],{},[160,1986,1987],{},"What is so special?",[152,1989,1990,1993,1996,1999],{},[155,1991,1992],{},"It works from any location: Participants only need a device like PC\u002FLaptop\u002FTablet and a stable internet connection.",[155,1994,1995],{},"Allows participation and organized interactions with up to 1000 participants in real-time.",[155,1997,1998],{},"It identifies the best feedback, ranked by participants.",[155,2000,2001],{},"You can get supported by a team of seasoned experts running online-dialogues based on several set-ups and applications in up to 15 languages worldwide.",[117,2003,2004,2007],{},[160,2005,2006],{},"Applications:","  ",[117,2009,2010,2014],{},[132,2011],{"alt":2012,"src":2013},"Applications of Synthetron","\u002Fimages\u002Fkennis\u002Fwhat-tool-can-you-use-to-facilitate-inte-2.png",[137,2015,2012],{},[117,2017,2018,2021,2023],{},[137,2019,2020],{},"“I have been looking for a long time for a collaborative solution which would enable me to collect ideas and feedback from a group of managers based around the world in a short timeframe – such an hour. My individual experience is that usual conference call tools do not meet these conditions. I have just experienced Synthetron and I find that it is very efficient tool to satisfy these needs!”",[784,2022],{},[160,2024,2025,2026,2028],{},"– Herve Coureil, top manager",[784,2027],{},"\nSchneider Electric S.A., Paris",[117,2030,239],{},{"title":241,"searchDepth":242,"depth":242,"links":2032},[],"2024-08-12","Let’s think beyond your standard videoconferencing tool.",{"src":2036,"alt":241},"\u002Fimages\u002Fkennis\u002Fwhat-tool-can-you-use-to-facilitate-inte-cover.jpg",{},"\u002Fkennis\u002Fwhat-tool-can-you-use-to-facilitate-interactive-dialogues-with-big-groups-of-people",{"title":1949,"description":2034},"kennis\u002Fwhat-tool-can-you-use-to-facilitate-interactive-dialogues-with-big-groups-of-people","luBWP2WbqA2BHW2K6nIFsso8wr6sM00yus19fyUTprI",{"id":2043,"cases":2044,"extension":14,"kennis":2053,"meta":2063,"sectoren":2064,"stem":2072,"toepassingen":2073,"__hash__":2080},"overzichten_en\u002Fen\u002Foverzichten.yml",{"seo":2045,"hero":2047,"all":2051,"empty":2052},{"title":58,"description":2046},"How Gasunie, the ANWB, the Dutch Ministry of Social Affairs and others let their people join the conversation, and what it delivered.",{"label":58,"sublabel":2048,"title":2049,"lead":2050},"A selection from 450+ clients","What other organisations achieved with the dialogue","Gasunie, the ANWB and UMCG put a question to hundreds to thousands of people. Read what each case delivered.","All","No cases in this category.",{"seo":2054,"hero":2056,"readLabel":2060,"minutes":2061,"english":2062},{"title":61,"description":2055},"Articles on psychological safety, change and holding dialogues with large groups.",{"label":61,"sublabel":2057,"title":2058,"lead":2059},"Articles","What we learned from thousands of dialogues","On psychological safety, lasting change and asking large groups the right questions.","Read the article","min read","In English",{},{"seo":2065,"hero":2067,"linkLabel":2071},{"title":55,"description":2066},"How education, municipalities, healthcare and government use the online dialogue, at the moments their cycle already prescribes.",{"label":55,"sublabel":2068,"title":2069,"lead":2070},"4 sectors","The same dialogue, in the language of your sector","Every sector has its own moments when participation counts: the school plan, the environmental vision, the quality framework. We fit into the calendar you already have.","View","en\u002Foverzichten",{"seo":2074,"hero":2076,"linkLabel":2071},{"title":21,"description":2075},"Seven moments when you want to hear the whole organisation: from deepening your employee survey to continuous listening.",{"label":21,"sublabel":2077,"title":2078,"lead":2079},"7 moments","Seven moments when you want to hear from your organisation","For each of these moments you sharpen one question, everyone joins in live and you see which next step has support.","DwlfsOEVEEBlkgCJQs-crJ9JZh-uw5Vh6FwoW8vtIDY",1791463199492]