Dynamic Collaboration Integrated Learning Experiences

Get hands-on with your team with the Dynamic collaboration approach

In the integrated learning experiences, we take you through what is happening at the intersection of two cornerstones in the Dynamic Collaboration approach.

Proactive decision-making and involvement occur when clear instructions align with the corresponding decision-making of individual employees. This leads to individual flow. In this situation, employees are optimally productive and get energy from their work. As a result, you avoid burnout and bore-out.

A culture that connects is created when autonomous decision-making is accompanied by integration mechanisms whereby differences in perspectives are interwoven. This leads not only to a connection of employees with the greater whole of the strategy but also to a stronger mutual connection and collaborative thinking. Moreover, it avoids siloisation and alienation of employees.

Processes and systems that lead to learning emerge at the intersection of the integration mechanisms with the mission. This leads to operational excellence, customer orientation, and innovation. You avoid systems that are too focused on registration, too fragmented in design, and paralyzing in operation.

The price per day is 300 Euro (excl. VAT). The English program is provided digitally.

11/10 – Proactive decision-making, commitment, and flow (Dutch)

Parallel to the advancing digitalization of work, a silent revolution is taking place in work. Employees are focusing on more complex tasks where interaction is key and specific solutions need to be found. Computers are taking over the routine facets of work.

The current responses of human resources do not sufficiently consider the co-evolution of assignments and employee development. As a result, assignments remain too fragmented for too long, and employees are insufficiently prepared for the increase in complexity. This significantly increases the risk of burnout and bore-out.

During this day we explain the framework from which you can let functions/roles and employees evolve together. Then, through two practical cases, we illustrate how this takes shape in practice.

As a participant you will learn:

– The basis for creating contribution-oriented role descriptions and objectifying employee development levels.

– To estimate when someone is functioning in-flow or operating from a risk zone of burnout or bore-out.

– Four strategies for getting employees to reflect on their interpretation of their assignment and the quality of their decision-making.

– How to grow employees to the level where their approach is greater than the problems they face.

24/10 – Develop a culture that connects employees to each other and to the bigger picture (ENG)

In many organizations, culture development starts from the conviction that culture is a set of behavioral principles and norms. For example, customer focus, operational efficiency, and innovation are the three most common concepts that take different forms.

However, the critical question in culture is how it has a binding effect and enables employees to align their actions with the greater purpose and strategy on the one hand and achieve better mutual connection and interaction on the other.

Creating connections runs through the conversations one has with another. We zoom in on dialogic strategies that consider employees’ diversity of (often expert) perspectives. We will also concretely address how to encourage a culture development staff to have timely, ideas synchronous, ecologically sensitive conversations that, where appropriate, bring about self or other transformations.

As a participant, you learn to:

  • Recognize and strengthen the dialogical dimensions in one’s own corporate culture.
  • Create clear connecting visions for uncertain futures.
  • Set up co-creation processes that can bring about transition breakthroughs.
  • Make rational use of the irrational dimensions in corporate culture.

8/11 – Processes and systems that lead to learning (Dutch)

Organizational structures are increasingly taking the form of structured networks. Employees contribute to cross-team initiatives through project and program work – such as agile, lean, six sigma, design journeys, customer experience optimization, and innovation breakthroughs.

These initiatives focus on rethinking operational flows or processes, particularly the flows of information, resources, and people through the chain, and repairing fault lines in processes (such as, for example, quality processes, operational efficiency-oriented processes, customer-centric processes, etc.). However, many started projects are not delivered on time or within budget. Moreover, the outcomes of project work are often insufficiently linked working methods that require a lot of registration but do not sufficiently lead to mutual learning.

During this day, we share the basics of cross-team project collaboration and provide tools to outline core roles in project collaboration, prioritize projects, and facilitate their implementation.

As a participant you will learn:

– Make choices in the set of performance indicators to achieve mutual learning.

– Strategies and processes to achieve more effective prioritization, information sharing, role agreements, and strategy realization.

– Processes and meta-processes to shape project and program work more effectively: decision-making mechanisms.

– Dealing more consciously with the composition of (potentially winning) teams: choosing project leaders, sponsors, and decision-making mechanisms.

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