Rubriek Boeken & artikelen

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Iemand interesse om het nieuwe boek van Henry Mintzberg, Managing, te bespreken voor www.managementsite.nl?

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SF Interviewing Protocols as Evolutionary Algorithms: http://bit.ly/8uuMwe

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Samenvatting van ‘Paden naar oplossingen‘

Bestaat er een manier voor coaches, leidinggevenden, medewerkers en docenten om verandering tot stand te brengen op een snelle en prettige manier? Is er een manier die tegelijk respectvol en resultaatgericht is?
Ja, die manier is er: oplossingsgericht werken.

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SF co-developer Steve de Shazer wrote, in his classic publications Keys to Solution in Brief Therapy (1985) and Clues: Investigating Solutions in Brief Therapy (1988), that SF practitioners should help their clients create an expectation of beneficial change by getting a description of what they would do differently once the problem was solved. Also, he claimed subtle and implicit interventions by the SF practitioner would work best. At the time, de Shazer did not support these claims with empirical evidence. This article provides evidence for each of the assertions made by de Shazer.

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Hoorde net het volgende:

Nummer 10 van 2009 bij Managementboek.nl: Doen wat werkt van Coert Visser (@doingwhatworks) van Van Duuren Management

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NOAM Nieuwsbrief 127 kun je hier vinden. Onderwerpen:

- Advies uit de toekomst
- Dialoog: systematische zelfcorrectie
- Geen antwoord op de nuttigheidsvraag?
- Dialoog: tijdsprobleem
- Citaat over woorden
- Citaat over positiviteit

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Leuk om te zien: Doen wat werkt staat op nummer 2 in de waarderings top 100.

Zie ook: 4 lezersrecensies van Doen wat werkt in Manager & Literatuur

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Het boek Working Identity: Unconventional Strategies for Reinventing Your Career (2004) van Herminia Ibarra is een juweeltje. In het boek, rekent ze af met de manier waarop de meeste mensen in de westerse wereld denken over loopbaanverandering. De meeste mensen denken dat je voor succesvolle loopbaar verandering eerst een diagnose moet maken van je werkelijke zelf voordat je een plan kunt maken voor je nieuwe loopbaan en voordat je dat plan kan uitvoeren. Herminia Ibarra stelt dat succesvolle loopbaanverandering heel anders werkt zoals blijkt uit de volgende citaten uit haar boek:

1. Change usually happens the other way around: Doing comes first, knowing, second [...] Career transition follows a first-act-and-then-think sequence because who we are and what we do are so tightly connected (p1)
2. We are not one self but many selves. [...] It is nearly impossible to think out how to reinvent ourselves, and therefore, it is equally hard to execute in a planned and orderly way. (p2)
3. A view of human beings as defined by our “internal states”-our talents, goals, and preferences – is deeply ingrained in the Western world. This view is at the root of conventional approaches for making career decisions: If our “true identity” is inside, deep within ourselves, only introspection can lead to the right action steps and a better-fitting career. [...] Certainly, reflecting on past experiences, future dreams, and current values or strengths is an essential and valuable step. But reflection best comes later, when we have some momentum and when there is something new to reflect on. (p16)
4. Identities change in practice, as we start doing new things (crafting experiments), interacting with different people (shifting connections), and reinterpreting our life stories through the lens of the emerging possibilities (making sense). (p16)
5. Making important career moves, and ultimately, life changes, requires us to live through long periods of uncertainty and doubt. (p19)
6. Our ideas for change change along the way, as we change. (p23)
7. The kind of knowledge we need to make change in our lives is tacit, not textbook clear; it is implicit, not explicit; it consists of knowing-in-doing, not just knowing. Such self-knowledge has a personal and situational quality. [..] It can be acquired only in the process of making change. [...] The test-and-learn model for making change is based on theories suggesting that learning is circular, iterative: we take actions, one step at a time, and respond to the consequences of those actions such that an intelligible pattern eventual starts to form. (p32)
8. Even if we manage to get past the paralysis, the true-self approach can mislead us into thinking that the bulk of the work is up-front and diagnostic. After that, implementation is easy. Unfortunately, implementation consumes the bulk of our time and patience in career transition. What really happens in effective change is a necessarily “open-ended, tentative, exploratory, hypothetical, problematic, devious, changeable, and only partially unified” process. (p37)
9. In the reinventing process, we make two kinds of changes: small adjustments in course and deep shifts in perspective [...] That is not to say that small steps are inconsequential. In fact, they are often the only way to start tackling career problems that can otherwise overwhelm us. (p67)
10. By far the biggest mistake people make when trying to change careers is to delay taking the first step until they have settled on a destination. (p91)

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