ontwikkeling door leiderschap

Er is persoonlijk leiderschap nodig om te ontwikkelen, te leren. Dit proces vraagt om een aantal leiderschap diciplines zoals oa. passie, doorzettingsvermogen, toewijding, observatiekracht en verbondenheid met je bron.

De basis van leren wordt verwoord in onderstaand deel van een artikel van Ime Aznar

The two sources of Learning (Dr. Otto Scharmer)

First, there is learning through reflection on the experiences of the past. This method is fairly common and it’s where all the great organizational learning methods are built on. But according to Dr. Scharmer, “the challenges that we are facing as a society today are of the kind that cannot be overcome with the use of just our past learnings.” Experiential learnings may be incomplete, or inappropriate, or are sometimes the very obstacles to the shaping of solutions. The second source of learning, therefore, has nothing to do with the past, but with “the future that is wanting to emerge.”

Based on the results of Dr. Scharmer’s (and his co-authors’) interviews with 150 thought leaders—leading thinkers on knowledge and leadership, like inventors, entrepreneurs, scientists, social leaders, and academics—“many of the ones who had created significant innovations in their work were actually operating on the second source of knowledge.” This intelligence, or knowledge source, could be referred to as emotional intelligence, or the intelligence of the heart.

To bring a possibility into reality, leaders must link the present with the future that they are sensing (presencing), or the future that wants to emerge. Dr. Scharmer outlines this creative process in three steps: the open mind, the open heart, and the open will.

Door continue te exploreren van waaruit (mind, heart, will) de beweging komt, kan het blijvende karakter van het leren vormgegeven worden. Dit vraagt om bewustzijn (of presence).

Dit is de basis van mijn werk.

'Het gaat er niet om wat je doet, alleen of je de volle consequenties van je gedrag kunt nemen'