By: The Posts Author | Posted on: 24 Sep 24
By Jos de Blok and Thijs de Blok and originally published on Teal Around the World Jos de Blok Jos de Blok is the founder and CEO of Buurtzorg (neighborhood nursing), a Dutch organization with more than 15.000 employees, offering community based (home) care services to more than 80.000 patients a year. Founded in 2006 with one team of four nurses, Buurtzorg has transformed home-based health care and it has created an innovative method for nursing care at home. Thijs de Blok Director CEO of Buurtzorg International, the advisory and licensor entity representing the Dutch community care organization Buurtzorg Nederland
By Jos de Blok and Thijs de Blok and originally published on Teal Around the World Jos de Blok Jos de Blok is the founder and CEO of Buurtzorg (neighborhood nursing), a Dutch organization with more than 15.000 employees, offering community based (home) care services to more than 80.000 patients a year. Founded in 2006 with one team of four
By: The Posts Author | Posted on: 28 Nov 23
Enlivening Edge Magazine Editor’s note: For many EE Magazine articles on decision making click here. For detailed comparisons check this out. By Lennard Toma and originally published as a single article in the Corporate Rebels blog When it comes to decision-making, there are several types of consent to choose from. Which one is best for your organization? Should you know and use all of them, depending on the issue at hand? In this post, we’ll take a closer look at four of the most popular consent decision-making methods. While the consensus and authoritarian methods have some drawbacks, the consent format
Enlivening Edge Magazine Editor’s note: For many EE Magazine articles on decision making click here. For detailed comparisons check this out. By Lennard Toma and originally published as a single article in the Corporate Rebels blog When it comes to decision-making, there are several types of consent to choose from. Which one is best for your organization? Should you know
By: The Posts Author | Posted on: 28 Nov 23
By Lennard Toma and originally published as a single article in the Corporate Rebels blog First read Part 1 of this article here, which describes each of 4 decision-making processes and its advantages and disadvantages.. Comparison When examining these four methods, it becomes clear that they are distinct from one another. S3 and IDM share many features, but Deep Democracy and the Advice Process adopt different perspectives and unique foundational positions. Deep Democracy appears to be particularly effective for complex decisions that require everyone to be involved and approve the outcome, while S3, IDM, and the Advice Process are all
By Lennard Toma and originally published as a single article in the Corporate Rebels blog First read Part 1 of this article here, which describes each of 4 decision-making processes and its advantages and disadvantages.. Comparison When examining these four methods, it becomes clear that they are distinct from one another. S3 and IDM share many features, but Deep Democracy
By: The Posts Author | Posted on: 24 Oct 23
By Dirk Jan Versluis for Enlivening Edge Magazine The subtitle of Frederic Laloux’s popular book Reinventing Organizations includes the phrase ‘next stage of human consciousness.’ A next stage of consciousness inevitably introduces new paradigms of thought. In this article I will shed some light on a new paradigm that integrates two apparently different concepts from different fields: Leadership and Trauma. Unresolved traces of trauma and the resulting destructive patterns often have a simple effect: they stand in the way of expansion and self-actualization. Being aware of our own trauma-created wounds, blocks and shadow-parts is inevitably part of our ‘striving for
By Dirk Jan Versluis for Enlivening Edge Magazine The subtitle of Frederic Laloux’s popular book Reinventing Organizations includes the phrase ‘next stage of human consciousness.’ A next stage of consciousness inevitably introduces new paradigms of thought. In this article I will shed some light on a new paradigm that integrates two apparently different concepts from different fields: Leadership and Trauma.
By: The Posts Author | Posted on: 3 Oct 23
By Jasper Rienstra and originally published on Synnervate Changemakers HOLACRACY® EXPERIENCES AND CASES Here is a list of 200+ organizations worldwide that practice Holacracy. It’s impossible to know how many organisations are using Holacracy because not every Holacracy-powered organization publicises their practice, but all of the organizations in this map have agreed to share This white paper (14 pages) describes 5 Dutch case studies. In this article you can read about the experiences of one of the first large government agencies that practice Holacracy, Washington Technology Solutions (WaTech). Luscii, a Dutch Health Care Organization, reports in this article about their experiences after 3 years of practicing Holacracy
By Jasper Rienstra and originally published on Synnervate Changemakers HOLACRACY® EXPERIENCES AND CASES Here is a list of 200+ organizations worldwide that practice Holacracy. It’s impossible to know how many organisations are using Holacracy because not every Holacracy-powered organization publicises their practice, but all of the organizations in this map have agreed to share This white paper (14 pages) describes 5 Dutch case
By: The Posts Author | Posted on: 27 Sep 23
By Joost Minnaar and originally published on corporate rebels So, I recently came across an old tweet of Jurgen Appelo, in which he asks: “Apart from Holacracy, the “Spotify model” and Liquid Organization, what other frameworks/models do you know for adaptable org structures?” It made me reflect on all the different “adaptable organizational structures” we’ve come across over the last years. Here is the (not so exhaustive) list I managed to come up with…. for now. 10 Progressive Organizational Structures (and Their Companies) To keep things a bit more manageable, I’ve only listed the progressive organizational structures that are rooted
By Joost Minnaar and originally published on corporate rebels So, I recently came across an old tweet of Jurgen Appelo, in which he asks: “Apart from Holacracy, the “Spotify model” and Liquid Organization, what other frameworks/models do you know for adaptable org structures?” It made me reflect on all the different “adaptable organizational structures” we’ve come across over the last