Suchergebnisse

Sie fühlen sich verantwortlich für Ihre agilen Teams. Sie möchten, dass die Teams wachsen, flexibel und schnell in volatilen, komplexen Märkten agieren und selbstorganisiert arbeiten. Doch das bloße Vertrauen, dass die Teams selbst den Weg zur Autonomie erfolgreich beschreiten, greift zu kurz. Wann sollten Sie Raum geben, wann eingreifen? Was ist das richtige Maß an Selbstorganisation für Ihre Teams? Peter Koning bietet in diesem Buch ein "Steuerrad" und acht konkrete Werkzeuge zur kontinuierlichen Verbesserung. Das "Steuerrad" umfasst vier Aspekte, die zusammen ein Umfeld beschreiben, das selbstorganisierte Teams zum erfolgreichen Arbeiten brauchen: - Setzen Sie inspirierende Ziele - Fördern Sie Ownership - Beschleunigen Sie das Lernen - Entwickeln Sie neue Gewohnheiten Jeder dieser Aspekte beinhaltet zwei praktische Werkzeuge und eine konkrete Kompetenz der agilen Führungskraft. Die Werkzeuge, wie z.B. KVI (Key Value Indicator), Ownership-Modell oder T2L (Time-to-Learn), sind einzeln einsetzbar und jedes ist für sich allein erfolgreich. Alle Werkzeuge sind miteinander verzahnt und verstärken sich gegenseitig. Mit diesem Werkzeugkasten können Sie das gewünschte Umfeld schaffen, notwendige Anpassungen daran vornehmen und kontinuierlich Verbesserungen anstoßen. Agile Teams erhalten so ein Ziel, das sie inspiriert, sie entwickeln mehr Ownership, eine höhere Lerngeschwindigkeit und eine bessere Teamkultur. "Peter Koning ist es gelungen, ein konkret anwendbares Buch für Führungskräfte in schnelllebigen und sich verändernden Umfeldern zu schreiben. Sein Modell mit den zugehörigen Tools hilft agilen Führungskräften, praktische Schritte zu unternehmen. Es ist Pflichtlektüre für jede Führungskraft in einer agilen Welt. Kurz gesagt: sehr empfehlenswert!" Aus dem Geleitwort von Rini van Solingen Biographische Informationen Der Autor: Peter Koning ist Senior Leadership Consultant bei Prowareness und verfügt über 13 Jahre Erfahrung als Scrum Master, Teamleiter und agiler Projektleiter. Als Abteilungsleiter bei verschiedenen Unternehmen erlebte er, wie inspirierend und herausfordernd es ist, ein Agile Leader zu sein, welche Bedeutung Ownership hat und wie wichtig es ist, das richtige Umfeld zu schaffen, sodass Teams diese annehmen können. In den vergangenen Jahren entwickelte er einen Werkzeugkasten für agile Führungskräfte, bietet dazu Trainings an und coacht agile Führungskräfte in ihrer neuen Rolle. Der Übersetzer: Rolf Dräther lebt und arbeitet in Hamburg als selbstständiger Berater, Trainer und Coach. Er ist Certified Scrum Professional (CSP), akkreditiert für das Team Management System von Margerison-McCann und als Team Performance Practitioner nach Drexler/Sibbet, systemischer Berater (EASC), Edutainer und bekennender Happyzentriker. Aufbauend auf seinen langjährigen Erfahrungen, seinem ganzen Wissen, Können und seiner Intuition unterstützt er Teams, Führungskräfte und Unternehmen bei der Einführung, der Anpassung und dem täglichen Leben von Wandel und agilen Vorgehensweisen.

For numerous public interests there are supervisory bodies, such as the Netherlands Authority for the Financial Markets (AFM) and the Netherlands Authority for Consumers and Markets (ACM). Drawing on the multidisciplinary Transformative Equality Approach that was developed in the UU Gender and Diversity Hub, we argue that it is high time to establish a Netherlands Authority for Emancipation (NEMA). Rather than putting the onus for emancipation and equality on those who suffer from inequality, the government should take ownership of inequality problems by establishing a supervisory body for effective compliance and enforcement of equal treatment legislation.

Participatory Action Research on and with experiential expertise
Some of the principles of participatory action research raise questions and concerns when conducting PAR. In this article we reflect on three of these principles: cyclical change and learning, co-ownership of the research and generalizability of results. Our own PAR research on the introduction of experiential expertise in mental health practice forms the case for the reflections. We conclude that PAR asks for flexibility, good observation skills for things that arise and courage to use ways other than the usual ways to analyze or present results.

Belgian policies & development aid for Sub-Saharan Africa are reviewed, examining the priority countries to which aid was allocated by the successive Belgian governments in the 1990s & differentiating between bilateral support agreements & contributions to the African aid fund of international institutions & nongovernmental organizations. The principles governing aid distribution to African countries are outlined, explaining the notions of macroconditionality, selectivity, & ownership. Belgian aid to a group of partner countries, concentrated in Central Africa & representing historical ties (colony or a trust territory), is placed in the context of other developed countries' involvement in the region. The shift in African policy & new modalities of aid elaborated by the current Belgian government of prime minister Guy Verhofstadt are critically assessed, discussing the administration, management, & control of aid, organizational dimensions (geographic localization, distribution channel, & sector division), the inefficiencies of excessive compartmentalization, & the threat of defederalization (shifting decision making from the federal to regional governments). 3 Tables, 1 Appendix, 18 References. Z. Dubiel

An overview of Belgian policy making & implementation targeting countries of the African continent through either bilateral agreements or cooperation in projects launched by international organizations. Belgian African policy is placed in the larger geopolitical context, discussing the legacy of the Cold War, the country's historical ties with the Central African region (Zaire, Burundi, & Rwanda), & current structures & institutions available in the European Union & on the international arena (eg, the World Bank) within which the Belgian government can become effective either bilaterally or multilaterally in this part of Africa. The modernization of the ways & means through which developmental aid is dispensed in Africa is examined, considering Belgian & international initiatives & making comparisons to the traditional foci in Belgium's African policy. Five areas on which the current Belgian government concentrates on Central Africa are identified: (1) humanitarian assistance, (2) support for groups & initiatives targeting a peaceful resolution of conflicts & the enhancement of human rights in this part of the globe, (3) work on the demobilization & reintegration of former military units & ex-soldiers, (4) mobilization of donors & organizations willing to assist in securing peace in Burundi & eastern Congo (Zaire), & (5) actions on behalf of strengthening African "ownership" & diplomatic involvement in local peace initiatives. Z. Dubiel

The Province of Gelderland has long boasted a large number of country houses and landed estates, which over time coalesced into estate landscapes around the historical capitals of the Duchy of Guelders quarters of Nijmegen, Arnhem and Zutphen. Rapidly increasing urbanization from the end of the nineteenth century onwards threatened the coherence and accessibility of these landscapes. Gelderland's largest cities, Arnhem and Nijmegen, watched in dismay as many country houses and landed estates fell victim to subdivision and development. In response they started to buy up portions of that estate landscape to ensure that they would remain available to city dwellers. In addition, the 'safety net' provided by newly established nature and landscape organizations, in particular Natuurmonumenten and Geldersch Landschap & Kasteelen, also contributed to preservation and permanent accessibility by offering landed families the opportunity to keep their estate intact, albeit no longer under their ownership. Similar motives – the need to preserve attractive, accessible walking areas for the increasingly urbanized society – underpinned the government's introduction of the Nature Conservation Act in 1928. The Act was invoked more frequently in Gelderland than in any other province. It promoted the opening up of private properties as well as the preservation of the cultural value of the kind of 'natural beauty' to be found on landed estates. After the Second World War, in addition to resorting to the Nature Conservation Act, the owners of country houses and landed estates could avail themselves of an increasing variety of grants aimed at preserving (publicly accessible) nature, landscape and heritage, although the emphasis was firmly on nature. Estate landscapes like the Veluwezoom and the County of Zutphen were eventually safeguarded by a patchwork of different government regulations. In the twenty-first century, government policy shifted towards providing financial support for both public and private contributions to ...