1. Gedachten rond Waarderend Organiseren & co-creëren Joep C. de Jong

2. Waarom Waarderend Organiseren & Co- creëren?  The Five F’s of the new competitive organization  Focused better  core business, customer focus  Fast  get rid of bureaucracy  Flexible  outward looking / innovative  Friendly  people, planet & profit  FUN  Source: Matthieu Weggeman  If it’s no fun, nobody is going to do any of this  Rosbeth Moss Kanter  The Five F’s of the new competitive organization  Focused better  core business, customer focus  Fast  get rid of bureaucracy  Flexible  outward looking / innovative  Friendly  people, planet & profit  FUN  Source: Matthieu Weggeman  If it’s no fun, nobody is going to do any of this  Rosbeth Moss Kanter

3. Kern Vragen  Wat is het beste voorbeeld dat u heeft van een Waarderende Organisatie  Wat is het mooiste voorbeeld van een organisatie waar echt co-creatie plaatsvond  Waarom?  Wat is het beste voorbeeld dat u heeft van een Waarderende Organisatie  Wat is het mooiste voorbeeld van een organisatie waar echt co-creatie plaatsvond  Waarom?

4. 1) Leadership is the authentic expression of one’s inner life that creates value through collective effort (Sam Yau) 2) Leaders provide a second chance to change our basic imprint, and to ‘become who we truly are’ (Kierkengaard)

5. Value chain DataInformationKnowledge WisdomWholeness Employees: skills & competencies (‘hard & soft’)

6. Value chain DataInformationKnowledge WisdomWholeness Employees: skills & competencies (‘hard & soft’) Operator Strategist LeaderLeader Visionary Egocentric ConformistAchievementEmpathicAuthentic

7. Kennis is Macht

8. Gedeelde Kennis is Kracht

9. Value chain DataInformationKnowledge WisdomWholeness Employees: skills & competencies (‘hard & soft’) Operator Strategist LeaderLeader Visionary Operational OperationalOperational ProductProduct Customer Connect Connect & ShareConnect, Share & Co-create Geoffrey Moore KM model

10. Value chain DataInformationKnowledge WisdomWholeness Employees: skills & competencies (‘hard & soft’) Operator Strategist LeaderLeader Visionary Brain / discussion Heart / dialogue Soul / silence Single Bottom line Triple Bottom lineHolistic personal economical

11. Practices voor Waarderende Organisaties  Practice of Presence  Presence requires an open-minded perception of what-is  Practice of Interconnectedness  We are profoundly connected to the bigger whole: the community, the world  Practice of Humility  Leaders know they don’t know  Practice of Discipline  Discipline concerns taking seriously what is really important for you in life, and go for it  Practice of Courage  Daring to follow new paths in order to discover new possibilities  Practice of Appreciating  Without judgment trying to appreciate that what is  Practice of Reflecting  Reflection has become an integral part of the way we work - live (balance)  source: Positive Leadership Leading and Learning through Essence by Dr R van den Nieuwenhof & Dr S de Weerdt for the first four practices. Last three practices by Joep C. de Jong  Practice of Presence  Presence requires an open-minded perception of what-is  Practice of Interconnectedness  We are profoundly connected to the bigger whole: the community, the world  Practice of Humility  Leaders know they don’t know  Practice of Discipline  Discipline concerns taking seriously what is really important for you in life, and go for it  Practice of Courage  Daring to follow new paths in order to discover new possibilities  Practice of Appreciating  Without judgment trying to appreciate that what is  Practice of Reflecting  Reflection has become an integral part of the way we work - live (balance)  source: Positive Leadership Leading and Learning through Essence by Dr R van den Nieuwenhof & Dr S de Weerdt for the first four practices. Last three practices by Joep C. de Jong

12. Dank U!