Tensions as fuel

I used to avoid tensions as best I could. Either by ignoring them, by hiding or by trying to make them disappear as quickly as possible. Hoping for peace and harmony. Problem is that most tensions do not just disappear and the harmony is therefore only superficial. Ultimately they are bound to show themselves in some way.

On my long journey I did a number of things to learn to embrace tensions. Even to the extent of following a course to become a certified Mediator, trained at resolving conflicts efficiently. I now start to realize that tensions can also form an opportunity for growth. If properly addressed they will contribute to deeper levels of connection and consequently of energy.

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Embrace your Wabi Sabi

Over the years I have grown an affection for natural imperfection. Intense beauty created by a combination of time, simplicity and flaws. My live and spaces are filled with imperfections and only became wonderful when I finally started to embrace them. Not as a justification for making mistakes but as a starting point for growth. And as a realization that beauty lies in the contrast.

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Tipping point testing (1)

Now close to establishing if there is sufficient critical mass for ‘self management 2.0’ within a lead group of about 20 people of NL Healthcare (a healthcare company employing over 2.000 people) before moving to the actual implementation fase. If this flies it would be a live changing experience for all involved and hopefully an inspiration for others to move in this direction. If so this will also be one of the largest implementations of this ‘self management 2.0’ model in NL.

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                      Strict but effective method for testing validity of objections ;o)

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Further inspiration ‘Self management 2.0’

As you probably know by now my search for a company culture that addresses the specific challenges we face today has brought me to a model that helps people within the organisation to reach their full personal potential whilst giving all the space and trust needed for them to determine by themselves how to best anticipate or react to the ever changing environment within the overall vision and parameters of the company.

Whilst doing so it is helpfull that more and more litterature around the theoretical aspects of this organizational model is published. That makes it easier to transmit the basic idea to various stakeholders. Therefore also many thanks to:

1. ING as one of the larger organizations in NL that start embracing self management 2.0. For full article see Financieel Dagblad.

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Can I talk before I walk?

One of things I’m still struggling with is that I’m ‘preaching’ concepts like: transparency, openness, vulnerability, authenticity, natural purpose, sustainability etc. whilst I’m not fully there myself… So when I speak to others about this I also speak to myself!

Somehow that doesn’t feel right. My temporary solution is to be open about the fact that I’m not there yet. Hence this small post about the process I’m still going through!

Training the mind is quite a challenge. The picture below (I took in a Tibetan monastery 2 years ago) depicts a well known buddhist tale about the meditator (you and me), the elephant (representing our ‘mind’) and the monkey (representing ‘distraction’).

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Organizing energy (2)

Whilst gradually moving the organizations I’m involved with towards ‘self management’ (to liberate their full natural potential) I encountered a number of personal issues. These may be worth sharing as my success / failure as a (former) director to understand and cope with these issues greatly influenced the pace and success of the transition of the organization as a whole.

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Organizing energy (1)

Having grown various start ups into large organizations I always wondered about the loss of energy and dynamics as we grew. I have therefor tested all kind of organizational structures in an attempt to maintain the energy that is so readily available in the beginning. My conclusion is that the only sustainable solution is to organize yourself in such a manner that every individual is intrinsically connected to the purpose of the organization but is at the same time completely free to act as he or she feels right within his or her area of responsibility. Continue reading