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The Pactify podcast

The Pactify podcast

By Bart Vanderhaegen
A podcast about management, knowledge creation and behaviour.
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Episode 66 - Waarom je GEEN kuddedier bent als je de wetenschappelijke consensus volgt
De wetenschappelijke consensus is het product van het wetenschappelijk process, tot nader orde het beste process dat we hebben om dichter en dichter bij objectieve waarheden te komen.
10:45
October 22, 2020
Episode 65 - Waarom compromissen niet optimaal werken
Compromissen zijn (uiteraard) een stap vooruit tov alleenheerschappij/ dictatuur/ … maar verre van optimaal om problemen op te lossen. Startpunt: "een standpunt" = een verklaring die 1 consistent geheel is van ... Wat er moet gekozen worden/ en wat niet Hoe die keuze moet geïmplementeerd worden (uitgevoerd worden) Waarom dat dat zo moet gebeuren en niet op een andere manier Een standpunt is dus veel dieper en breder dan bijvoorbeeld: ik vind blauw de mooiste kleur die er is De essentie van een compromis: dat consistent geheel uit elkaar rafelen en hercombineren met delen die je uiteen rafelt uit iemand anders zijn standpunt Het probleem Niemand herkent het nog als een consistent geheel waar ze van overtuigd zijn dat het gaat werken Niemand leert iets bij, het was niet datgene waar jij van overtuigd bent Het hele proces begint van nul af aan, kennis groeit niet mee Wat is beter: Een consistente, complete verklaring de kans geven om getest te worden Een verklaring waarvan minsten 1 iemand overtuigd is dat ze gaat werken Autonomie (maar via samenwerking verbeterd of verrijkt) Als het faalt, leert je er uit, want het was uw overtuiging in zijn geheel
10:50
October 18, 2020
Episode 64 - About Sir Karl Popper’s epistemology: critical rationalism
Karl Popper is mostly known for his demarcation criterion between science and pseudo science … however, his theory of knowledge is actually lesser knowning as anything else.
19:45
October 14, 2020
Episode 63 - IN DUTCH - Belgische regeringsformatie, vanuit een ander perspectief
Een paar ideeën van David Deutsch (Hoofdstuk 13 "Choices" uit “The beginning of infinity”) los gelaten op de recente regeringsvorming
15:40
October 10, 2020
Episode 62 - IN DUTCH - Regels versus ideeën
Regels zijn een soort ideeën maar niet alle ideeën zijn regels Er moeten toch regels zijn ? Zijn ze statisch of evolueren ze? Wie moet ze zetten ? Regels lossen geen problemen op
09:09
October 8, 2020
Episode 61 - IN DUTCH - “Wie moet wat doen?” versus “Welke ideeën zijn er en wel effect hebben ze?”
De strekking “wie moet wat doen” Geen autoriteiten op vlak van kennis Gevaar voor justificatie Verschillende tegenstrijdige ideeën gejustifieerd (enkel op basis van: het is mijn job maar niet: zo wordt het bedrijf beter) De strekking “welke idee” Een idee is centraal Een idee kan verbeteren Een idee hoeft niet 1 op 1 aan 1 persoon te hangen Het is iets objectiefs Je kan en moet het samen verbeteren 1 persoon kan wel de evolutie van het idee trekken, maar niet de inhoud ervan controleren
14:20
October 2, 2020
Episode 60 - IN DUTCH - Emergentie uitgelegd aan de hand van de mierenbrug
Voorbeeld van een mierenbrug:  https://www.youtube.com/watch?v=4BdjxYUdJS8 Een emergent fenomeen: iet dat wel verklaard kan worden, maar niet vanuit de onderdelen Andere emergente fenomenen: gedachten, evolutie, computerberekeningen
11:09
September 21, 2020
Episode 59 - Management is a process of knowledge creation, but how does knowledge creation work?
Management inherently is a process of knowledge creation Knowledge about: What direction to go in? What steps to take? Who should do what? How to perform an action or task? 2  reflections: Knowledge creation is inherently unpredictable Two theories about knowledge (Justified True Belief and Critical rationalism)
12:56
September 17, 2020
Episode 58 - Objective management knowledge
What is management knowledge ? What problem does management knowledge solve? How do we increase productivity? How do we increase employee engagement? What does management knowledge contain ? Choices, decisions, actions, … Goal setting, planning, executing and steering execution Is management knowledge objective or subjective ? What if we follow our subjective knowledge ? Can we access it ?
12:50
September 11, 2020
Episode 57 - IN DUTCH - Waarom heb je een “idea owner” rol nodig in de Pactify aanpak ?
Een idee eigenaar (idea owner) moet "goeie" kritiek organiseren rond zijn idee
14:27
September 4, 2020
Episode 56 - What is an “idea owner” in the Pactify approach ?
"An idea owner should organise for criticism on his/ her idea in order for the idea to grow"
10:27
September 3, 2020
Episode 55 - IN DUTCH - Het conflict tussen de hoe management methodologieen opgevat zijn en Popperiaans denken
Het probleem Een management methodologie gaat uit van justificatie Onze methodologie is foutloos als je ze volgt Popperiaans denken gaat uit van falsificatie Zoek actief naar fouten en corrigeer die Wie heeft gelijk ?
14:17
August 28, 2020
Episode 54 - IN DUTCH - Moeten we nu méér of minder controle uitoefenen in organisaties?
Wat is het nu juist dat we controleren in organisaties? Met welk effect typisch? Wat kan beter wel gecontroleerd worden en wat beter niet?
17:34
August 26, 2020
Episode 53: “The holy grail question in management: what to control and what not?”
We typically control 2 things in organisations: "People" ... when we say “you should do/ think this or that” "Outcomes/ results" … when we say “we should increase/ improve ….” (made impersonal, e.g. we should increase trust, engagement, productivity, ...) Both ways are flawed ... so what is a better "use" of control ? (i.e. not flawed and with actual better outcomes?) The specific PROCESS of knowledge creation ... not the CONTENT of the knowledge created ... How do you do that ?
16:43
August 24, 2020
Episode 52 - A new definition for “cooperation”
"Cooperation is happening whenever people on the team enhace an idea of an individual on the team"
22:40
August 22, 2020
Episode 51 - IN DUTCH - Een nieuwe definitie voor samenwerking
Dit zijn 3 typische definities/ beschrijvingen van "samenwerking": We zien/ observeren het: teams lijkens "volgens ons" goed samen te werken Hebben het over het eindresultaat: een gemeenschappelijk doel bereiken Hebben het over iedereen individueel: verantwoordelijkheid opnemen De tekortkomingen: het gaat (i) of over observatie (ii) of eindresultaat of (ii) ingezoomd op te laag niveau Maar geen van die definities gaat diep genoeg in op “hoe” samenwerking werkt De hoe van samenwerking: Het verrijken van een idee van een individu DOOR het team De hoe van tegenwerking Het verarmen van een idee van een individu DOOR het team Een paar belangrijke punten: Samenwerking start van een idee van een individu: elk idee ontstaat altijd ergens in 1 persoon, nooit toevallig tegelijkertijd in alle individuen in exact dezelfde vorm Idee als uitgangspunt: dat is het primaire dat kan veranderen/ evolueren en de rest mee kan doen veranderen Verrijken kan velen vormen aannemen: Uw steun betuigen aan het idee (consent)/ Kritiek geven op het idee om het beter te maken/ Voorstel doen om onderdelen uit te werken Wat kan je doen om samenwerking te verhogen ? Verrijking organiseren Idee eigenaarschap Communicatie (expliciet / inexpliciet)
19:40
August 22, 2020
Episode 50 - IN DUTCH - Interview Jozef Van Giel, maker van de podcast "Kritisch Denken"
Interview met Jozef Van Giel, maker van de podcast "Kritisch denken" Een boeiende podcast over epistemologie, pseudowetenschap en wetenschapscommunicatie Website: https://www.kritischdenken.info/ Twitter: @RusselsTheepot Enjoy ! Bart
1:01:48
August 16, 2020
Episode 49 - IN DUTCH - “Wat bedoelen we met het “probleemoplossend vermogen” van een organisatie?”
Het probleemoplossend vermogen van een organisatie zegt iets over hoe goed een organisatie problemen aanpakt, het valt uiteen in 3 componenten Welke mix van relevante problemen, en hoeveel, kan de organisatie aanpakken ? Welke kwaliteit van de oplossing ontwikkelt ze? Welke graad van samenwerking haalt ze, in het ontwikkelen van de oplossing
16:33
August 9, 2020
Episode 48 - IN DUTCH - “Kritiek is het mooiste geschenk dat je een idee kan geven”
Kritiek klinkt slecht, maar eigenlijk is kritiek het mooiste geschenk dat een idee kan krijgen. Het idee wordt beter, degene die het idee heeft wordt beter, en samen krijgen jullie het gevoel dat de verbetering van het idee vanuit samenwerking komt Geen kritiek geven is erger: desinteresse of optie uitspelen om het idee van tafel te krijgen ... Kritiek moet altijd in de vorm komen waarin gesteld wordt hoe een idee verbetert en waarom. Als je dat niet kan dan is het geen goeie kritiek
11:12
August 7, 2020
Episode 47 - IN DUTCH - “Wat is emergentie en waarom is het belangrijk in management?”
Emergent fenomeen = elk fenomeen wat tot stand komt via een relatief complexe opeenvolging van oorzaken en gevolgen Waarom is het relevant? Bijna alles is emergent Het maakt verklaringen moeilijker maar zeker niet onmogelijk Het kan ons verleiden tot overgesimplifieerde verklaringen voor iets Als problemen complexer worden en we zoeken te simpele verklaringen om ze op te lossen, gaan we zo ook niet goed oplossen Emergentie is NIET controleerbaar: je kan niet alle stukjes van de ketting van oorzaak en gevolg identificeren (daarom is het emergent) … laat staan beinvloeden en controleren … dan kom je zeker ergens compleet elders uit met uw resultaat ! Wat kunnen we nu doen ?
31:26
August 1, 2020
Episode 46 - IN DUTCH - “Voorspelling gebaseerd managen”
Eerste nederlandstalige episode. Over managen "door te voorspellen". Feedback& kritiek graag via: bart@pactifymanagement.com Dank voor het luisteren ! Mvg Bart
16:29
July 29, 2020
Episode 45: Part 12 of the 12 point philosophy: “All is to be learnt in the action”
PART 12 today Start from a question/ problem, not from an answer or half answer. Most problems are unique, requiring new knowledge, they cannot be optimally solved with old knowledge The main task for an organisation is to continuously grow it’s problem solving capacity (being able to solve more problems, more optimally, with more real cooperation) The best solutions “emerge” in a process, they cannot be known/ controlled in advance, they are the ones that eventually resist criticism better than their alternatives Knowledge cannot be poured into people, they need to work themselves on understanding it, through own ideas and criticism (and you “staying in the question”) A good solution to a business problem needs to be a “hard to vary” explanation The solution (explanation) you build is never infallible, can not be justified but only (continuously) error-corrected Engagement is primarily driven by being able to solve relevant problems, with enough of your own input in the solution Solving a relevant problem together can (and should) tie people more strongly together than their shared place in the organization Real cooperation is seen in the solution that people develop: everyone (i) contributes beyond their role (both to the what/ how/ why of the solution) and (ii) acts to align to it A good solution doesn’t break down classically into its organisational parts. A good solution makes it hard to guess who contributed what to it (by the look of it) Knowledge creation/ engagement/ cooperation … all develop optimally in a specific process of “learning in the action”. The process has 5 key drivers for the learning: real communication, transparency, autonomy, flow and group flow For feedback/ comments/ criticism: reach out to me at bart@pactifymanagement.com Thanks for listening !
13:22
July 28, 2020
Episode 44: Part 11 of the 12 point philosophy: “A good solution doesn’t break down classically into its organisational parts”
PART 11 today Start from a question/ problem, not from an answer or half answer. Most problems are unique, requiring new knowledge, they cannot be optimally solved with old knowledge The main task for an organisation is to continuously grow it’s problem solving capacity (being able to solve more problems, more optimally, with more real cooperation) The best solutions “emerge” in a process, they cannot be known/ controlled in advance, they are the ones that eventually resist criticism better than their alternatives Knowledge cannot be poured into people, they need to work themselves on understanding it, through own ideas and criticism (and you “staying in the question”) A good solution to a business problem needs to be a “hard to vary” explanation The solution (explanation) you build is never infallible, can not be justified but only (continuously) error-corrected Engagement is primarily driven by being able to solve relevant problems, with enough of your own input in the solution Solving a relevant problem together can (and should) tie people more strongly together than their shared place in the organization Real cooperation is seen in the solution that people develop: everyone (i) contributes beyond their role (both to the what/ how/ why of the solution) and (ii) acts to align to it A good solution doesn’t break down classically into its organisational parts. A good solution makes it hard to guess who contributed what to it (by the look of it) Knowledge creation/ engagement/ cooperation … all develop optimally in a specific process of “learning in the action”. The process has 5 key drivers for the learning: real communication, transparency, autonomy, flow and group flow For feedback/ comments/ criticism: reach out to me at bart@pactifymanagement.com Thanks for listening !
12:02
July 28, 2020
Episode 42: Part 9 of the 12 point philosophy: “Solving a relevant problem together ties people more closely together than their shared place in the organization”
PART 9 today Start from a question/ problem, not from an answer or half answer. Most problems are unique, requiring new knowledge, they cannot be optimally solved with old knowledge The main task for an organisation is to continuously grow it’s problem solving capacity (being able to solve more problems, more optimally, with more real cooperation) The best solutions “emerge” in a process, they cannot be known/ controlled in advance, they are the ones that eventually resist criticism better than their alternatives Knowledge cannot be poured into people, they need to work themselves on understanding it, through own ideas and criticism (and you “staying in the question”) A good solution to a business problem needs to be a “hard to vary” explanation The solution (explanation) you build is never infallible, can not be justified but only (continuously) error-corrected Engagement is primarily driven by being able to solve relevant problems, with enough of your own input in the solution Solving a relevant problem together can (and should) tie people more strongly together than their shared place in the organization Real cooperation is when everyone (i) contributes beyond their role to a shared explanation for why & how to solve a problem and (ii) finds maximum alignment in the how and why of the explanation Good solutions (evolved ideas), developed in cooperation, extend across& over roles/ functions/ layers. They cannot be clearly separated and reduced to the sum of distinctly separate inputs Good knowledge/ engagement/ cooperation … all develop in a specific process of “learning in the action”. The process has 5 key drivers for the learning: real communication, transparency, autonomy, flow and group flow For feedback/ comments/ criticism: reach out to me at bart@pactifymanagement.com Thanks for listening !
09:22
July 20, 2020
Episode 41: Part 8 of the 12 point philosophy: “Engagement is primarily driven by being able to solve relevant problems, with enough of your own input in the solution”
PART 8 today Start from a question/ problem, not from an answer or half answer. Most problems are unique, requiring new knowledge, they cannot be optimally solved with old knowledge The main task for an organisation is to continuously grow it’s problem solving capacity (being able to solve more problems, more optimally, with more real cooperation) The best solutions “emerge” in a process, they cannot be known/ controlled in advance, they are the ones that eventually resist criticism better than their alternatives Knowledge cannot be poured into people, they need to work themselves on understanding it, through own ideas and criticism (and you “staying in the question”) A good solution to a business problem needs to be a “hard to vary” explanation The solution (explanation) you build is never infallible, can not be justified but only (continuously) error-corrected Engagement is primarily driven by being able to solve relevant problems, with enough of your own input in the solution Solving a relevant problem together ties people more closely together than their shared place in the organization or shared opinions Real cooperation is when everyone (i) contributes beyond their role to a shared explanation for why& how to solve a problem and (ii) finds maximum alignment in the how and why of the explanation Good solutions (evolved ideas), developed in cooperation, extend across& over roles/ functions/ layers. They cannot be clearly separated and reduced to the sum of distinctly separate inputs Good knowledge/ engagement/ cooperation … all develop in a specific process of “learning in the action”. The process has 5 key drivers for the learning: real communication, transparency, autonomy, flow and group flow For feedback/ comments/ criticism: reach out to me at bart@pactifymanagement.com Thanks for listening !
06:30
July 20, 2020
Episode 40: Part 7 of the 12 point philosophy: “The solution (explanation) you build is never infallible, can not be justified but only (continuously) error-corrected”
PART 7 Start from a question/ problem, not from an answer or half answer. Most problems are unique, requiring new knowledge, they cannot be optimally solved with old knowledge The main task for an organisation is to continuously grow it’s problem solving capacity (being able to solve more problems, more optimally, with more real cooperation) The best solutions “emerge” in a process, they cannot be known/ controlled in advance, they are the ones that eventually resist criticism better than their alternatives Knowledge cannot be poured into people, they need to work themselves on understanding it, through own ideas and criticism (and you “staying in the question”) A good solution to a business problem needs to be a “hard to vary” explanation The solution (explanation) you build is never infallible, can not be justified but only (continuously) error-corrected Engagement is primarily driven by being able to solve relevant problems, with enough of your own input in the solution Solving a relevant problem together ties people more closely together than their shared place in the organization or shared opinions Real cooperation is when everyone (i) contributes beyond their role to a shared explanation for why& how to solve a problem and (ii) finds maximum alignment in the how and why of the explanation Good solutions (evolved ideas), developed in cooperation, extend across& over roles/ functions/ layers. They cannot be clearly separated and reduced to the sum of distinctly separate inputs Good knowledge/ engagement/ cooperation … all develop in a specific process of “learning in the action”. The process has 5 key drivers for the learning: real communication, transparency, autonomy, flow and group flow For feedback/ comments/ criticism: reach out to me at bart@pactifymanagement.com Thanks for listening !
11:18
July 20, 2020
Episode 39: Part 6 of the 12 point philosophy: “A good solution is a hard to vary explanation”
Today point #6 of our 12 point filosophy Start from a question/ problem, not from an answer or half answer. Most problems are unique, requiring new knowledge, they cannot be optimally solved with old knowledge The main task for an organisation is to continuously grow it’s problem solving capacity (being able to solve more problems, more optimally, with more real cooperation) The best solutions “emerge” in a process, they cannot be known/ controlled in advance, they are the ones that eventually resist criticism better than their alternatives Knowledge cannot be poured into people, they need to work themselves on understanding it, through own ideas and criticism (and you “staying in the question”) A good solution to a business problem needs to be a “hard to vary” explanation A solution is an answer to a problem The typical problem that is solved in organisations: So the solution = all the things (knowledge, decisions, actions) that will get you as an organisation to the desired improvement ? Why does the solution needs to be an explanation? Because that may be complex and may result in unwanted outcomes if you don’t understand why some things will happen and not others What is the criterion of “hard to vary”? Why does it need to be hard to vary ? The solution (explanation) you build is never infallible, can not be justified but only (continuously) error-corrected Engagement is primarily driven by being able to solve relevant problems, with enough of your own input in the solution Solving a relevant problem together ties people more closely together than their shared place in the organization or shared opinions Real cooperation is when everyone (i) contributes beyond their role to a shared explanation for why& how to solve a problem and (ii) finds maximum alignment in the how and why of the explanation Good solutions (evolved ideas), developed in cooperation, extend across& over roles/ functions/ layers. They cannot be clearly separated and reduced to the sum of distinctly separate inputs Good knowledge/ engagement/ cooperation … all develop in a specific process of “learning in the action”. The process has 5 key drivers for the learning: real communication, transparency, autonomy, flow and group flow For feedback/ comments/ criticism: reach out to me at bart@pactifymanagement.com
17:20
July 19, 2020
Episode 38: Part 5 of the 12 point philosophy: “Knowledge cannot be poured into people”
Today Part 5 Start from a question/ problem, not from an answer or half answer. Most problems are unique, requiring new knowledge, they cannot be optimally solved with old knowledge The main task for an organisation is to continuously grow it’s problem solving capacity (being able to solve more problems, more optimally, with more real cooperation) The best solutions “emerge” in a process, they cannot be known/ controlled in advance, they are the ones that eventually resist criticism better than their alternatives Knowledge cannot be poured into people, they need to work themselves on understanding it, through own ideas and criticism (and you “staying in the question”) A good solution to a business problem needs to be a hard to vary explanation The solution (explanation) you build is never infallible, can not be justified but only (continuously) error-corrected Engagement is primarily driven by being able to solve relevant problems, with enough of your own input in the solution Solving a relevant problem together ties people more closely together than their shared place in the organization or shared opinions Real cooperation is when everyone (i) contributes beyond their role to a shared explanation for why& how to solve a problem and (ii) finds maximum alignment in the how and why of the explanation Good solutions (evolved ideas), developed in cooperation, extend across& over roles/ functions/ layers. They cannot be clearly separated and reduced to the sum of distinctly separate inputs Good knowledge/ engagement/ cooperation … all develop in a specific process of “learning in the action”. The process has 5 key drivers for the learning: real communication, transparency, autonomy, flow and group flow For feedback/ comments/ criticism: reach out to me at bart@pactifymanagement.com As always, thanks 4 listening !
18:28
July 17, 2020
Episode 37: Part 4 of the 12 point philosophy: “Knowledge emerges, and that cannot be controlled in advance”
This episode is part of a 12 part series on the Pactify philosophy, today POINT 4 Start from a question/ problem, not from an answer or half answer. Most problems are unique, requiring new knowledge, they cannot be optimally solved with old knowledge The main task for an organisation is to continuously grow it’s problem solving capacity (being able to solve more problems, more optimally, with more real cooperation) The best solutions “emerge” in a process, they cannot be known/ controlled in advance, they are the ones that eventually resist criticism better than their alternatives Knowledge cannot be poured into people, they need to work themselves on understanding it, through own ideas and criticism (and you “staying in the question”) A good solution to a business problem needs to be a hard to vary explanation The solution (explanation) you build is never infallible, can not be justified but only (continuously) error-corrected Engagement is primarily driven by being able to solve relevant problems, with enough of your own input in the solution Solving a relevant problem together ties people more closely together than their shared place in the organization or shared opinions Real cooperation is when everyone (i) contributes beyond their role to a shared explanation for why& how to solve a problem and (ii) finds maximum alignment in the how and why of the explanation Good solutions (evolved ideas), developed in cooperation, extend across& over roles/ functions/ layers. They cannot be clearly separated and reduced to the sum of distinctly separate inputs Good knowledge/ engagement/ cooperation … all develop in a specific process of “learning in the action”. The process has 5 key drivers for the learning: real communication, transparency, autonomy, flow and group flow For feedback/ comments/ criticism: reach out to me at bart@pactifymanagement.com As always, thanks 4 listening !
10:10
July 17, 2020
Episode 36: Part 3 of the 12 point philosophy: “The main task of an organisation”
This episode is part of a 12 part series on the Pactify philosophy, today POINT 3 1. Start from a question/ problem, not from an answer or half answer. 2. Most problems are unique, requiring new knowledge, they cannot be optimally solved with old knowledge 3. The main task for an organisation is to continuously grow it’s problem solving capacity (being able to solve more problems, more optimally, with more real cooperation) Organisations are problem solving systems Problems are inevitable, they come at you in continuous flows The problem solving capacity of an organisations is defined as: (i) The kind of problems it can solve (ii) The quality of problems it can solve and (iii)The amount of cooperation in doing so Organisations need to continuously improve on all 3 aspects simultaneously There is no holistics remedy for this: No overall slogan or remedy It is also not reductionist: you cannot tweak simple buttons for this and hope that the overall problem solving capacity grows It’s emergent: it grows “in the action”/ it emerges from the action; at avery step of knowledge creation, progress and cooperation So there is also a limit to the predictability of this, let alone the controlleability of this … however of you get certain things right inside of the emergent process, there is a ways of guiding the problem solving capacity towards continuous growth 4. The best solutions “emerge” in a process, they cannot be known/ controlled in advance, they are the ones that eventually resist criticism better than their alternatives 5. Knowledge cannot be poured into people, they need to work themselves on understanding it, through own ideas and criticism (and you “staying in the question”) 6.A good solution to a business problem needs to be a hard to vary explanation 7. The solution (explanation) you build is never infallible, can not be justified but only (continuously) error-corrected 8. Engagement is primarily driven by being able to solve relevant problems, with enough of your own input in the solution 9. Solving a relevant problem together ties people more closely together than their shared place in the organization or shared opinions 10. Real cooperation is when everyone (i) contributes beyond their role to a shared explanation for why& how to solve a problem and (ii) finds maximum alignment in the how and why of the explanation 11. Good solutions (evolved ideas), developed in cooperation, extend across& over roles/ functions/ layers. They cannot be clearly separated and reduced to the sum of distinctly separate inputs 12. Good knowledge/ engagement/ cooperation … all develop in a specific process of “learning in the action”. The process has 5 key drivers for the learning: real communication, transparency, autonomy, flow and group flow For feedback/ comments/ criticism: reach out to me at bart@pactifymanagement.com As always, thanks 4 listening !
12:53
July 15, 2020
Episode 35: Part 2 of the 12 point philosophy: “Don't solve new problems with old knowledge”
This episode is part of a 12 part series on the Pactify philosophy, today POINT 2 Start from a question/ problem, not from an answer or half answer. Most problems are unique, requiring new knowledge, they cannot be optimally solved with old knowledge The main task for an organisation is to continuously grow it’s problem solving capacity (being able to solve more problems, more optimally, with more real cooperation) The best solutions “emerge” in a process, they cannot be known/ controlled in advance, they are the ones that eventually resist criticism better than their alternatives Knowledge cannot be poured into people, they need to work themselves on understanding it, through own ideas and criticism (and you “staying in the question”) A good solution to a business problem needs to be a hard to vary explanation The solution (explanation) you build is never infallible, can not be justified but only (continuously) error-corrected Engagement is primarily driven by being able to solve relevant problems, with enough of your own input in the solution Solving a relevant problem together ties people more closely together than their shared place in the organization or shared opinions Real cooperation is when everyone (i) contributes beyond their role to a shared explanation for why& how to solve a problem and (ii) finds maximum alignment in the how and why of the explanation Good solutions (evolved ideas), developed in cooperation, extend across& over roles/ functions/ layers. They cannot be clearly separated and reduced to the sum of distinctly separate inputs Good knowledge/ engagement/ cooperation … all develop in a specific process of “learning in the action”. The process has 5 key drivers for the learning: real communication, transparency, autonomy, flow and group flow For feedback/ comments/ criticism: reach out to me at bart@pactifymanagement.com As always, thanks 4 listening !
09:29
July 15, 2020
Episode 34: Part 1 of the 12 point philosophy: “start from a question”
This episode is part of a 12 part series on the Pactify philosophy, today POINT 1 Start from a question/ problem, not from an answer or half answer. Most problems are unique, requiring new knowledge, they cannot be optimally solved with old knowledge The main task for an organisation is to continuously grow it’s problem solving capacity (being able to solve more problems, more optimally, with more real cooperation) The best solutions “emerge” in a process, they cannot be known/ controlled in advance, they are the ones that eventually resist criticism better than their alternatives Knowledge cannot be poured into people, they need to work themselves on understanding it, through own ideas and criticism (and you “staying in the question”) A good solution to a business problem needs to be a hard to vary explanation The solution (explanation) you build is never infallible, can not be justified but only (continuously) error-corrected Engagement is primarily driven by being able to solve relevant problems, with enough of your own input in the solution Solving a relevant problem together ties people more closely together than their shared place in the organization or shared opinions Real cooperation is when everyone (i) contributes beyond their role to a shared explanation for why& how to solve a problem and (ii) finds maximum alignment in the how and why of the explanation Good solutions (evolved ideas), developed in cooperation, extend across& over roles/ functions/ layers. They cannot be clearly separated and reduced to the sum of distinctly separate inputs Good knowledge/ engagement/ cooperation … all develop in a specific process of “learning in the action”. The process has 5 key drivers for the learning: real communication, transparency, autonomy, flow and group flow For feedback/ comments/ criticism: reach out to me at bart@pactifymanagement.com As always, thanks 4 listening !
10:54
July 15, 2020
Episode 33: Make a long term plan … or solve problems only when they arise?
For feedback/ comments/ criticism: reach out to me at bart@pactifymanagement.com As always, thanks 4 listening !
15:09
July 11, 2020
Episode 32: Why “asking stupid questions” should be part of any meeting
For feedback/ comments/ criticism: reach out to me at bart@pactifymanagement.com As always, thanks 4 listening !
08:45
July 8, 2020
Episode 31: What managers can learn from the philosopher Karl Popper
A selection of 4 ideas from Karl Popper that should be part of all management books: There are no fundaments for knowledge - justificationism doesn’t work Authorities are not a good source for knowledge (Good knowledge comes from solving a problem through alternated conjecture and criticism) The problem with “the bucket theory of knowledge” All observations are theory laden For feedback/ comments/ criticism: reach out to me at bart@pactifymanagement.com As always, thanks 4 listening !
18:48
July 8, 2020
Episode 30: The danger of always wanting to “decide things together”
Why should we always want to “decide things together” ? If we don’t, does that make us a “lesser” team, or on the contrary ? What is the consequence of “deciding things together” … on the quality of the decision? For feedback/ comments/ criticism: reach out to me at bart@pactifymanagement.com As always, thanks 4 listening !
09:32
July 6, 2020
Episode 29: The thing that’s wrong with almost all theories of leadership
Episde about what is wrong with most theories about leadership ... and what the concept of "emergence" has to do with it. For the concept of emergence, I refer to episode 22 and episode 7 For comments/ criticism/ feeback: mail me at bart@pactifymanagement.com Cheers Thanks for listening Bart
10:38
July 4, 2020
Episode 28: The value of slogans “you should come out of your comfort zone”
For criticism and feedback: reach out at bart@pactifymanagement.com Thanks for listening Cheers Bart
10:35
July 4, 2020
Episode 27: Your project plan and report should be an “explanation”
Explanations are key in project management. They state why and how a goal will be reached (and e.g. why not in another way) Also, people can improve and align on explanations (not on isolated statements in a plan or report that show no direct link with the explanation for succes) Many projects only contain isolated statements (of actions/ TO DOs/ Status/ ...) with explanatory power: without explaining why those things will lead to result (goal achievement) ... and why not other things.
12:34
July 4, 2020
Episode 26: The worst quote in management “Keep it simple, (stupid)”
About a very popular yet dreadful expression: “KISS: Keep it Simple Stupid” At least, it’s a non statement. And it’s misleading.
09:09
July 2, 2020
Episode 25: The fallacy of “Let’s all work in the same way”
Discussion on my Linkedin slide: https://www.linkedin.com/feed/update/urn:li:activity:6683960594212671488/
09:21
July 2, 2020
Episode 24: The power of idea evolution - how Einstein’s General Theory of Relativity came about
What can we learn from Einstein’s theory of general relativity, in terms of (i) the power of the evolution of an idea and (ii) The importance of error correction
18:12
June 27, 2020
Episode 23: Let’s go for a broader definition of “an idea”
Episode about “what is an idea” … or “what is a relevant definition for an idea”. Classical: an idea is a short, action focused statement. E.g. “let’s go to the gym” … or “let’s make a plan first”. Ideas should not be isolated single statements. They are more. They should be evolving into broader and broader accounts of “how you want to solve a problem”. Why? By making them short and isolated you miss the beauty and the power of an idea Because ideas are important, they change the world. But only if they are allowed to evolve into an explanation. An explanation of why and how a problem will be solved. An explanation grows in a particular way: the good parts are kept, the bad parts are replaced. But the entire thing is and should still be the idea. Or the explanation if you want. It’s wrong to say: we need 1 idea and then the execution is just brainless automated follow-up. In and during execution you need new ideas and improve them as well … all of this is also part of the entire idea to solve the problem.
11:58
June 25, 2020
Episode 22: Emergence (once again)
Episode on this slide I posted on Linkedin: https://www.linkedin.com/feed/update/urn:li:activity:6680377988816617472/?commentUrn=urn%3Ali%3Acomment%3A(activity%3A6680149857430196224%2C6680377879110410240) Emergence: all phenomena that have complex causality in the way they “appear” Examples of emergent phenomena in organisations: A good idea that gets implemented with succes Cooperation between people Leadership behaviour of managers … The issue: you cannot control for emergence to happen But what can you do ? … That’s what this episode is about.
15:35
June 25, 2020
Episode 21: The difference between good versus bad cultures in companies
Episode about this slide I posted on Linkedin: https://www.linkedin.com/feed/update/urn:li:activity:6680084290505592832/ Dealing with the difference between good and bad cultures in organisations, and especially with how good or bad cultures “grow”/ “get created” … (i.e. the drivers)
10:58
June 23, 2020
Episode 20: The dogma of “governance” in organisations … and the thing that is much more important than governance
Governance = answers to the “who should rule/ decide/ do … about what?” question Why do we consider it as a dogma? It has the potential to solve everything Why can it never be “the” solution to all problems? What is missing therefore ?
19:51
June 14, 2020
Episode 19: Criticism should be about content, not persons … but what kind of content criticism should we give?
We all know that criticism doesn’t work when it’s about people. We know it should be about content, content of people’s ideas. But then ? How should we provide criticism (or feedback) to content ?
09:44
June 11, 2020
Episode 18: The difference between status reporting and “theory reporting” in organisations
Reporting is vital in organisations I want to highlight 2 very different ways of reporting … and it’s consequences: Status reporting : where do you stand versus plan ? “Theory reporting”: What are you solving? How ? And why ?
11:30
June 8, 2020
Episode 17: Why nothing of what you say can be true … and why that is good news!
Small diversion into the 2 main epistemological theories: Justified True Belief and Critical Rationalism/ Fallibilism And why being fallible is good news in organisations (!)
14:59
June 8, 2020
Episode 16: “We should …-management” and it’s 2 mistakes
What is "We should ... -management" ?  What are its mistakes and how to correct them ?
12:51
June 7, 2020
Episode 15: The “bucket theory of knowledge” … and why it’s false
Contents: The bucket theory of knowledge: a classical theory about how knowledge is transmitted from one person to another The criticism and improvement on that theory (by Karl Popper) The implications thereof
10:57
June 5, 2020
Episode 14: It’s not about the first version of an idea, but about how it evolves ...
The best ideas are not the ones that come from the smartest people Also, the first version of an idea is irrelevant What matters is HOW an idea evolves ! An idea can evolve along these content elements: The goal (what makes the problem to be solved) Approach (how to get to the goal) Status and planned progress (what part is realised and what part is still to be realised) But what are the relevant drivers for optimum evolution of an idea? (What makes that it evolves in the best way - as opposed to less good ways?)
14:53
June 5, 2020
Episode 13: Communication and the impossibility to avoid being misunderstood
In this episode I go into 2 quotes of the philosopher Sir Karl Popper: Always remember that it is impossible to speak in such a ways that you can avoid being misunderstood All observations are theory laden
10:35
June 3, 2020
Episode 12: Why is fallibilism relevant in management?
What is fallibilism ? What is it’s opposite? Why is it relevant for management ? What are drawbacks? How to overcome the drawback ?
20:08
May 31, 2020
Episode 11: The reasons why ideas get killed in organisations
Ideas, and only ideas, are the primary ingredient for any type of improvement we seek This episode deals with how and why ideas get killed in organisations, and then do not make it into solutions that deliver the improvements we sought for. Out of scope in this episode: The questions on"What is the difference between good and bad ideas?" The question on "Who should have which idea?" Linkedin version of the podcast: https://www.linkedin.com/posts/bart-vanderhaegen-46a6971_ideas-business-change-activity-6672453919261655040-sQto Enjoy Bart
11:10
May 30, 2020
Episode 10: The concept of Flow (also from a knowledge creation perspective)
Flow is the optimum experience … as coined by the psychologist Mihaly Cszikcentmihaly. He did very interesting work in trying to figure out what the explanation was for this experience, what the causes or drivers were. He came up with 3 key drivers of Flow. The experience itself can be looked at from different perspectives as well and I want to go into one which is often underrated: The psychological experience: it feels really good, it makes you forget everything else The performance related experience: you deliver your best possible performance/ outcome when in Flow The knowledge creation experience: (and this is the one which is often forgotten) you create the most optimum knowledge while in Flow, the very specific knowledge to keep you in Flow and making optimum progress. So Flow is also a knowledge creation process … To illustrate this we need to look at the third condition for Flow: the balance between skill and difficulty. This condition implies that Flow is something dynamical, that you can always fall out of Flow and get back into Flow during your activity. The reason being that both skill level as well as the difficulty of the task is dynamic and not static. Any activity has phases of varying difficulty … and your skill level is also dynamic: the more you do something, the better you become in that activity and therefore your skill level increases. Now if both skill and difficulty are constantly changing over time, how do you keep them balanced in order to maintain the experience of Flow ? The answer is: by continuously creating relevant knowledge Knowledge on how to increase the difficulty if you get bored Or knowledge on how to increase your skill (learn from your feedback) if you get frustrated Both types of knowledge creation are the essence of optimum learning, and as it goes with knowledge creation: it’s fallible, never right the first time, and takes a lot of error-correcting to get closer and closer to the kind of knowledge that is useful. In this case useful to maintain Flow (by either understanding how to get out of either boredom or frustration)
22:24
May 28, 2020
Episode 9: Why is work “problem solving” (and nothing else) ?
I use the term “problem solving” a lot, as a synonym for "work", and it needs some explanation. First of all, it’s NOT about interpersonal problems It is: CONTENT problems, that prevent you from making progress and that require you to come up with a solution to make progress again It’s not negative ! on the contrary, it’s positive ! It’s what you need in the first place to make progress ! Ignoring problems is ignoring opportunities to make progress. Or worse, or more dangerous, consider that all new problems are the same as old problems and that therefore can be solved with old knowledge … But then, why talk about problem solving when you can just talk about “performing work” ? Well that would be oversimplifying things There is much more to “just doing my job” Your daily job, even in very operational type of jobs, is never the same The context always changes, the people you interact with can have different reactions,  … Example: the receptionist at the hotel ... Suppose we don’t create knowledge while performing work, then either work would be 100% repetitive which is impossible or we would never be able to make any kind of progress. If you really believe that you don’t create new knowledge while doing your job: They your job can immediately be replaced by a computer Or you are permanently stuck in your job, making no progress at all anymore So … we don’t just “perform work” … “we solve problems in order to be able to perform our work”. In fact, this makes work interesting, you don’t just say “I sell computers” … you can go deeper into what makes that job so specific ? What problems you encounter and what specific ideas you have or are working on to solve them ... On a broader level, and when thinking about “how to make more progress” … which is the ultimate question at the end of the day … we can ask ourselves many very interesting questions: What kinds of problems should be solved and what kinds should not ? How to decide what problems should be solved ? Who should decide what problems to solve? Where should problems be solved? Who should solve the problems? How to optimally create knowledge and foster behaviour in order to solve those problems? How should cooperation look when solving problems? What processes and drivers promote optimum problem solving ? … The point being: if we look at work as “just performing the work I am responsible for performing” … we neglect all of these interesting questions … we neglect all of the optimisation potential that is opened up through these questions. We basically rely on oversimplified rules for how to organise work or “who should do what and report to whom”. I hope to get into all of these specific questions in future episodes, it will take us some time because they open a variety of different and new aspects such as the theory of knowledge creation, and principles behind behaviour change Hope you hang on to discover and relate to it!
13:42
May 23, 2020
Episode 8: Pactify is a system for distributed problem solving, but what does that mean ?
What is it ? Organisations are problem solving systems Everyone, at any moment, is doing something that is aimed at making progress (be it creating knowledge or executing knowledge to solve a problem) You now have options for organising problem solving Option 1: The role in the hierarchy determines the problem you are expected to solve There is a specific one-on-one link between who should solve the problem and the kind of problem that is solved Option 2: Distributed problem solving - no one-on-one link between between who solves the problem and the kind of problem Option 1 has a problem It’s impossible to separate problems into the exact domain of responsibility of every separate individual Problems have dependencies with other people’s domain of responsibility So far so good, then we just create combined teams ? Another problem: it’s not by combining people into teams that they will also consider this a combined problem and certainly not a combined solution Consequence: they’ll get stuck. They cannot just add their respective solutions on top of each other. There will be new problems when you do this … problems of inconsistencies, costs that are too high, inefficiencies … So you need to work on those tradeoffs But that is typically not done … we escalate or we give in We let them have it … or we let the people above uw decided So the real problem of option 1 is that the problem is NOT solved anymore in cooperation So that we may miss crucial knowledge from one of the 2 parties in the solution So that we may miss important knowledge if the decisions are made at higher levels where there is less information to make that decision, and less time to make the decision So how does problem distribution work? Define a relevant problem & team that will need to create more cooperation to solve it Start a specific process … to keep the problem solving optimal and at the same place Avoiding that the problem gets solved elsewhere or without the relevant contribution of every party in the solution Managing optimum knowledge growth and cooperation to do so Drivers: communication, autonomy, transparency, flow and group flow What are the obstacles for it to work well ? Problems can be taken away from those teams and solved elsewhere Timing may be too short for optimum knowledge growth to kick in No facilitation in the teams when it’s need for more balanced and aligned knowledge creation Pactify has a specific approach for "distributed problem solving" A platform A single one With transparency on problems, how they relate to each other and what solutions are being developed for them A process with a facilitator A hierarchy that is willing to use power to keep the process going and not stop somewhere half way … willing to “keep the problem solving down into the organisation” For more info, please visit: www.pactifymanagement.com
23:56
May 21, 2020
Episode 7: What is emergence ? And why is it relevant for organisations
Emergence is a complex property of a physical system. A physical system can be anything from a bunch of atoms& molecules interacting together, up to organisations where people act and interact together as a system. In the case of organisations, the components of the system can be roughly divided into The people (and their competences, talent, personalities, ...) The rules of how to work together (e.g. the objectives& goals, governance: who decides what, roles & responsibilities, reporting and metrics, ...) Now,  what are the kinds of emergent properties over time ? The knowledge that is created among those people (i.e. to achieve a goal or solve a specific problem) The behaviour that is exhibited to create that knowledge Why is this relevant and interesting (for managers) ? The emergent phenomena (knowledge and behaviour) are the ones that determine success or failure ! But they cannot be understood/ explained/ predicted/ affected through only focussing on the components (the people & the rules to work together) ! For more info, please visit: www.pactifymanagement.com
12:42
May 17, 2020
Episode 6: What software platform to use for your implementation program?
What software platform to use for your implementation program? You have 2 types of populations in a transformation program: The high level people: who need aggregated, consolidated views on progress of the transformation (to make decisions) The low level people: people in project teams executing the work, who need detail, structure and clarity in their tasks and progress The question is: How do we organise reporting/ transparency in both populations, through what kinds of software platforms ? As always: happy to hear comments and criticism ;-) Enjoy Bart For more info, please visit: www.pactifymanagement.com
20:12
May 15, 2020
Episode 5: How do we know what we know? And why is that relevant for organisations?
How do we know what we know? And why is that relevant for organisations? In this episode I touch upon a aspect of epistemology (the theories about how we create knowledge, grow knowledge and spread knowledge), namely the different potential sources of knowledge: 1) Authorities 2) Faith 3) Observations 4) A problem you start from Happy to hear your criticism Enjoy !  For more info, please visit: www.pactifymanagement.com
11:11
May 14, 2020
Episode 4: People don't understand things by merely communicating or showing example behaviour
Episode 4: People don't understand things by merely communicating or showing example behaviour About the fallacy of "the bucket theory of knowledge" For more info, please visit: www.pactifymanagement.com
11:49
May 11, 2020
Episode 3: Why criticism leads to real cooperation
So now for a controversial claim: ciriticism leads to the deepest form of cooperation ... For more info, please visit: www.pactifymanagement.com
10:24
May 10, 2020
Episode 2: Can you increase productivity and engagement simultaneously ?
First episode is on the question that has interested me for the last 20 years already: "Can you increase productivity and engagement simultaneously ?" For more info, please visit: www.pactifymanagement.com
10:20
May 10, 2020
Introduction to the Pactify podcast
Hello, This is the intro episode of a podcast I am starting up about management, behaviour and knowedge creation. Hope you like it Cheers Bart For more info, please visit: www.pactifymanagement.com
01:57
May 7, 2020