Surfa like it´s 1999!

Posted in Aktuellt, Allmänt, Digitalisering / Internet on September 4th, 2014 by admin

Internet har utvecklats, minst sagt.
Kolla bara här så får du se …

The components of successful leadership

Posted in Aktuellt, Leadership / Ledarskap on September 1st, 2014 by admin

Leadership isn’t something reserved for individuals in the C-suite – any person at any professional level can be an effective leader. All it requires is an understanding of the attributions required to, and awareness of how to execute the behavior that supports those attributes. Based on research including 300 subject matter experts from 150 organizations, we contend that successful leadership has three key steps, with three drivers in each:
1.Crafting a Vision: Includes exploration, boldness, and testing assumptions.
2.Building Alignment: Includes clarity, dialogue, and inspiration.
3.Championing Execution: Includes momentum, structure, and feedback.

Crafting a Vision
SL 3At any level of leadership, a vision is an imagined future state for an organization or team. It expands assumptions about what can be done, provides a purpose for organizations, teams, and individuals, drives the development of specific, vision-supporting goals, and unifies people. While it’s common to think of a vision as coming from the top down, ideally crafting a vision is a shared process that combines contributions at all levels – they are generally the result of ongoing efforts over a period of time by a larger group rather than something that just springs from a CEO’s head. And while the CEO may be responsible for the overall vision, each leader within the organization needs to define a vision for their group that supports the main vision.

There are three main drivers of vision: Exploration, boldness, and testing assumptions.

Exploration drives vision when the leader remains open to the full set of possibilities and prioritizes the big picture. Although a great vision often sounds simple and elegant, a good deal of effort and insight has usually gone into developing it. There is a discipline to exploring new ideas that involves thinking at a big-picture level. It also involves resisting the temptation to choose the “right” idea too quickly.
•Leaders need to be intentional about exploring new directions.
•It may help to suspend judgement and consider a variety of ideas.
•Exploration involves giving oneself the time to weigh options.

Boldness drives vision when the leader is adventurous and unafraid to speak out. Creating a bold vision doesn’t necessarily mean doing something on a big scale, but it does mean that the leader has a willingness to go out on a limb to champion bold new directions. Great leaders stretch the boundaries of what seems possible and challenge people to rise to the occasion.
•Leaders don’t make a big impact without being a little adventurous.
•People look to leaders for a compelling vision that excites them.
•Every great accomplishment begins with a bold idea.

Testing Assumptions
Testing assumptions drives vision when the leader seeks counsel and explores the implications of their actions. Creating a vision requires exploring ideas and being bold, but it’s also crucial that the vision be grounded. Leaders can test their assumptions through several means, including seeking others’ advice and doing more formal research. This is not about looking for support, but instead is about soliciting objective input and surfacing potential problems.
•Leaders need to look beyond their own thinking to test assumptions.
•It’s important to recognize obstacles when developing a vision.
•Consider a variety of methods in checking your hypotheses.

Building Alignment
Building alignment is about gaining buy-in from the organization and your team – everyone who will have a role in making it a reality. It sets the stage by proposing a plan for effective implementation, provides a forum for questions and concerns, brings people together behind the vision, and generates excitement for the vision. Alignment ensures that people are on the same page, both from a task and an emotional perspective. It requires ongoing one-way and two-way communication. In fact, the failure of a vision, no matter when it happens, can often have more to do with a lack of alignment than with the strength of the vision or the efficiency of execution. Too often, leaders treat alignment as something to check off a to-do list. In reality, alignment is a dynamic, ongoing process that requires the leader to continually monitor and realign as conditions and needs change.

There are three main drivers of alignment: Clarity, dialogue, and inspiration.

Clarity drives alignment because it’s important to deliver a rational, structured message when communicating with others. Some leaders have trouble translating their great ideas into words. Others struggle to stay on topic or fail to relay the most important points. When people don’t understand your vision, how can you expect them to get on board?
•Clear communications explains the reasoning behind their ideas.
•When people understand a message, they can more easily buy in.
•Consider thinking the message through all the way to the end.

Dialogue drives alignment because one of the simplest ways to get others aligned around the vision is to engage them in a rich discussion about the “who,” “what,” “why,” “where,” “when,” and “how” questions, and remain receptive to the ideas that emerge from those discussions. When leaders involve others in two-way conversations like this, it not only increases buy-in, but also gives leaders invaluable information.
•True alignment requires openness to others’ ideas and concerns.
•People want the chance to ask questions and share their insights.
•Dialogue helps leaders identify potential problems or disconnects.

SL 1Inspiration drives alignment when a leader is both expressive and encouraging. Leaders get people truly excited to start a new project or initiative when they inspire them by painting an exciting picture of the future, share their own passion, and show confidence in the team’s ability to succeed. Leaders who are able to inspire others in this way are much more successful in gaining and maintaining buy-in.
•Real buy-in isn’t just getting people to go through the motions.
•When you express your passion, others become more committed.
•People need to see how their efforts will contribute to success.

Championing Execution
Execution is turning the imagined future vision of the organization into a reality. It propels the development of concrete strategies, makes the vision actionable, gives people a sense of achievement, and fulfills the promise of the vision. The leader must make sure that all conditions are in place so that everyone can do the work necessary to fulfill the vision. Often people think of execution as something that happens in the tenches, while the leader sits in an office thinking up the big ideas. The truth is that successful execution of a vision can’t happen without the deep commitment and support of the leader.

There are three main drivers of execution: Momentum, structure, and feedback.

Momentum drives execution through initiating action and being driven towards results. Leaders often set the pace for the group, so when they tend to be too low-key, people may not feel the sense of momentum that’s needed to realize the vision. By being driven and proactive – and also by acknowledging others who take initiative – leaders send the message that getting things done at a brisk pace is important.
•Leaders often set an example when it comes to momentum.
•People tend to perform to the level of momentum that’s expected.
•Without a sense of momentum, projects can stall out and fail.

Structure drives execution by providing a plan and analyzing the systems and processes in-depth. To execute on a vision effectively,SL 2 leaders need to ensure that people have enough structure to follow. Without appropriate processes, policies, and expectations in place, teams operate inefficiently and are less likely to create high-quality outcomes. To create structure, leaders need to make well-thought-out plans and analyze complex problems.
•To work productively, people need to know what is expected.
•Effective leaders respond to the structure needs of their teams.
•Structure helps to produce predictable, reliable outcomes.

Feedback drives execution by addressing problems and offering praise. In order to ensure that the vision is executed, leaders must provide both critical and positive feedback. When inefficiencies and complications are evident, leaders need to be willing to speak up. And, when people are performing well, it’s equally important to provide the appropriate praise and recognition to keep everyone engaged.
•Feedback from leaders helps people know how they’re performing.
•Leaders need to be willing to address problems head-on.
•Recognizing contributions encourages ownership and engagement.

Source:, 1 September 2014
By:Karlyn Borysenko

Därför gör smartphonen oss dummare

Posted in Aktuellt, Allmänt on September 1st, 2014 by admin

Vad händer i hjärnan när vi växlar mellan olika arbetsuppgifter, mejl och Facebook?
Intervju med Tomas Dalström

Våra hjärnor är i princip identiska med den hjärna cromagnonmänniskan föddes med för ungefär 40 000 år sedan. Det innebär att vår hjärna föredrar att sitta under en korkek och dagdrömma. Men det får den inte göra så ofta i dagens uppkopplade värld. En förklaring till att fler och fler har koncentrationssvårigheter är att kraven på vad vi ska göra har ökat mycket mer än vad våra hjärnor har utvecklats. Det skapar stress. För att titta lite närmare på koncentrationssvårigheter och mulititasking har Talarforum träffat Tomas Dalström som skrivit boken Bäst i text Läseboken/Skrivboken. I boken beskriver Tomas hur läs- och skrivprocesserna går till ur hjärnans perspektiv – och hur de påverkas av bland annat multitasking och störande miljöer.

Koncentration är en bristvara idag. Med Facebook, Twitter och ”den smarta telefonen” har problemen exploderat de senaste åren. Vi har SMP3med oss telefonen överallt och en normalanvändare tittar på den var 6:e minut. Det påverkar förstås koncentrationen och vår förmåga att prestera på arbetet, hemma och fritiden. Detta har lett fram till att Tomas kommit med det kontroversiella påståendet att smartphonen skulle göra oss dummare.

Varför skulle en smartphone göra mig dummare?
– Det som är mobilens fördel är också dess nackdel. Vi har med den överallt – och vi inte kan låta bli att kolla på den. Vi tittar för att se om det har hänt något eller för att vi vill att något ska hända. En normalanvändare tittar var sjätte minut. Lägg sedan till det att det kan ta upp till 25 minuter att komma tillbaka till samma mentala nivå, som vi var i innan vi blev störda. Det är en ekvation som inte går ihop.

Men när man multitaskar känns det ju som att man får mycket gjort.
– När du tittar närmare på en person som säger att han/hon är bra på att multitaska, så kommer du att upptäcka motsatsen. Det är riktigt att du känner dig upptagen, när din uppmärksamhet hela tiden hoppar från en aktivitet till nästa – men det är inte detsamma som att du är produktiv. Den insikten är viktig. Det kan ta dubbelt så lång tid att bli klar med en arbetsuppgift. Det beror bland annat på att din uppmärksamhet och ditt minne försämras. Du kommer dessutom inte in mentalt i en ny uppgift lika effektivt – som den som gör färdigt en sak i taget.

Varför kan vi inte göra flera saker samtidigt?
– Du har en hjärna som i princip är identisk med den cromagnonmänniskan hade för ungefär 40 000 år sedan. Det betyder att du har ett väldigt litet arbetsminne. Någon har sagt att det har plats för ett telefonnummer, men inte ett riktnummer. Det raderas ständigt, fylls hela tiden på med ny information och kan bara göra en sak i taget. En känd forskare säger att vi på riktigt kanske kan börja göra flera saker samtidigt om 1 000 generationer. Många tror att yngre har tagit ett evolutionärt språng, men så är det inte. De läser till exempel inte elektroniska texter bättre än äldre.

Varför är det svårt att förstå vad vi läser på en smartphone?
– Forskning visar att det är mer än dubbelt så ansträngande att läsa på den jämfört med en dator. Testpersonerna satt i ett tyst labb. De blev visade sidan de skulle läsa, de letade alltså inte efter den. På jobbet eller stan skulle det ha varit ännu mer ansträngande.
– En förklaring till att det är svårare att läsa på mobilen är vårt futtiga arbetsminne och displayens storlek. Ju mindre text du ser, desto mer måste du hålla i minnet. Om du läser på papper är det lätt att hoppa tillbaka i texten för att kolla något du inte har uppfattat och sen hoppa tillbaka igen. Och hoppar tillbaka gör vi; det är en naturlig del i läsprocessen. Det är mycket svårare på en smartphone.

Källa:, augusti 2014
Mer om Tomas Dalström