Think about thinking

Ik heb liever 10 brillen dan oogkleppen op …

  • Ratio en analytisch denken bepalen hoe wij kijken en hoe we oplossingen bedenken voor business problemen / uitdagingen. Er zijn echter meer manieren van kijken / denken
  • De manier van denken leidt tot 1 juiste oplossing terwijl de praktijk vele oplossingen mogelijk maakt. Voor mij leidt dit tot de vraag … wat is minimaal nodig

Zie ook de bijgevoegde pdf: Think about thinking.pdf

  • Think about ….. thinking!
  • Situatie

Ik heb liever 10 brillen dan oogkleppen op …

  • Ratio en analytisch denken bepalen hoe wij kijken en hoe we oplossingen bedenken voor business problemen / uitdagingen. Er zijn echter meer manieren van kijken / denken
  • De manier van denken leidt tot 1 juiste oplossing terwijl de praktijk vele oplossingen mogelijk maakt. Voor mij leidt dit tot de vraag … wat is minimaal nodig
  • Alternatieven
  • Think like an
  • scientist
  • ratio
  • artist
  • schoonheid
  • designer
  • werkbaarheid
  • architect
  • perfectie
  • minimalist
  • goed = goed genoeg
  • boer
  • groei
  • fotograaf
  • perspectief
  • Ways of thinking
  • Solution thinking
  • Solution vs Problem Thinking.mmap
    Link:”Solution vs Problem Thinking.mmap”
  • Ideation
  • System thinking
  • System Thinking Workshop Jeroen Ermers.mmap
    Link:”..\..\..\Proffesional\Leuk    passie onderhanden\Systemthinking\System Thinking Workshop Jeroen Ermers.mmap”
  • System thinking.xls
    Link:”..\..\..\Achtergrond info\xxx system thinking\System thinking.xls”
  • SystemsThinking-CreativeHolismforManagers.185231456.pdf
    Link:”..\..\..\Achtergrond info\xxx system thinking\SystemsThinking-CreativeHolismforManagers.185231456.pdf”
  • sengesum.pdf
    Link:”..\..\..\Proffesional\Leuk    passie onderhanden\Systemthinking\sengesum.pdf”
  • Seeing things as a whole
  • System thinking
  • Detailfocus, door subproblemen aan te pakken het gehele probleem denkenop te lossen
  • Context
  • Suboptimalisatie
  • Combinatie van een holistiscghe versus een analytische benadering
  • Voorbeelden
  • Deeldiciplines / speciaalisaties
  • Bureaucratie
  • Medische wereld
  • Zwakste schakel
  • History, timeline vs products or ..
  • Visual thinking
  • Visual Thinking.mmap
  • Lateral thinking
  • Creative thinking
  • Creative Idea Implementation Plan.mmap
    Link:”..\Maps derden\Creative Idea Implementation Plan.mmap”
  • Design thinking
  • Minimal thinking
  • Design thinking.pptx
    Link:”..\..\..\Proffesional\Leuk    passie onderhanden\Systemthinking\Design thinking.pptx”
  • Innovative thinking
  • Innovatie conceptmap.mmap
    Link:”Innovatie conceptmap.mmap”
  • Innovatie.mmap
    Link:Innovatie.mmap
  • Integrative thinking
    Link:www.rotman.utoronto.ca/integrativethinking/definition.htmIntegrative Thinking is the ability to constructively face the tensions of opposing models, and instead of choosing one at the expense of the other, generating a creative resolution of the tension in the form of a new model that contains elements of the both models, but is superior to each. When making any decision, people proceed through four steps: -The first step is Salience: what do we choose to pay attention to, and what not? In this initial step, we decide which features are relevant to our decision. -The second step is Causality: how do we make sense of what we see? What sort of relations do we believe exist between the various pieces of the puzzle? -The third step is Architecture, during which an overall mental model is constructed, based upon our choices from the first two steps. -The final step is Resolution : what will our decision be, based on our reasoning? Integrative thinkers approach these four steps in a very specific way. As shown on the diagram below, in step one they consider more features of the problem as salient to its resolution; they consider multi-directional and non-linear causality between the salient features; they are able to keep the ‘big picture’ in mind while they work on the individual parts of the problem; and they find creative resolutions to the tensions inherent in the problem’s architecture. Integrative Thinking is the ability to constructively face the tensions of opposing models, and instead of choosing one at the expense of the other, generating a creative resolution of the tension in the form of a new model that contains elements of the both models, but is superior to each. When making any decision, people proceed through four steps: -The first step is Salience: what do we choose to pay attention to, and what not? In this initial step, we decide which features are relevant to our decision. -The second step is Causality: how do we make sense of what we see? What sort of relations do we believe exist between the various pieces of the puzzle? -The third step is Architecture, during which an overall mental model is constructed, based upon our choices from the first two steps. -The final step is Resolution : what will our decision be, based on our reasoning? Integrative thinkers approach these four steps in a very specific way. As shown on the diagram below, in step one they consider more features of the problem as salient to its resolution; they consider multi-directional and non-linear causality between the salient features; they are able to keep the ‘big picture’ in mind while they work on the individual parts of the problem; and they find creative resolutions to the tensions inherent in the problem’s architecture. Integrative Thinking is the ability to constructively face the tensions of opposing models, and instead of choosing one at the expense of the other, generating a creative resolution of the tension in the form of a new model that contains elements of the both models, but is superior to each. When making any decision, people proceed through four steps: -The first step is Salience: what do we choose to pay attention to, and what not? In this initial step, we decide which features are relevant to our decision. -The second step is Causality: how do we make sense of what we see? What sort of relations do we believe exist between the various pieces of the puzzle? -The third step is Architecture, during which an overall mental model is constructed, based upon our choices from the first two steps. -The final step is Resolution : what will our decision be, based on our reasoning? Integrative thinkers approach these four steps in a very specific way. As shown on the diagram below, in step one they consider more features of the problem as salient to its resolution; they consider multi-directional and non-linear causality between the salient features; they are able to keep the ‘big picture’ in mind while they work on the individual parts of the problem; and they find creative resolutions to the tensions inherent in the problem’s architecture. Integrative Thinking is the ability to constructively face the tensions of opposing models, and instead of choosing one at the expense of the other, generating a creative resolution of the tension in the form of a new model that contains elements of the both models, but is superior to each. When making any decision, people proceed through four steps: -The first step is Salience: what do we choose to pay attention to, and what not? In this initial step, we decide which features are relevant to our decision. -The second step is Causality: how do we make sense of what we see? What sort of relations do we believe exist between the various pieces of the puzzle? -The third step is Architecture, during which an overall mental model is constructed, based upon our choices from the first two steps. -The final step is Resolution : what will our decision be, based on our reasoning? Integrative thinkers approach these four steps in a very specific way. As shown on the diagram below, in step one they consider more features of the problem as salient to its resolution; they consider multi-directional and non-linear causality between the salient features; they are able to keep the ‘big picture’ in mind while they work on the individual parts of the problem; and they find creative resolutions to the tensions inherent in the problem’s architecture. Integrative thinkers build models rather than choose between them. Their models include consideration of numerous variables — customers, employees, competitors, capabilities, cost structures, industry evolution, and regulatory environment — not just a subset of the above. Their models capture the complicated, multi-faceted and multidirectional causal relationships between the key variables in any problem. Integrative thinkers consider the problem as a whole, rather than breaking it down and farming out the parts. Finally, they creatively resolve tensions without making costly trade-offs, turning challenges into opportunities. Integrative thinkers build models rather than choose between them. Their models include consideration of numerous variables — customers, employees, competitors, capabilities, cost structures, industry evolution, and regulatory environment — not just a subset of the above. Their models capture the complicated, multi-faceted and multidirectional causal relationships between the key variables in any problem. Integrative thinkers consider the problem as a whole, rather than breaking it down and farming out the parts. Finally, they creatively resolve tensions without making costly trade-offs, turning challenges into opportunities. Integrative Thinking is the ability to constructively face the tensions of opposing models, and instead of choosing one at the expense of the other, generating a creative resolution of the tension in the form of a new model that contains elements of the both models, but is superior to each. When making any decision, people proceed through four steps: -The first step is Salience: what do we choose to pay attention to, and what not? In this initial step, we decide which features are relevant to our decision. -The second step is Causality: how do we make sense of what we see? What sort of relations do we believe exist between the various pieces of the puzzle? -The third step is Architecture, during which an overall mental model is constructed, based upon our choices from the first two steps. -The final step is Resolution : what will our decision be, based on our reasoning? Integrative thinkers approach these four steps in a very specific way. As shown on the diagram below, in step one they consider more features of the problem as salient to its resolution; they consider multi-directional and non-linear causality between the salient features; they are able to keep the ‘big picture’ in mind while they work on the individual parts of the problem; and they find creative resolutions to the tensions inherent in the problem’s architecture. Integrative thinkers build models rather than choose between them. Their models include consideration of numerous variables — customers, employees, competitors, capabilities, cost structures, industry evolution, and regulatory environment — not just a subset of the above. Their models capture the complicated, multi-faceted and multidirectional causal relationships between the key variables in any problem. Integrative thinkers consider the problem as a whole, rather than breaking it down and farming out the parts. Finally, they creatively resolve tensions without making costly trade-offs, turning challenges into opportunities. Integrative thinkers build models rather than choose between them. Their models include consideration of numerous variables — customers, employees, competitors, capabilities, cost structures, industry evolution, and regulatory environment — not just a subset of the above. Their models capture the complicated, multi-faceted and multidirectional causal relationships between the key variables in any problem. Integrative thinkers consider the problem as a whole, rather than breaking it down and farming out the parts. Finally, they creatively resolve tensions without making costly trade-offs, turning challenges into opportunities. Integrative thinkers build models rather than choose between them. Their models include consideration of numerous variables — customers, employees, competitors, capabilities, cost structures, industry evolution, and regulatory environment — not just a subset of the above. Their models capture the complicated, multi-faceted and multidirectional causal relationships between the key variables in any problem. Integrative thinkers consider the problem as a whole, rather than breaking it down and farming out the parts. Finally, they creatively resolve tensions without making costly trade-offs, turning challenges into opportunities.
  • Rodman Business School
  • Chris Argyris
  • The ability to constructively face the tensions of opposing models, and instead of choosing one at the expense of the other, generating a creative resolution of the tension in the form of a new model that contains elements of the both models, but is superior to each.
  • http://www.rotman.utoronto.ca/rogermartin/the%20art%20of%20integrative%20thinking.pdf
    Link:www.rotman.utoronto.ca/rogermartin/the%20art%20of%20integrative%20thinking.pdf
  • Integrative_thinking
    Link:en.wikipedia.org/wiki/Integrative_thinking
  • Holistisch
  • Deductive
  • ALgemeen
  • how-to-think-like-leonardo-da-vinci.mmap
    Link:”..\Martin’s maps\Samenvattingen\how-to-think-like-leonardo-da-vinci.mmap”
  • (A blend of) Links vs rechts denken.mmap
    Link:”(A blend of) Links vs rechts denken.mmap”
  • De bono
  • Six Hats Thinking.mmap
    Link:”..\Martin’s maps\29 mindmapping\Six Hats Thinking.mmap”
  • Six Hats Thinking.pdf
    Link:”..\Martin’s maps\29 mindmapping\Six Hats Thinking.pdf”
  • 1_Thinking and Learning.pdf
    Link:”..\..\..\Achtergrond info\xx eboooks\CLM\1_Thinking & Learning.pdf”
  • Acties
  • Mijn voorkeur en ontwikkel richting helder krijgen …..
  • Ik zou de verschillende methoden graag ‘tegen elkaar willen uitzetten’ en zien waarin ze verschillen / wat ze onderscheidt en voor welke situatie ze bruikbaar zijn.
  • Legenda
  • Modified
  • 18/4/2011
  • This map contains working notes of Martin van Vuure
  • Zie ook
    Link:”..\MindMaps Martin van Vuure.mmap#xpointer(/descendant-or-self::ap:Topic[@OId=’iXnqA/1MKEyO+Y0L6TfVfw==’])”.mmap
  • +31(0)629525732
  • martin.vanvuure@getronics.com
  • mvvuure@gmail.com
  • For personal use only, distribution of this information only in consultation with Martint
  • Think about thinking.xmmap
  • Legenda
  • Modified
  • 18/4/2011
  • This map contains working notes of Martin van Vuure
  • Zie ook
  • +31(0)629525732
  • martin.vanvuure@kpn.com
  • mvvuure@gmail.com
  • For personal use only, distribution of this information only in consultation with Martint
  • Think about thinking.xmmap

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