Micro-interventions

Individual improvement

An egocentric approach to the day to day work challenges might not stimulate social interaction. Interaction starts with a centered open mind and the ability to connect to perception and feelings of others. It is easier to stimulate positive interaction when you find time to connect with others and work with a mindset of interdependency. Finding and organizing the right time and place is one of the stimulating factors.

Awareness questions:

  • What is a possible outcome when working together on this action or topic?
  • Which people or interactions do stimulate and energize me?
  • Which possibilities might arise by interacting with others?

Team improvement

  • Pair up for complex topics and actions
  • Create an overview of all people involved in the team objective. Which persons need to interact more in order to get a better, faster and more sustainable outcome?

Other interventions

Use methods for:

  • Stakeholder analysis
  • Initiating projects
  • Setting up roles and responsibilities

Social interaction

We encourage useful interaction between people

Success is a joint effort and social interaction is the key. 29% of the professionals in this survey feel this interaction is stimulated in teams and 25% feels it is not. Many seem to prefer single autonomous work above alignment en interaction. In dynamic, multidisciplinary or complex environments however social interaction is a prerequisite for team synergy and agility. (Source: Ruysdael research on connected leadership)

Co-leadership

co-leadershipPersonal leadership, feeling empowered to take initiative, is one of the key factors for achieving an integrated and sustainable outcome.

The success strategy: Take initiative. We inspire others by example to engage and to interact towards an integrated and sustainable outcome. We can discuss this factor using the following success markers:

  • Feel empowered
  • Take the lead
  • Group focus
  • Social interaction
  • Generative mindset