At Ventivia, we focus on helping you grow healthy teams based on mindfulness, resilience, and emotional and social intelligence. Our emphasis on mindfulness allows leaders and team members to pay attention to what’s happening in the environment.
Agile Coaching and Education, Organizational Health and Agility, Organizational Development, Resilient Leadership, Agile from the Heart Coaching, and Agile Career Certifications.
Mission: Advancing human potential.
Social capital moves beyond "human capital" where we are nurturing talent and individual competencies to a space we nurture emergence in the confluence of human connections. I recommend taking a look at Michael Arena's book "Adaptive Space" ... for a preview listen to the Talent Angle podcast here: https://www.gartner.com/podcasts/talent-angle-innovate-in-an-adaptive-space-with-michael-arena-ph-d/
gartner.com Michael Arena, Chief Talent Officer at GM, argues that large companies can disrupt themselves. Listen to this episode of the Talent Angle to learn how to create an Adaptive Space, where creative ideas can flow freely.
pewsocialtrends.org How the shifting economic landscape is reshaping work and society and affecting the way people think about the skills and training they need to get ahead.
“You may joke about how committee meetings make you feel brain dead, but our findings suggest that they may make you act brain dead as well.”
spring.org.uk Being in a group can have a dramatic effect on cognitive functioning, especially in women.
Take Charge of How You Feel Today
Release Stress - Find Balance - Build Resilience
Science has now shown us that the rhythm of our heart beat affects how we think and feel.
Learn to shift your heart rhythm to increase your emotional composure and clear thinking.
weforum.org Entrepreneurial thinking no longer just means straight business skills. Neuroscience shows how incorporating life skills can result in a ‘growth mindset’.
"if companies assimilate and apply these essentials—in their own way, in accordance with their particular context, capabilities, organizational culture, and appetite for risk—they will improve the likelihood that they, too, can rekindle the lost spark of innovation."
mckinsey.com Strategic and organizational factors are what separate successful big-company innovators from the rest of the field.
Google has been praised as a fantastic place to work and so much of that comes from establishing and maintaining a culture of excellence. I had the honor of attending an AMAZING design thinking workshop at the ISPI annual conference in Seattle, WA. Here are some of the amazing resources that are part of the Creative Skills for Innovation (CSI) workshop that I experienced in Seattle. The CSI workshop gives people the mindset, process and tools to accelerate innovation and to find out what it takes to get from ill-defined problems to well-designed solutions.
rework.withgoogle.com Design thinking is an approach to think creatively and develop new solutions by understanding the user and testing ideas.
Researchers agree that #companyculture is vitally important. In a study from Columbia Business School, only 15 percent of respondents indicated their company paid sufficient attention to its culture; however, 90 percent indicated a strong belief that the quality of a company’s culture is linked with its financial success. So what does a strong, positive culture look like? In addition to the ideas offered by Forbes, consider using the Emergenetics® Profile to help you create a supportive environment where employees feel their perspectives are understood and valued. http://bit.ly/2peEjPe
Agility = "the ability of an organization to renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, turbulent environment."
mckinsey.com In a time of rapid change and unprecedented complexity, only the nimble survive! In 1935, the life expectancy of an S&P 500 company was 90 years.
"Stressful events we experience in the workplace can increase our risk of developing common mental health disorders, such as depression and anxiety
In particular, two of the most toxic situations are likely to be:
1) Experiencing overwhelming demands alongside having little control over decisions (job strain)
2) Putting in high effort for very little reward
Monitoring and addressing these factors in our workplaces may have huge benefits for employees’ mental health."
scienceforwork.com It is estimated that more than 3 in 10 employees will experience a mental health problem each year, with a staggering 80 million working days lost to anxiety and depression. These disorders are common yet devastating, and can make work a constant battle for employees. With such a widespread impact o...
"Although trust and psychological safety have a lot in common, they are not completely interchangeable concepts. A key difference is that psychological safety is thought to be experienced at the group level — most people on a team tend to have the same perceptions of it. While trust usually relates to interactions between two individuals or parties " Teams have a collective (network) trait that is not the sum of the individual contributors. It's time to dust off our thinking about performance innovation among self-organizing teams of knowledge workers.
scienceforwork.com Although the concept of psychological safety has been around since the 1960s, it recently came storming into the mainstream when research by Google on high-performing teams hit the news. While Google’s research, which focused on 180 of its teams, is illuminating, this evidence summary highlights s...
"When pressure is applied, the agile organization reacts by being more than just robust; performance actually improves as more pressure is exerted. Research shows that agile organizations have a 70 percent chance of being in the top quartile of organizational health, the best indicator of long-term performance. Moreover, such companies simultaneously achieve greater customer centricity, faster time to market, higher revenue growth, lower costs, and a more engaged workforce:" At Ventivia we believe agility agility is born in the heart and mind igniting a more conscious and collaborative organization! http://ventivia.com/
mckinsey.com Agile organizations--of any size and across industries--have five key elements in common.
engage-innovate.com If December is the season “to be jolly”, then January is the month where most CEOs finally “Strategize”. We look at the top five strategy traps CEOs and management teams might stumble into during their upcoming strategy processes. By: Christian Rangen, Co-Founder Engage // Innovate, Strategy...
"The urgency imperative places a premium on agility: it enables the shift to emergent strategy, while unleashing your people so they can reshape your business in real time."
mckinsey.com To compete at the speed of digital, you need to unleash your strategy, your structure, and your people.
“Education is the kindling of a flame, not the filling of a vessel.”
"Talk to experienced CEOs and CPOs (chief people officers) of major companies and ask them what they need. They commonly say: people, teams, and leaders that can make our organization thrive in a world of VUCA (volatility, uncertainty, complexity, ambiguity). By that, I believe they mean people and capacities that can take their organization into the 4.0 world in which they respond to disruption by co-sensing and co-shaping the future."
huffingtonpost.com “Education is the kindling of a flame, not the filling of a vessel.” This quote from Plutarch is as true today as it was two thousand years ago. Still, t...
"Companies that implemented several design practices showed both improved financial performance and increased customer loyalty, in a time when many companies are suffering from falling customer satisfaction."
mckinsey.com As design thinking nears its 50th birthday, many companies still struggle to realize value from design. Those that succeed often follow ten best practices.
Management yesterday = Plan, Organize, Direct, and Control
Management today + Strategize + Lead + Transform + Coach = Resilient (Agile) Leadership
Learn more about management in our era of innovation and change:
These principles apply to business, government, and communities.
huffingtonpost.com We have 28,000 registered participants from 190 countries. They are linked through 350 self-organizing Hubs across cultures, forming 700-1,000 coachi...
"...organizational agility is not a one-size-fits-all undertaking. The specific practices a unit or organization should focus on to become agile depend on whether it is currently bureaucratic, start-up, or trapped."
At Ventivia we approach each agile transformation based on the unique circumstances of our clients. There is no silver bullet or miracle framework that delivers agility.
mckinsey.com Transforming companies to achieve organizational agility is in its early days but already yielding positive returns. While the paths can vary, survey findings suggest how to start.
"Get to Yes" within the structure that exists, while moving with agility on innovation projects.
inc.com Many are good. Some are superior. And a few--just a few--are exceptional. Here's how to tell the difference.
"The very resources one needs to experience high value, in what one gives to and receives from human interactions, do not seem to be available in the low-value trap. We need support, recognition, and the ability to make a unique contribution, yet these resources are usually not available in the low-value trap. Are we stuck, then, or is there a way out? "
jimritchiedunham.wordpress.com Recent reports on global disengagement and lack of wellness suggest that people across the globe have persistent “low-value” experiences–they spend all day gaining little value fr…
For my agile colleagues in Washington DC - new research from MITRE on Agile Government.
"...you are a chooser of experiences and outcomes in your life. You are the CEO, the Chooser of Experiences and Outcomes. As the CEO, of your life, you choose. "
jimritchiedunham.wordpress.com Who determines the experiences you have and the outcomes you achieve? Can we humans choose this? What does the “terrain” of human choice look like? Is it in our nature to be able to choose? For …
Checklists serve as handy reminders and can help keep intentions on track. Simple tools can help build psychological safety on teams. ..."how the checklist helps highly trained experts in complex situations prevent the avoidable failures that still haunt the activities we humans organize."
jimritchiedunham.wordpress.com You invite some colleagues to work together with you on something you feel is really important. Knowing you, your passion, and what they can contribute, they enthusiastically say yes. You come toge…
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forbes.com Agile is governed by three laws.
Organizational Agility is becoming one of the latest trends in boardrooms, classrooms, and research. Having experienced leadership roles in agile (and I would interchange the term with resilient and healthy) organizations, I can attest to the rigor (discipline) needed to succeed. Much as a personal commitment to change requires discipline, aligning an organization (family, work team, company, community) requires a long term commitment. I've had the opportunity to experience what it takes to thrive. Here's a blog post from Patrick Lencioni, that describes the commitment!
tablegroup.com Someone once asked me how I know whether a Table Group client is really going to be successful in achieving organization...
When I described the attributes of "Teal" to a group of retired USMC leaders, they pointed me to the 14 leadership traits of Marines (JJDIDTIEBUCKLE representing justice, judgement, dependability, integrity, decisiveness, tact, initiative, endurance, bearing, unselfishness, courage, knowledge, loyalty, and enthusiasm).
strategy-business.com Organizations are ready for their next evolutionary step: a step toward self-management, wholeness, and a new sense of purpose.
Looking forward to a weekend of design thinking!!
"A business/ social system designed to prevent human relations from happening, de- manding that its members avoid trustful relationships, collapses the very system, over the long run. The amount of energy used to resist human relations makes its members sick, as they burn their energy out. On the other hand, when entering and nourishing trustful relations, business/ social systems gain energy and become self sustaining and impact resilient.” ---- J. L. Throneburg [Founder THORLO Inc. | www.thorlo.com]"
jimritchiedunham.wordpress.com This blog highlights insights from research into the agreements of transformation. This research with 22 people across 18 countries on 3 continents was supported by the Institute for Strategic Cla…
jimritchiedunham.wordpress.com “The most important implication[s] of the complexity of social-environmental systems is that you can’t do just one thing (p 63) […and] fitting the pieces together..requires an abi…
myemail.constantcontact.com achieve strategic clarity, galvanize commitment, and move teams from “forming” to “performing” around your greatest innovation challenges.
jimritchiedunham.wordpress.com It might be time for a shift. A move made a century ago, quickly crisscrossing the earth, might have reached its end, and we might be ready to stand on those shoulders of excellence and see quite …
Our June event is around the corner:
When: Tuesday, June 13th, 6:00 PM EDT
Where: World Learning, 1015 15th Street NW, 7th Floor
What: Deep Insight Visualization is a process that helps individuals and groups of all sizes create alignment by stimulating internal connection to the issue at hand.
Register here: http://ispi-dc.org/event-2571966
Deep Insight Visualization can be used as a performance intervention tool in two ways. The initial interaction leads to clear understanding and agreement on next steps. Long term, the visual image co-created by the team becomes a nonverbal touch point for reconnection to purpose, meaning, and agreement. Much like the “Eagle Globe and Anchor” has deep meaning for the US Marine Corps, the team visualizations create depth and meaning that help to galvanize commitment over time.
"Once we see how we get hooked and how we get swept along by the momentum, there’s no way to be arrogant. The trick is to keep seeing."
lionsroar.com Shenpa is the urge that triggers our habitual tendency to close down says Pema Chödrön. We get hooked in that moment of tightening when we reach for relief.
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