A DIFFERENT PERSPECTIVE
Learning to look at decisions, leadership and key roles in a different way.
Not any more information. Just some other questions.
Organisations make decisions every day. About appointments, leadership, collaboration and change. Yet it is often the most important decisions that do not fail due to a lack of information, but because of what remains unseen.
Taradin brings that unseen layer into focus. Not by adding more analysis, but by learning to look at things differently.
Why this is on my mind
My fascination lies not in the decision itself, but in what people and organisations fail to see when they make that decision. For more than 26 years, I have been investigating why some decisions, despite all the expertise and good intentions, still fail to deliver what was expected of them.
That quest now forms the basis of Taradin.
THEMES
Topics I am researching
Clarity in decision-making within complex organisations
Waarom ervaren leiders soms twijfelen terwijl alle cijfers lijken te kloppen? Hoe onderscheid je intuïtie van vooroordeel? En hoe herken je wat nog niet zichtbaar is vóór een beslissing wordt genomen?
The Owl and the Invisible Compass
Vertrekkend vanuit mijn boek onderzoek ik waarom betekenis, identiteit en innerlijk leiderschap ook in organisaties een rol spelen. Niet als theoretisch model, maar als een andere manier om naar keuzes, verantwoordelijkheid en leiderschap te kijken.
Why we often fail to see what really drives our decisions
Our decisions are not based solely on rational analysis. They are influenced by experience, beliefs, emotions, context and subconscious patterns. Good decision-makers do not try to eliminate these influences. They learn to recognise them.
Seeing what organisations don't yet see
Many problems arise long before they become apparent. An appointment that isn't working out. A management team that keeps clashing. A change that is meeting with resistance. Often, the warning signs are already there. It's just that nobody is paying attention to them.
STARTING POINT
My starting point
I don't believe that better decisions come about simply through having more data. Nor do I believe that we should rely solely on our gut feeling.
Good decisions arise when analysis, experience, intuition and meaning reinforce one another.
Not everything that is important can be measured. But just because something cannot be measured does not mean it deserves any less attention.
What I do
I'm not trying to persuade organisations. I'm trying to bring to light what remains hidden today. Because better decisions aren't just the result of better answers. They're mainly the result of better questions.
FOR WHOM
For organisations that recognise that the quality of their decisions determines their future.
- Executive committees
- Boards of directors
- HR and leadership events
- Business schools
- Universities and universities of applied sciences
- Networking organisations
PRACTICAL
The themes can be presented as:
- guest lecture
- management dialogue
- contribution to a seminar
- book launch
"I think your book is brilliant. I've already got someone in mind to lend it to. And you know what I've noticed? That I'm starting to 'think deeply' again. Can't do any harm..."
— Margot, Amsterdam
REQUEST INFORMATION WITHOUT OBLIGATION
Curious?
You may recognise some of these questions from your own organisation.
Perhaps you're looking for a different perspective for a training day, management meeting or guest lecture.
Or perhaps you'd simply like to discuss this further.