Who I am.


Curriculum Vitae

Education

HBO-ICT | Business IT & Management | Utrecht University of Applied Sciences (HU)

An educational subject that specialises in teaching development of applications, systems, etc. and how technologies can be implemented in organisations to aid business and technical processes within said organisations.

Within this field are multiple specialisations which can be chosen by the student. One of these is Business IT & Management. This specialisation puts the focus on connecting business problems with technological solutions; how to implement these solutions and how to change organisations to help use these solutions.

HAVO | Economics & Society | Johannes Fontanus College (JFC)

A general curriculum in secondary school which takes five years total in normal-case-scenario’s, where focus has been set in teaching economics in organisations; society and how society has functioned in past and functions in present.

Extra courses: German, Management & Organisation.

Certificates

HAVO | VECON Business School | Johannes Fontanus College (JFC)

When Management & Organisation (now: Business Economics) has been chosen as an extra course, the apprentice is automatically eligible for this certificate. This certificate is proof that the apprentice can handle financial data in organisational estimates, budgets, income and cost statements within various types of organisations. This course is given in the last two years of five years total in HAVO.


Advisory Roles

Advisor

In terms of behavioural phenomena, a coach is by definition an advisor, purely because he/she comes up with strategies on the sidelines to achieve the goal by strategically placing the people/resources that have to make the difference between (in the case of matches) winning and losing.

Coaches motivate the people around them to achieve their goals. They are the mental support for those who are willing to go the extra mile or for those who want to take the step, but don’t want to or can’t at first sight.

Overall, I don’t see myself in this role as a manager, but as an equal. This is also reflected in the colour theory for the personality associated with the colour red, in which the pitfall of “ignoring power” is mentioned. This is certainly a “problem” that has come up unconsciously among employers. In most cases, coaches are also team players, and displaying solo or machobehavior can be experienced as very undesirable. This is definitely an issue that I run into as a person.

Facilitator

One difference between advisor and processfacilitator is that an advisor watches from the sidelines and maintains the process, but the processfacilitator is part of the process.

In most cases, I remain an advisor. But: if it’s a problem bigger than I imagined; that the problem affects me on several levels or that others feel addressed in this way, I become part of the process.



Organisational Culture

Social Culture


Harrison & Handy

As hardships come and go, it’s the people within the organisation who show loyalty not to the organisation, but to the people they work with that make it through.

Without the emotional connection to the people within the organisation, that person is more inclined to leave alongside their skillset, knowledge and experience.

This is why the social needs of employees in my opinion needs to come first.

Family Culture


Quinn

As a result of the previous culture, a family culture is created where emotional connection with one-another is much more present than other cultures.

Where tasks can be delegated and supported by multiple people, where more people will be inclined to help eachother.

“One thought can move pebbles, A likeminded group can move mountains.”

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Caluwés Colour Theory

March 2024

February 2023

Click for more information

Yellow

Bringing interests together.

  • Can bring interests together.
  • Can force them to adopt certain positions/opinions.
  • Create win-win situations/form coalitions.
  • Can show the benefit of certain views Directing noses.
Blue

Structurally forming a clear goal/result.

  • Formulate a clear result/goal in advance.
  • A good step-by-step plan from A to B.
  • Monitors the steps properly and makes adjustments based on them.
  • Keeps everything stable and controlled as much as possible Reduces complexity as much as possible.
Red

Stimulating people in the right way.

  • Stimulates people in the right way (punishment and baiting).
  • Advanced HRM-tools used for rewarding, motivating, status.
  • Giving people something back for what they give you.
Green

Making people aware of new point of views/their own shortcomings.

  • Makes people aware of new views or of their own shortcomings (consciously incompetent).
  • Motivate them to see/learn/be able to do new things.
  • Create appropriate joint-learning situations
White

Letting the energy for change come from people themselves.

  • Starts from the will and desire and the ‘natural way’ of the human being themselves; adding meaning.
  • Remove any blockages for the change to happen “naturally”.


Nathans Conversation Styles

When the conversation starts about these conversation styles, my preferred method of communication is to move with the ideas of those advised. This is only present when I have little knowledge of the subjects.

When I know that I’m objectively right, I still defend my ideas but I don’t defend it like my life depends on it. In these cases I stand parallel with those advised to present a meaningful discussion.