ExpertiseTrainingInnovationEssays, LecturesCOWORKING introductionProjectsGlobal-Local ExpertiseDialogical Self Blogs contributed by.....Leadership CoachingCooperationSelf ManagementThe Inspire Group ArtistsTONlineTool BoxMagazine CO WORKINGQuick scan







Request free quickscan


LinkedIn   YouTube  

Essays, Presentations and Lectures


Uniqueness and Repeating Patterns

Ton Voogt

  • It is not only scientists who have been searching for repeating patterns in everything, each person constantly makes their own patterns. We already have some patterns, such as the sucking reflex, we quickly learn other patterns: where did I had leave my toy car, and if it is not there, how can I best find it? That is how you and I live throughout the day.

To know yourself.... ...

Top-Down Management? Yes and No

Ton Voogt

  • The top management of a company with a top-down mainstream of goals and plans, and with no interest in considering bottom-up information, isolates itself in a cloud of wishful thinking.

Why does this happen? ...

Talent Management for Everybody

Ton Voogt

  • Three major shifts in thinking on talents, selection and organization during the last ten years.

The traditional vision of talent management is selecting the 10% most talented ...

I do my job, you do your job

Ton Voogt

  • Directors take full responsibility for their own department. They will not surrender to end a discussion. But discussions go on and solutions are suboptimal. All decisions are put at the desk of the General Manager. What solutions? Is a change needed? Where to start?

Two examples and five solutions

Consequents of changes in protocols based on one incident

  • The production in a fruit farm is in detail regulated by protocols who are based on best practices. Local management order changes based on one observation without prior reflection on other possible consequents. A case study with suggestions for improvement.

Ton Voogt report on his observations and analysis

Harry get things done

Ton Voogt

  • Harry had to make a choice or enlist in a famous Management Development program or follow his own questions and organise his own learning path. Organizing the best resources, people, lectures, literature, experiences he can find at the moment he wants them.

Harry's self organised learning ...

What is a Managers's real job?

Huiyan Zhang and Ton Voogt

  • The recent announcement of the elimination of the controversial stack ranking system at Microsoft has generated massive discussions on Wall Street and in the business world. The central lines of discussions have been surrounding two focused topics: unhealthy competition is detrimental to business results; the real job of a manager is to develop the people as opposed to evaluating and eliminating them.

Joanne Zhang and Ton Voogt reflect on the manager's role.


  • Frans van Gunsteren explores his thoughts on freedom and analyses how he fought for his personal freedom. Taking personal responsibility for all choices and the consequents.

Freedom fascinates me, always did ...

On obligations and freedom

  • In a letter to Frans Ton describes some observations. Successful Chinese business man in their forties lose their perspective in life when they reach all goals set in their twenties. Materially all is okay: a good house, money at the bank, a wife who takes care a kid.

Read on ...

China Paradoxes in Innovation, Quality and Acceptance

  • The paradox on innovation and pioneering. in business men venture with risk and success. In making money is a lot of creativity. By both the poor and the rich.

Frans van Gunsteren reflects on his contributions to the development of China

The future of the Training Industry

  • Selling knowledge and skills as commodities block learning, A deep dive in the developments in the training industry and criteria for new learning.

Choon-Neo Siow, Wilson Zhang , Ton, Johnson and Joanne discussing

Nine Conditions for cooperation

Ton Voogt

  • Cooperation and the conditions that promote cooperation are surprisingly absent in theories on management and leadership.

Scientific fundaments of COWORKING

Teamwork, 4 keys to build a wonderful team experience

  • Nowadays few dare to say that he or she is not a team player. However, deep in our heart, do we really understand what teamwork means? Do we know how to create a wonderful teamwork experience? Or we just assume we are good team players because we have to. Or the companies expect us to, or it is in the job description?

Even Gong reflects on teamwork

Chinese Characteristics

  • So my plea is not to see what the Chinese have to learn from the West, because they will not copy the Western legacy except the products and services needed for global businesses, but rather to see what we in the West can learn from China.

Frans van Gunsteren evaluates his experiences living in China ...


Practices with Self Investigating methods

  • As a consultant, facilitator, coach, trainer I practiced the Composition Work approach with individuals and with larger groups (30, 50). People participate in these workshops, some are of three hours, others all day, because they want a better understanding of themselves. The journey to two future I positions, where you want to be and where you do not want to be is reported by the participants as a major experience that motivates a change in their lives starting now. I report to you the complete content and method of these workshops.

Ton Voogt at the Conference for the Dialogical Self 2014

Use of future I positions in the development of the Self

  • De development of the Self can be blocked by internal opposites or conflicts. One of the methods to promote change is by adding future options. Often these elicit a change in balance and restructuring in the Self. New dynamics for development are open.

Ton Voogt and Erica Gasseling presented at the conference for the Dialogical Self 2014

Vitalizing Person-to-Person Contact in a Customer-Serving Function Relationship

  • This workshop provides a scientific-based, human-oriented strategic approach to renew and revitalize the innovation power of a service organization that depends heavily on personal touch be it with customers or employees. In a tough economic environment, delivering unmatched customer experience is a competitive advantage.

The specific methods used here are: (a) newly-developed applications of the theoretical concepts of the Dialogical Self; (b) basic concepts of Carl Rogers' person-centered theory; (c) new applications of qualitative analysis of conversation scripts; (d) new applications of empathic learning.

The challenge for the project is to build into the organization the continuous innovation of methods to revitalize the person-to-person attitude and skills that are easily driven out by routine.

The managerial support system is deemed critical for success, whilst the benefits experienced at the personal level by employees who do the job of the heart makes the difference.

Choon-Neo Siow, PhD, CPsychol (BPS), Managing Director, Training & Performance Enhancement, Co-Speakers: Charissa Tan, Senior Industrial/Organizational Psychologist, Ton Voogt, MSc., Psychologist,TonVoogtConsultancy

Workshop at the ODN conference 2013.

Including Other Nucleus of the Network in the Construction of the Self

Ton Voogt, MSc., Psychologist, TonVoogtConsultancy

  • One of the central issues in building and changing organizations is how to anchor in all nucleuses, persons, in a network/organization the goals, rules and commitments that are agreed on in the verbal statements.

At the ODN conference 2013. This anchoring inside makes the person



  • As a start up of an intense week of training by 20 Management Toptalents in Shanghai Ton Voogt reflected on their expectations.

Topics in his speech: Does the leader have any power? What is his most important instrument? When you know yourself is that enough to know the other?

The bottom line is: managers are powerless

Leadership in Modern Chinese Companies

  • The Chamber of Commerce of the BeNeLux invited Ton Voogt for a workshop for their members in Beijing 2009.

The conditions for organisations who make products or deliver services do not differ much. Clients weight the quality, the price, the mode, the uniqueness. They act simple: they buy or do not. Competitors want to perform better for a better price. Governments define the rules for all competitors.

You cannot manage change said Drucker. You can create change by looking for opportunities and opening up new perspectives.

The same 'laws of success' for all companies......

Building Blocks for Cooperation

Ton Voogt

  • When I was 5 years old, I decided that cooperation did not exist. I was a child, and adults made all the decisions. That was perfectly obvious.You want to build up a cooperative relationship? Then start by offering cooperation. The first gesture is “giving. But how to prevent being exploited?

The challenge of creating a culture that promotes cooperation
© 2019 TonVoogtConsultancy ~ Recent Update 24-08-2017
< > Play