Human capital refers to the production factors, coming from human beings, that are used to create goods and services. These include knowledge, skills, habits, and social and personality attributes (marketbusinessnews.com).
Changes to neurological pathways in the brain take place with practice. This would suggest that innate talent has no/little role to play (C. Ackerman, 2018)
Metacognition as the study of mental processes is about “thinking about thinking” and “learning how to learn” (Flawell, 1979).
Expert learners are more aware of/able to monitor systematic cognitive processes and therefore have more knowledge and better problem solving capabilities (Laureate education).
Self-efficacy comes from own believes and attitudes that are stronger than social discouragement (Adapted from Bandura, 1997).
Self-efficacy is influenced by four factors: Verbal persuasion (encouragement), vicarious experiences (role models), performance outcomes (motivational lifts), and physiological feedback (arousal) (Bandura, 1977; Redmond, 2010).
Motivation success will increase if the individual attributes his/her successes & failures to internal, unstable factors over which he/she has control (e.g., effort) (Weiner, 1974).
Just World Hypothesis
To make meaning of the world, people tend to have a need for believing that the world is fair. However, people often are less generous about other people than about themselves (M.J. Lerner, 1980).
From our ‘80% Percent is Psychology’ session, Wednesday, January 16th, 2019. Thanks all for the great discussions!
Force causes counter-force; and transactional leadership likely results in compliance only; It is transformational leadership based on inspiration and collaboration that increases most follower’s involvement and true commitment.
It is not the acquisition of power (whether it be positional or personal), but the mindset through which it is employed which determines the nature and effectiveness of leadership.
Agile leaders are able to cope with uncertainty and complex issues. Based on self-awareness, they are willing to ask for help and transfer experiences and values to different areas of the business, which is inspiring and developing others too.
Representativeness posits that leaders need to demonstrate how they are similar to their followers and then succeed by representing the values of the group. Leaders themselves may be required to adapt to followers to ensure continued representation.
Leadership and follower diversity is an important contributor to organization’s success (DuBrin, 2016). Unfortunately, gender stereotypes still cause a preference for men in ‘power’ roles. •Acceptance of inequality doesn’t stem from a passive stance, but rather an active endorsement that allows to justify and perpetuate the status quo.
System Justification Theory (SJT) states that an underlying ideology is motivating the justification of social order in a way that contributes to the often-unconscious belief of inferiority most strongly among individuals of underprivileged groups. Although it is a myth that Western Societies are characterized by equality of opportunity, studies found that a majority’s belief in equality helps to justify a meritocratic ideology, i.e., that it is, given we all start with the same possibilities, fair that individual differences are rewarded. The motive to legitimize economic inequality is further blocking critical thinking capacities with severe consequences for the economic and psychological well-being of marginalized persons (Godfrey & Wolf, 2015).
It’s a good description for Authentic Leadership too: “Your true character is most accurately measured by how you treat those who can do ‘nothing’ for you.” – Mother Teresa
A strong organizational culture helps leadership and motivation, but it risks to become too rigid and inflexible. A leader needs to balance the inflexibility of a strong organizational culture with resistance to change from a too weak organizational culture.
the need for change
A leader is analyzing and realizing that there is an unsatisfactory situation, then creates and communicates the required sense of urgency.
Behavior change can be “coerced” but it may be ineffective for positive changes of attitudes, such as solidarity and accountability.
Unfreeze, change, refreeze
People generally don’t like to unfreeze their accustomed situation. To unfreeze and change, change agents should reassure, involve, empower, support, and celebrate change.
“Men have made millions of laws to punish crimes, and they have not established even one to reward virtue” Dragonetti (1766)
Payments are not resolving the solidarity problem in a competitive and career dominated environment. Leadership based on self-awareness (e.g., servant leadership) creates a sense of increased meaning, belonging, and promotes accountability and self-leadership.
Resistance vs. apathy
Resistance might be preferable to apathy, as resistance can highlight genuine problems in proposals, and there is an energy that serves as a source of commitment from converted followers.
(Transformational) leadership needs to be fine-tuned according to cultural contexts, such as collectivism/individualism and power distance. For example, on an individual level: low power distance fosters higher emotional commitment to transformational leadership.
Material from the session on January 9th, 2019, 19:30 – 21:00 in Tokyo (at J-Global, Yaesu)
Whether in a few or many single sessions picked according to your interest, or be it by attending the whole certificate courses, you will learn, reflect upon, discuss and start to apply:
How to improve individual well-being, organizational performance, and social contribution for your private life and professional career
How to develop a personal (self-) leadership that combines multi-disciplinary, inter-generational, and cross-cultural knowledge better
The goals of the unique approach fostered in these meetups include lectures and discussions/group works that are intended to spark critical thinking, stimulate new ideas, and motivate for self-improvement. You’ll be inspired, encouraged, and enabled to lead your way for deeper experiences and bigger impacts.
October 10, 2018 – November 14, 2018 ‘The Psychology of Learning & Developing a Growth Mindset’ Wednesday, October 10, 2018, 19:00 – #01 1/6 The History and Philosophy of Learning (for Life) Wednesday, October 17, 2018, 19:00 – #02 2/6 Behaviorism, and Animal and Human Learning Wednesday, October 24, 2018, 19:00 – #03 3/6 Social Learning & Developing a Growth Mindset Wednesday, October 31, 2018, 19:00 – #04 4/6 Brain and Memory in Learning Wednesday, November 7, 2018, 19:00 – #05 5/6 Learning and Motivation Wednesday, November 14, 2018, 19:00 – #06 6/6 Learner Profiles and Strategies
November 21, 2018 – January 16, 2019 ‘Inspiring Others Across Cultures and (Self-)Leadership Psychology’ Wednesday, November 21, 2018 – #07 1/6 Leadership Philosophy Wednesday, November 28, 2018 – #08 2/6 Leaders and Followers & Leadership Strategies Wednesday, December 5, 2018 – #09 3/6 Personality and Leadership Styles Wednesday, December 12, 2018 – #10 4/6 Inspirational Leaders Wednesday, January 9, 2019 – #11 5/6 Leadership, (Cultural) Threats, and Change Wednesday, January 16, 2019 – #12 6/6 Leadership, Power, and Influence
January 23, 2018 – February 27, 2019 ‘Developing Human Capital, Cultural Agility, and Global Talent Management’ Wednesday, January 23, 2019 – #13 1/6 The Psychology of Talent, Competencies, and Appraisal Wednesday, January 30, 2019 – #14 2/6 Developing Human Capital: Success in Learning Wednesday, February 6, 2019 – #15 3/6 Mobility and Cultural Agility Wednesday, February 13, 2019 – #16 4/6 Global Mindset Wednesday, February 20, 2019 – #17 5/6 Global Talent Management Strategies Wednesday, February 27, 2019 – #18 6/6 Developing Cultural Empathy
Approach All the courses and sessions are presented in easy English and supported by Japanese keyword slides. The international and Japanese participants both are encouraged and helped in interacting in English as a second language. The sessions are interactive, engaging, and provide a safe environment to learn. The goal is to inspire you for increased self-efficacy, wherever the starting point. You will leave the discussion energized by meaningful knowledge and friendly contacts. Welcome and let’s learn for life!
Tickets Tickets are available for the six sessions, each 1.5 hours on Tuesday evening from 19:30 – 21:00 (door opening at 19:00) Prices include drinks and snacks – Single session: YPY 1,800 per ticket (paid at the entrance JPY 2,000) – The whole course of 6 sessions: JPY 9,000 (paid before the first session)
Certification 3 Certificates* in Personal Development for Individual Well-Being, Organizational Performance, and the Common Good across Cultures. – Certificate 1: Learning Master – Certificate 2: Master in Self-Leadership – Certificate 3: Global Mindset Mastery
If you attend each of the three certificate courses, the combined certificate is awarded: – Certificate of “Master in Learning, Self-Leadership, and Global Mindset”
All courses are based on latest research and consistently assume a cross-cultural and cooperative perspective. The courses aim to equip the participants with practical tools for personal and career success and can be tailored to your needs, on-site and through eLearning.
All the lessons are available as focused lectures or interactive workshop and are complemented with accompanying material, further readings, exercises, group works, and quizzes/tests.
I’m standing with my name for it.
Multi-Disciplinary: Combining knowledge from psychology, art, technology, and business for holistic approaches.
Cross-Cultural: Using cross-cultural competencies and agility to bridge cultural gaps for the benefit of our diverse participants.
Inter-Generational: Empowering to learn, strategize, and develop with tailored solutions according to lifespan development.
To understand the psychological and behavioural processes on which lasting learning results from experience.
In this course, participants will get input about major learning theories and get to understand of how humans do learn, process and remember information. Course participants will also consider and get examples on how practitioners can use these theories to explain behavior in cross-cultural contexts.
To provide participants an understanding of leadership from a psychological perspective, and to examine the impact of culture on leadership success.
In this course, participants will study leadership challenges from a several different psychological perspectives, gaining an understanding of more or less effective leadership styles across different cultures and contexts, and the ethical use of power and influence.
To develop an understanding of the psychological aspects around human capital development, cultural agility, and the impact and effectiveness of different global talent management strategies.
This course explores the interaction between personality, leadership types, and individual learning styles. Course participants will evaluate the psychological concept of talent and study the criteria for attracting, retaining and developing talent globally. Participants will also consider the effectiveness and fairness of global talent management strategies and their impact at individual and organizational levels.
The course ‘Developing Leadership Skills’ is a compelling summary of latest research and good practices that may well become your passport to explore new ways of effective leadership styles, increased levels of motivation, and untapped creativity.
Whether you are an HR practitioner, an aspiring or current leader, an executive coach, or a student, this logically structured course will help you in becoming personally and professionally more effective and efficient. You are offered practical tools for insight and understanding of your possible
roles in team situations,
conflict management style,
successful negotiation strategies,
better decision-making, as well as
unlocking of your innovation capacity.
The goal of this course is to make sure you will find answers to the questions that are relevant for personal growth and a thriving career. Compact, straightforward, and with numerous references to further information, the interdisciplinary, innovative, and cross-cultural knowledge and perspectives presented in the twelve short lectures will benefit your well-being and success as a dynamic leader and the common good alike.
Mathias’ transferable skills and experience are in education, business administration, advisory, risk management, and psychology and learning & development to facilitate change from a cross-cultural perspective. He has led quality and complex programs successfully working with diverse teams and collaborating interdisciplinary with stakeholders to achieve innovative solutions. Mathias has worked as a teacher, a leadership trainer, as well as a senior manager responsible for client relationships, counseling, and virtual teams around the world. Also, he’s a social entrepreneur and serving as a strategy and leadership advisor for various clients.
Cross-cultural developmental psychology
Psychology of Learning
Global Talent Management (GTM)
Leadership and Business Administration
Strategic Thinking, ICT, and Risk and Program Management
Visiting Researcher at University of Tokyo (Interfaculty Initiative in Information Studies)
Founder of the Platform Cooperativism Japan (PCJ) Consortium
Research collaboration related to the PCJ
Strategy Advisory and Project Management Services for International Technology Companies in Japan and India
Strategy and concept
Branding, Marketing, and P&R
Occasional Instructor Leadership & Organizational Development at J-Globalgroup
Conceptualization of a Learning & Development model
Event facilitator and Instructor
Senior Manager | Financial Services (Advisory) at Ernst & Young ShinNihon LLC
Global lead and coordination of IT advisory, risk, assurance, and compliance projects for Japanese and International clients in the Financial Services sector
Team leader and counselor in the International IT Risk and Assurance practice
Cross-service line and multidisciplinary team and business development
Senior Manager, Advisory Services | EMEIA Financial Services, Ernst & Young AG
Advisory Services IT Risk and Assurance Insurance Services Team Leader Switzerland
Learning champion for the national IT Advisory practice, including design and deployment of learning maps, including the coordination and delivery of training and recruitment
Design, implementation and lead of project management office services
Trainer/Lecturer at the Akademie der Treuhandkammer (academy of the Institute of Certified Accountants and Tax Consultants)
Conception and realization (train the trainer and lecturer) of the Modules “Audit” and “Professional Judgment: Process oriented audit”
Trainer for Leadership Communication at the Centre for Information and Communication of the Swiss Army (ZIKA)
Leadership communication and conﬂict management trainer for public services personnel
Communications manager of the Center for Information and Communications of the Swiss Army
High School Teacher, Rupperswil
Class tutor, all courses
Cross-cultural developmental psychology
Psychology of Learning
Global Talent Management (GTM)
Leadership, Business Administration, and Project Management
-Diploma in Psychology (MSc program University of Liverpool), 2016 – 2018
-Executive MBA in ICT Management, University of Fribourg, 2010 – 2014
-Bachelor in Information Management, IFA, 2005 – 2007
-Postgraduate Certificate in Crisis Communication, 2006 – 2006
-Bachelor in Education Science, University of Neuchâtel, Higher Pedagogical Institute, Zofingen, 1995 – 1998