Insights
How organisations get stuck. How people grow. What leadership really demands. We share what we learn: from practice, grounded in psychology, always with our own view.
EU AI Act and human oversight: what it means for your HR decisions
From August 2026 the EU AI Act fully applies to AI systems used in recruiting, selecting and assessing people. The act classifies those appl...
Read more →Why AI adoption rarely fails on the technology
In most organisations AI is already there. A consultant has a report drafted, a team leader asks for a first version of a difficult email. O...
Read more →Why leadership development starts with self-knowledge
In our practice we see it time and again: leaders who invest in strategy, in team development, in processes, but rarely in understanding the...
Read more →How do you recognise a stuck team?
A team that isn't functioning isn't always visible. Sometimes the conflict is loud, but more often it's quiet: avoidance, deeper currents, a...
Read more →The difference between a selection assessment and a development assessment
Two assessments, two purposes. But in practice they are regularly confused, with awkward consequences. Selection assessment: does this perso...
Read more →Where trust grows, real collaboration follows
Collaboration sounds self-evident. But in practice it rarely is. Teams with engaged, knowledgeable people regularly experience that everyone...
Read more →Whose ambition, or: who polishes afterwards?
Can you have an ambition for someone else? Recently I caught myself wanting my teenage son to keep a regular sleep rhythm, my friend to exer...
Read more →No white bread, just wholemeal: why you got more than you asked for
A housing corporation wants to grow and perform better for its tenants. The reflex: buy a leadership training. Manage more results-oriented,...
Read more →Look at yourself first
A team gets the leader it deserves. And a leader gets the team they deserve. It sounds provocative, but there is a deep truth in this observ...
Read more →Leadership in balance with the Quinn model
Leadership today demands balance more than ever. Balance between people and results, between innovation and structure, between freedom and r...
Read more →Psychological safety doesn't need harmony, it needs courage
Psychological safety is a term that sounds more often in organisations. But what does it really mean? The answer isn't what most people expe...
Read more →From friction to growth: how leaders counter polarisation and pressure
At AVOP we like to share insights from our projects. Recently I noticed that social-sector organisations, housing corporations, schools, hea...
Read more →But what if everything is going well in the boardroom?
Collaboration runs smoothly. There is mutual respect. The atmosphere is pleasant. What do you do then as a board member? Is reflection still...
Read more →From doubt to direction with career coaching
"I want something different, but I don't know what." "I feel stuck, without understanding why." These are sentences we h...
Read more →Get more out of your assessments
Assessments offer an excellent opportunity to gain insight into employees' qualities and direct their professional development. But many org...
Read more →Improving organisational effectiveness? Look at the whole system first
Many organisations that want to become more effective reflexively reach for a leadership training or management development programme. The u...
Read more →Leadership for new managers: navigating a changing work reality
The workplace has fundamentally changed. Hybrid working is the norm, younger generations have different expectations, and the leader's role ...
Read more →Learning in a learning organisation: my internship at AVOP
As a master's student of Social and Organisational Psychology at Leiden University, I thought I knew how organisations worked. The theory on...
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