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Career and Flexibility

N.Luhmann draws attention to one important aspect. In contrast to the main stream of organisational theory, he does not see something undesirable in career orientation, which stands in the way of the purpose and goal of the entire organisation. In pursuit of a career he sees the expression of flexibility in people, who, in this way, paradoxically contribute to the stability of the organisation. If it were necessary for members of an organisation to completely identify with the organisation’s goals, and their own motivation were damaging to it, then every altered aim, every change project, would require enormous re-orientation and adjustment on the part of the member.

This is how things are in some Start-ups and this is why any separation processes from the original idea are so difficult. Identification with a greater whole can thus be viewed as a second possibility for ensuring the stability in organisations. However, this is much more difficult to bring about with all members and manifests its disadvantages by the need for change. The difficulties within caring and healing occupations, in the identification with hospitals whose purpose is no longer exclusively “Nothing but the best for the patient.”, but also the earning of profit, are likewise well-known. Those who are orientated towards a career, can also come to terms with changing products, tasks and visions, as ‘self-interest’ in the foreground. They remain flexible and can support the team and the organisation for their own motives. Therefore, career orientation is an important element for the preservation of the organisation.