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Description of Team-Dynamic Patterns

One benefit which the present thinking in dynamic guiding processes offers, is that one can observe them (in this case, teams) as self-stabilising or pattern-forming social processes and, therefore, also describe them. The advantage is that one takes the focus away from individuals and, instead, one observes the communicative system with the aid of well-developed guiding distinctions. In this way, one receives ‘images’ which enable the team or the consultants to specifically name the respective aspects as functional or dysfunctional. Through this, the respective observer can, from his viewpoint, clarify

• what the status quo is good for
• which actors profit from it
• what is damaged by it or who suffers from it
• what is possible or becomes impossible and is hindered under these conditions and
• which futures thus become more probable and which remain unattainable.

Communicatively, it is very much easier to communicate about different descriptions of patterns, to research their differences and make them useful, and not to rub each other up in useless fights about the ‘correctness’ of a certain pair of spectacles. Thus, if needs be, one also knows much more precisely what the conflict is about and how one can work on it. Examples can be found in the surrounding rosettes as well as in some of the practice cases. Please first read background information for teams here <a href=””>Hintergrundinformationen zum Team</a>.