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Networking of Communications

In classical management training planning and control competences dominate. Both concentrate on actions: “It is all about execution!” The execution counts. “Getting things done!” Managing, and therefore networking and coordinating of actions, is, however, not sufficient in complex conditions. It is just as important, in this case, to network and coordinate communication. The design and inner logic of the meeting structure in an organisation, i.e. who speaks about what, for how long, with what aim, in what place, in which rhythm and stability, must, in view of these considerations, be a main task of management. This also determines where which conflicts in the organisation should be handled.

The dysfunctionalities which are particularly easily created here are the inflation of the participant in communications or decisions, the exclusion of more important but uncomfortable participants or the isolated decisions of one or more (backroom!) hierarchies.

Precisely because here there is no right and wrong, it is a central management task of the organisation to continuously shape communication containers, i.e. to link and to decouple in order to create and limit complexity.