There are innumerous possibilities to reliably create a sustained overload in individual parts of the organisation:
• too great a staff-management ratio, too many communication points to be dealt with (one area manager recounted in his coaching that he was obliged to take part in 42 working hours of project meetings per week),
• too many obligations to seek agreement and to include (without which no decision can be made),
• too heterogeneous cooperation partners (who need much time to even understand each other),
• too much information (emails), whose content can no longer be assimilated,
• too much complexity in the organisation, so that one no longer knows who is responsible or who can be approached as a competent contact person.
These are just some important examples of organisational overload, and, therefore, a lack of decoupling. An (often necessary) increase in the density of networking, when dealing with external complexity, also urgently needs decoupling decisions elsewhere. This is often overlooked and can be easily seen in the present-day hype about the phenomenon ‘burn-out’.