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Oscillation in the Goal Processing

The guiding distinction problem orientation/interest orientation with regard to the goal processing in teams is an expression of a paradox. It’s processing, like with all paradoxes, leads to oscillating effects.

A team, which solves factually-orientated problems, will find that other teams do not always want to follow the arguments for the best solutions. The repetition of one’s own arguments is then only of limited effect. This often leads to it that one gives up, fights rigidly or gives in to the interests of the environment and thus ensures that one’s own interests ‘remain in the game’. This leads to technical compromises, reduced identification with the result and, thus, also frustration. This, in turn, leads to quality problems and increases factual criticism from outside and inside. The counter movement usually follows, sooner or later, in the direction of an improvement of the output quality and, in turn, a strong identification with the discovered solution.

The oscillating sequence then looks like this: particular quality >> convincing communication >> lacking the ability to compromise for the whole >> efforts to achieve a balance of interests >> quality defects >> investment in solutions from a team viewpoint >> particular quality >>

Such oscillations between the decision-making poles are often lamented, because they are interpreted so that one does not know how to proceed or what is now right. In this theory, however, this phenomenon is viewed as the unfolding of a paradox in time, and is, therefore, an unavoidable aspect of team dynamics.