Once the step of decision-making has been done, the work can be carried out. When looking at the interest orientation, it is important that one does not simply start work but also informs and involves all stakeholders accordingly. It may be necessary to introduce the chosen product variant, to implement the processes and to quickly …
To complete a goal or a task (or to continuously develop it further, in as much as further ‘cycles’ are necessary), the following points may be important: • that the responsibility for the continuity of the tasks is passed on (to others), or it is laid down how further development will proceed from here. • …
Deciding always means choosing from an equally suitable alternative, otherwise no decision has been made. This means that deciding is fundamentally risky! A team should be aware of this. If one now decides, one can watch out for the following: • that a decision is accompanied by action consequences which are definitively named. • that …
There are many useful concepts for structuring the processing of a task. From a metatheory viewpoint, in particular, for the significance of decisions, the following cyclical phase model, about task processing, from Gestalt-therapy orientated organisational consulting, is very effective (<a href=”https://metatheorie-der-veraenderung.info/wp-content/uploads/2015/11/Aufgabenbearbeitungszyklus.pdf” target=”_blank”>Schaubild</a>): • Initially, it revolves around the ‘recognition’ of the starting position. Curiosity is …
Metatheoretically, teams, to make it crystal clear, are bound to disappoint. This can be mitigated or concealed. Under favourable conditions, it is not noticeable or not so important, but, in principle, it cannot be eradicated: if a team does everything for the motivation of its employees, it frustrates the organisation (because this will use resources) …
Teams that shape the preservation patterns in such a way that primarily the innovation concerns (and not the implementation concerns) of the organisation are satisfied, often look like this to the observer: Organised innovation is almost a contradiction in terms. The new is rather like the wind that blows and needs certain conditions in order …
Teams that shape their preservation pattern in such a way that primarily the speed concerns (and not the thoroughness concerns) of an organisation are satisfied, often look like this to the observer: The organisation’s demands for speed mould the teams in their preservation activities particularly strongly, because the speed usually encompasses all areas: product development, …
Teams that shape their preservation patterns in such a way that primarily the thoroughness concerns (and not the speed concerns) of the organisation are satisfied, often look like this to the observer: Even if organisations become ever faster, more flexible and more volatile, there are many areas in which thoroughness is essential for the survival …
Teams that shape their preservation patterns in such a way that primarily the flexibility concerns (and not the routine concerns) of the organisation are satisfied, often look like this to the observer: Almost all the team members have double loyalties. This is often, but not only the case in project teams, or in matrix structures. …
Teams that shape their preservation patterns in such a way that primarily the routine concerns (and not the flexibility concerns) of the organisation are satisfied, often look like this to the observer: Each everyday accomplishment is, in addition to having flexibility demands, linked to routines. People can hardly live without routines; teams and organisations are …