The goal setting pattern of our example team is characterised by this – that it has a goal, but not a ‘shared one’. Every function in principle follows the same goals: to manage without error the development of the product part for which they are responsible. The authority and the technical strength of the department …
The goal processing pattern of our example team impresses with a clear problem orientation of the team members towards their respective part tasks. Each department leader is strictly directed towards the quality of his part product. All are experienced ‘full-blooded’ engineers and have the highest technical ambitions. They regard ‘non-engineering’ interests as rather disturbing, cumbersome …
The interaction pattern pattern of our example team is characterised by the fact that quick and unambiguous, explicit as well as implicit technical blunders are sanctioned and ‘cool’ solutions are responded to and strengthened with shining eyes and taps on the shoulder. Time delays or the non-adherence to the budget framework, on the other hand, …
The team preservation pattern of our example team becomes strikingly visible by the fact that any interest shown, regarding the concerns of the rest of the organisation, immediately becomes suspect. If one speaks to others, then it is to convince them about one’s own solution or to persuade them about the disadvantage of their concerns …
In the example team, how are team parameters regulated, i.e. included and excluded? He, who wishes to belong, must be a professional, must be calibrated to quality, must love the product and must be prepared to and want to spend hours talking shop about a wheel suspension. Otherwise, one is tolerated but ineffective. Nobody without …
Our example team can, if one observes the external behaviour, be considered as extremely reflective. For years, regular team workshops have taken place. These serve to reflect on strategic and fundamental factual issues but are also used for feedback processes regarding collaboration and conflict resolution. In the everyday meetings, the factual issues dominate. Conflicts tend …
Here you can find the basic organisational information and background to the example team, which serves as an illustration of how one can describe guiding process patterns in a team: The team is responsible for the development of a vehicle part at a large car manufacturing company. The leader reports to the board. It consists …
For many years, more precisely, since Aristotle, reason and will have been separate faculties in people: On the one hand, one should recognise the world as it is (and in the process, not be deceived). On the other hand, one should wish for the good and do good (and in the process, not allow oneself …
How does a system, with ever more complexity in its environment, find its way? If it simply grows and thus generates more elements, it could pick up more phenomena in the environment, but it increases the inner complexity in equal measure. In this way, the outer complexity would merely be replaced by the inner, and …
If complexity is processed through a specific selection of possibilities, which are provided by just this complexity, then it is, per se, dangerous. A decision for the realisation of the one possibility always carries the danger with it, that the discarded possibilities are no longer attainable now or in the future. If one possibility has …