Teams which shape their behaviour patterns in such a way that primarily the uniqueness needs of the employees is satisfied, often look like this to the observer: • The prominence and profiling of individual group members is order of the day. The associated competence is used by others rather like an incentive, similar to sport. …
Teams that shape the preservation patterns in such a way that primarily the implementation concerns (and not the innovation concerns) of the organisation are satisfied, often look like this to the observer: When a team receives a goal from the organisation, which is to solve a particular task or to accomplish a particular performance, and …
Teams that shape their behaviour pattern in such a way that primarily the belonging needs of the employees are satisfied, often look like this to the observer: • The relationships and questions of sympathy are a constant subject in such teams • The expression of antipathy is quickly sanctioned. Instead, there is quite a pressure …
Teams, which shape their sustaining patterns in such a way that primarily the security needs of the employees are satisfied, often look like this to the observer: • Topics such as suitability of the task, fairness and equal treatment of employees are a constant subject. • The teams orientate themselves by authority and leadership. Particularly …
Teams, which shape their sustaining patterns in such a way that primarily the freedom needs of the employees are satisfied, often look like this to the observer: • Creativity, ingenuity, innovation and the ability to find surprising solutions are often very highly present in such teams. The work motivation is well-developed if the degree of …
Teams, which shape their behaviour pattern in such a way that primarily the distance need of the employees is satisfied, often look like this to the observer: • The joining and leaving is easy and uncomplicated to accomplish, because the bonding is created through shared goals, exceptional competences and a high level of expertise, and …
Comprehension is not a purely cognitive process but also an inner experience, a perception of “This fits”, “This is the right thing for me”, “In this I open up!”. Plausibility, as well as implausibility, thus always have a counterpart in self-perception and self-expression. You can also recognise from outside when someone has ‘understood’ something or …
Not only the team but also a team consultant requires clarity about the team’s goal setting. Without this clarity one has no understanding of the situation, no orientation point for interventions and no reference point for the interpretation of the event. If there is no clarity, clarification is necessary. Clarification is required when: • it …
The team members have, in the first place, an interest in pursuing their own goals in the team. There, they want to set change impulses where this seems necessary to them. Thus, they furnish the team with new goals. Now the paradox arises: • on the one hand, each individual has the interest that their …
If you call to Rover “Come here!”, either Rover comes or he remains seated. The belief in the effectiveness of instructions is, nevertheless, not easily shaken. Many bosses believe they can anchor the employees to the goals via instructions. Thereby the following is overlooked: • Instructions are usually less complicated and complex than reality. Therefore, …