N. Luhmann once stated that complexity can only be utilised as a sigh now – “Oh, everything is complex!”, if one wishes to distinguish complexity from simplicity. The simple has been lost. In physics, from the smallest to the largest, in education, in ethics, in politics etc., nowhere is simplicity to be found now. But …
Organisations manage a scarcity of resources. Costs must be minimised; the budget must be adhered to. To a certain extent, scarcity is the living space of organisations, to take in more than is being spent is a condition for survival. For teams, this means that they can very rarely access all the desired resources, instead, …
Top teams are always tempted to take up information (presentations) and to make decisions, because of the decision-making necessity of the organisation. In an environment like this, such teams face several dangers: • Reflection is put aside due to lack of time. One acts. In acting, though, one also acts when one ought to do …
The two special challenges of top teams with regard to the guiding process team parameters are either: • The aspect of a ‘community of fate’ comes into the foreground more than with other teams. Often it can be observed that for the governing bodies the question of how the respective people could function as a …
Top Management is always threatened with getting into hot water if it is not clear that the interests of the organisation stand in the foreground of the decisions. At the same time, nowhere are the possibilities (and thus the temptations) so great for furthering the interests of the team members as in a team at …
Top teams work chiefly on interests and hardly on problem positions, even when this is found difficult. One can observe repeatedly that executives, to a certain extent, exercise micro-management and, for example, still occupy themselves with variants of shop floor management in production. The perception of their own competence often rests on the experience of …
The interaction patterns in teams, which often have many members whom one likes to describe metaphorically as alpha animals, (unfortunately) easily fall into dysfunctional forms. One requires a conscious counter-measure with regard to this problematical pattern: • The team members leave each other ‘in peace’. Thus, all synergy effects, the necessary complexity accomplishments in the …
The main task of a top team consists of the strategic management of the business. It must solve the fundamental and most risky task for the organisation: “Is that, which we do, the right thing?”. The performance, which must be accomplished, is to set goals for the organisation, so that the top team itself, as …
‘Top Team’ is a description of a team, which stands at the top of the hierarchy or an organisation or is a large and highly autonomous sub unit. Such teams have relevant peculiarities with regard to all guiding processes. To clarify this: the ‘goal setting’ is more demanding and more stress-laden, the ‘interaction patterns’ are …
In the context of their interaction patterns, teams regulate how they enable their members to identify with the team. Whether teams wish to distinguish themselves as a team, whether they want to cultivate special characteristics or would rather enjoy being ‘completely normal’, has considerable impact on the mutual expectation pattern. In teams, who rely upon …