In the context of their interaction patterns, teams regulate how close the coupling of the employees is on the experience level. This dictates how strongly the interactions are with feelings or also sobriety and, with it, how connected team members feel with each other. In teams, which are close, nobody needs to feel alone. You …
In the context of their interaction patterns, teams regulate how close the coupling of their members is on the action level. This is what decides how severely team members’ scope for autonomy is limited, and, respectively, how much they (have to) balance the interests of the team with their own interests. In teams that value …
If teams, like all systems, are, self-organising processes, then, system-theoretically, the question poses itself as to how something can be ‘directed’ or, milder, influenced, which emerges from within itself. The most important means for this is reflection, because it enables the team to learn purposefully. Without reflection, that which happens, happens. With reflection, alternatives are …
In many working contexts, one can observe that mistakes are sorted out very skilfully after they have occurred (=singe loop – “How can we fix this mistake?”). There is nothing against this. A problem occurs, when this type of fire fighting is a permanent state, which can often be seen in organisations (if, for example, …
A mistake has happened and the team reflects upon how it can be fixed. This is, according to the concept choice of Chris Agyris, single loop reflection. The (simple and unambiguous) starting position is the mistake. One does not question if it is a mistake, one does not examine if there are fundamental reasons, which …
“Fehler” ist eine beobachterabhängige Bezeichnung. Was für den einen Schaden bedeutet, ist für den anderen ein Gewinn. Was für den einen der Verlust des Auftrags ist, ist für den anderen der unverhoffte Zuschlag. Oder eben: Des einen Freud, des anderen Leid! Triple-Loop-Reflexion dient dazu, die Perspektive in Frage zu stellen, aus der heraus der Fehler …
Learning is not good in itself. Under certain conditions it can also be very bad. What is important is to decide consciously whether one learns or continues as before. Paradoxically, learning consists of learning and not learning. This is why it is so important not to opt one-sidedly for learning (learning organisation!) but to also …
If the observation of the suitability of person and position is a guiding process in organisations, then tenure becomes particularly relevant. People, who are not dismissible, no longer need to try to gain a qualification for a position. They already have one or will always have one. The risk reduces to the danger of being …
Bullying does not have a good reputation, because, in this process, one usually produces a perpetrator/victim split in order to then sympathise with the perpetrators or the victim. This is not particularly helpful. The theoretical place for the phenomenon ‘bullying’ is the guiding process team parameters. How this exclusion process is shaped in a team …
Competition stimulates business! In teams too? Well, that depends… Competition can stimulate a team and encourage everyone to give good performance. However, competition can also the lived at the expense of another. If that happens, then one’s own success is achieved at the cost of another’s failure. Withholding information and knowledge, refusing help, isolating, allowing …