The handling of internal critics has an important role in the shaping of team parameters. To put it simply: the more a team member criticises the team or the team leader, the more accusations will be made that the critic is ‘actually’ on the side of ‘the other’, the ‘opposition’, the ‘enemy’ or the ‘bad …
It is known that success has many fathers. For the guiding process ‘team preservation’, much depends on this ‘creator choice’. At the same time, particularly here, the motivation paradox has a very pronounced effect. This creates a recipe-free environment, in which especially mindful management work must be carried out. If one regards the employee perspective, …
The selection of and the decision about new team members is an elementary process for organisations and the respective teams. The design of this process has actual effects on, and is influenced by, all the guiding processes. It makes a difference: • whether the manager selects on his own or together with the team • …
Dismissal is the formal and clear exclusion from the team or the organisation. This makes a very significant difference to groups from which one can be excluded but not dismissed. This is why the ways and means, and the reasons why one is dismissed, has such importance. Every team member can read from this how …
Teams differ in the way they link the belonging to the team to whether they like each other and value each other as equals, as well as to whether they represent similar convictions, values and norms or whether they have a specific competence and can bring to the team a stated, reliable ability to perform …
Diversity is the big topic in many organisations. Why is that? Complicated conditions can be processed with high levels of expertise (=equality), complex conditions, on the other hand, by means of robustness and non-fragility (Taleb). The latter rests upon diversity, because there are more reaction possibilities with which one can process the coming surprises that …
A part of the process of inclusion is that which one commonly calls induction. If you wish to know the specifics of a team, then it is usually worth examining how this process is carried out. How does a new team member experience induction? Often, it is only a simple briefing about the technical processes. …
Here, micro-politics is a description for where, how, when and why teams (and people) work on their interests in relation to other teams (and people). An organisation is always an arena too, in which influence is organised. In this arena, all teams play along, whether they like it or not, whether they are conscious of …
Extrinsic motivation demotivates. Always. Why? Firstly, because every form of reward and punishment wears off. Both are quickly taken for granted. What is first noticed is the absence or the reinforcement. Social recognition and appreciation as well as the exclusion and devaluation inside the team are also subject to habitual effects. Therefore, this is the …
A motive is required to make a distinction with people, teams and organisations. This motive is often created or underpinned by giving a value to one of the two distinctions. If one views the guiding distinctions, then stable decision-making processes are created, because often, just such a value motive plays a role. For example: – …