In many teams you laugh often, in others, never, many talk a lot, others little. And when new members join, they usually adjust to the existing atmosphere quickly. Why is that? Teams must synchronise the relationships of their members. This must happen in a way which is not dependent upon constantly talking about it. The …
Systems require subsystems for the build-up of inner complexity (in order to cope with the outer one). But they do not ‘consist’ of ‘parts’, which add up to a ‘whole’. This is because subsystems, in turn, follow their own distinctions, otherwise they would not be systems; they have their own logic and their own time. …
The guiding distinction stability/renewal, with regard to goal processing in teams, is an expression of a paradox. Its processing leads to oscillating effects, like it does with all paradoxes. To stabilise a goal requires consensus in the team. However, to produce this consensus often creates an over-identification with the goal. If everybody has agreed (or …
The guiding distinction confirming/sanctioning with regard to goal processing in teams is an expression of a paradox. Its processing, like with all paradoxes, leads to oscillating effects. A team depends upon everyone saying what they mean. This applies with regard to goal setting and processing, as well as for team reflection. Without the relevant information …
The guiding distinction reflecting/unreflected with regard to the goal processing in teams is an expression of a paradox. Its processing, as with all paradoxes, leads to oscillating effects. Shared reflection creates transparency, because one cannot speak about something for which there is no open information or common perception. Thus, everybody participates in team reflection. However, …
Every guiding process is a paradox unfolding in time. This abstract sentence is an everyday lived experience for all that work in teams. One somewhat limping example for this would be breathing. Breathing must be understood as a unity, therefore one has only one ‘word’ for it. But, in fact, one can only breathe by …
The guiding distinction organisational motivation/member motivation with regard to team parameters is an expression of a paradox. Their processing, like with all paradoxes, leads to oscillating effects. If the team looks at the concerns of the organisation, it means this: relinquishing a veto and overruling the team members, abandoning the concerns and needs of the …
The guiding distinction inside the team/outside the team with regard to team parameters is an expression of a paradox. Their processing, as with all paradoxes, leads to oscillating effects. One aspect of inclusion is a minimum of trust in each team member. The loss of any trust equates, implicitly and then usually also explicitly, to …
The guiding distinction problem orientation/interest orientation with regard to the goal processing in teams is an expression of a paradox. It’s processing, like with all paradoxes, leads to oscillating effects. A team, which solves factually-orientated problems, will find that other teams do not always want to follow the arguments for the best solutions. The repetition …
Inside teams, as well as across teams, cliques form in organisations. One of the reasons for this type of informal union is the attempt to represent shared interests, which are not recognised by following the conventional ways (another reason is resistance against the interests of others.). The main means by which such cliques work is …