The fundamental (system-theoretical) definition of (system) directing is a reduction of difference (hunger >> eating, workload >> pause, many complaints >> increase in quality). This distinguishes itself from the usual understanding that regards directing as a planned and linear activity for reaching a chosen and desired goal. This is because when all (sub) systems reduce …
Can organisations develop? If so, then one must be able to say how this can be noticed! Here, we agree with the system theory of N. Luhmann and take the view that an organisation always develops when fundamental patterns of its decision-making (= decision-making premises) change. Then the question arises whether such development can proceed …
In organisations and teams, routine – a common term for a stable structure – sometimes has a bad reputation. However, changes always require a structure, with the help of which one can generally do or observe something new or different. From what should the new distinguish itself, if not from routines on which one can …
From a system theory viewpoint, equality is a term which helps to keep the always much more probable inequality in view. Equality, itself, is a highly unlikely state (like order), because, when it has been reached, all further possibilities lead once more to inequality. Every event, every actor, every intention becomes a threat to the …
Chronos, in ancient Greek, is the term for the regular, measurable passing of time – that aspect of time that is the same for all who agree to a shared measurement process. There were and still are different calendars and time measures in history. There have been weeks with ten days (Roman) and five (Russia)! …
In order to communicate one must make a choice. What topic should one speak about? Even to want, one must make a choice: where does one wish to direct one’s attention? What should be processed, solved, changed, improved etc.? Social as well as psychological systems constantly choose topics and factual content and with it, create …
Structures are fixed expectations for certain situations. They focus on the future. Such expectations can have different foci: the expectation that this or that will happen (= factual dimension) or how this one or that one will behave (=social dimension). Much has been written and examined about this by organisational research. Comparatively little attention is …
Each system has its own inherent time and lives with its environment, which, in turn, cultivates its own inherent time. Most people are familiar with this from little children who have their own ideas (and wish to assert them) about when they want to eat, sleep and play. And, therefore, already, the problem arises about …
Structures are fixed expectations for certain situations. They focus on the future. Such expectations can have different foci: the expectation that this or that will happen (= factual dimension) or how this one or that one will behave (=social dimension). Much has been written and examined about this by organisational research. Comparatively little attention is …
An old, if not entirely appropriate example in every respect, for the (off-putting) formulation ‘unity of difference’ is a magnet. It consists, on the one hand, of two poles (=sides) and on the other hand there is a ‘third’, which is the magnet that is neither one nor the other pole. It is ‘created’ through …