Theory U is the name which C. O. Scharmer has chosen for a concept, which introduces a specific decision-making process. (Within the fashion facets of this model you can rightly practice much criticism. See more about this in the article by S. Kuehl here.) The aspect of this concept, which is of most interest in …
To shape the balancing act of on the one hand satisfying one’s own boss and on the other hand keeping one’s own employees motivated is presumably known by everyone who has ever in their life led (in an organisation). To do this favourably, leaders requires several abilities: • They must be able to establish dual …
During which decision-making situations can teams be of particular benefit for organisations? Decision-making theory can identify five particularly important ones. Here is one of the five: The increase in and the necessity for virtual teams is indisputable. This is not always congruent with non-local problems. The latter are characterised by the fact that the entire …
Risk takers are people, groups, departments, communities etc., who ‘make’ the decisions and expect others to carry the consequences which are incalculable for them (danger bearers). The simplest example of this is any vehicle driver who exposes his passenger to his driving style (and sometimes expects him to put up with it). The driver decides, …
Danger bearers are people, groups, departments, communities etc., who are ‘affected’ by the decisions which others make (=risk takers). The simplest example of this is that every passenger who is exposed to the driving style of the driver must share the danger. Their attempts to brake or to speed up will fail because of the …
From the guiding process goal processing, it can be justified that a leader ought to derive a certain satisfaction from conflicts and handling them. Leading and conflict are Siamese twins. What goes alongside this, is that conflicts are not solvable but only regulatable. For this, the leader requires particularly that, which is called ambiguity tolerance …
A leader has influence on the interaction patterns of the team implicitly as well as explicitly. As always, when perception is at play, the implicit active factors are stronger and more relevant than the explicit. As with parents, leaders have very much more effect through that which they do than through that which they say. …
The connection already lies in the meaning of the word. Normally a leader is seen as someone whom others should follow. He who leads requires a goal behind which the others can gather in order to follow. This understanding, still influenced by heroic images, which sees Moses crossing the Red Sea and offers the folk …
Even if team leadership must always be understood as an interaction between the leader and the team members, the role of ‘leader’ gains particular significance with regard to the shaping of team dynamics, i.e. the guiding processes (at least there, where such a defined role is given). There are several factors affecting this: • The …
Often, reflection in the team also means the necessity of team members to give feedback to each other. However, and many have already experienced this, the feedback can become a tribunal. Finally someone is saying what the matter is! And, of course, it is clear who is the culprit! Feedback in teams can quickly derail, …