Forms of Reflection

The forms which a team can adopt to reflect upon its guiding processes, must be decided by them. • Time dimension: Should this happen regularly or where there is a definite impetus? Should it be a prolonged session (workshop) or at the end of every meeting? How much time is given to each issue? • …

That there are goal conflicts in organisations is undisputed by scientists or practitioners. However, there is much less agreement about how this phenomenon is to be explained and evaluated and how it can be dealt with. From a system-theoretical viewpoint, organisations are constructed around conflicting goals. To put it even more bluntly: ‘they consist’ of …

Even when one observes the pattern of the guiding processes in teams, the formal roles in teams play a significant role, just as they do in other theories too. With regard to the guiding process team reflection and the role of the formal team leader, there is one criterion which is of high significance: Reflection …

The forms which a team can adopt to reflect upon its guiding processes, must be decided by them. • Time dimension: Should this happen regularly or where there is a definite impetus? Should it be a prolonged session (workshop) or at the end of every meeting? How much time is given to each issue? • …

With reflection routines we describe the informal patterns of what, when and for which reason a team changes the communication on the reflection level. With these, in particular, teams are very different: In one team it is completely inconspicuous when the boss puts down a team member in a meeting, in another he is immediately …

Every team must decide what it sanctions or confirms. Apart from that, it must choose the focus and the benchmark which is relevant to the decision. Here, one goal conflict which occurs again and again is that between the professional competence and the belonging competence. To put it bluntly: there are cases where someone is …

Project teams have two particular challenges with regard to the guiding process team parameters: • Project teams know from the outset that they exist for a limited time. An end is certain. As a result, some members, do not allow themselves, from the outset, a close affiliation. Putting it another way, others are not allowed …

The inclusion process in a team can be difficult in various ways. This always means that a team must decide if it is satisfied with a weak and potentially dysfunctional inclusion or if it builds up (additional) competences to handle the existing situation creatively. The most common and important obstacles are the following: • The …

In most theory formations, teams are understood as an event – group dynamic(!). Thus, the research situation in this area is moving very much towards a meta-theoretical process approach. How groups/teams form, sustain themselves and fall apart, how they regulate entry and exit, how they develop, how they arrive at binding communalities and combine the …

The question of what an organisation is, rests on the assumption that it is an object (with parts), which has characteristics and features. This is one possibility for viewing organisations. With regard to changes, a theoretical description, which is not based on an object but, rather, on processes, seems to us more favourable. Processes arise, …