With every chosen focus, each appropriate statement, every perceived event one can ask the question: Do others (individuals, teams, departments etc.) share the assessment of the situation or do they experience, interpret or act differently? If each system selects something different, has a different history, different expectations of the future, then one must, at least, …
Those who think that someone else is thinking in them, will be regarded as psychologically conspicuous (at least in our culture). A team that cannot distinguish whose presence has relevance for the team (and who is a guest), will become confused and lose its ability to work. An organisation that equates its decisions with the …
What distinguishes a distinction from a decision? And why is that significant? Assuming that one distinguishes between wood and stone, then one has made a distinction and, at the same time, decided that many other materials (metals etc.) are not to be further taken into consideration. However, one knows that now one will (only) occupy …
Ambidexterity is the ability of being able to dedicate oneself to two opposing poles at the same time. The term is derived from the Latin (ambo = both and dexter = right: ‘both-sided right’) and denotes the ability of being equally skilled in both hands (Leonardo de Vinci was known for his ambidexterity). In 1976, …
If one wishes to engage with the decision-making pattern of an organisation, then, at the outset, we recommend the following fundamental questions: Where and how do the (conflict-ridden) processes take place, in which opinions are confirmed (= choice of alternatives for decisions)? Where and how do the (integrative) processes take place, in which binding decisions …
The commissioning and, following that, the presence of the observers (=consultants) in organisations and teams allows a consultancy system to arise. This means that an organisation that is being counselled is different than when it is not being counselled. The same applies to teams and people. Those who sit on a coach opposite behave differently …
To grasp and describe patterns of communication in teams or organisations, one needs a variety of observations and their skilful evaluation: It is important to see correlations between seemingly unconnected things. This requires an abstract theory in the background, which observes not the contents, but the processes and the ‘how’. It enables observations of equal …
The fact that what a system does, experiences, communicates, considers true and unalterable etc. is the result of decisions is unusual enough as a theoretical setting. When, however, that which is seen as the identity of the system, could also be different, then nothing remains unquestionable anymore and so it will also be criticisable. Measures …
How does a system gain stability? By repeating the same decision: One goes into the same office every day and thus one recognises that one is regularly employed by the firm, which is there. A team works together in roles that remain the same and an organisation does not change its name every day. Such …
This concept, used in our daily language, is inconspicuous. For an understanding of change in people, teams and organisations it is of outstanding prominence! Each of the systems named above expects something in every current situation: that which seems impossible and excluded (“The stone cannot fly away by itself.”), that which is taken for granted …