Organisations are dependent upon things being decided. Such decisions must take into consideration all sense dimensions: functional, social and temporal aspects. Each decision carries disadvantages with it for some people (possibly somewhere else or in the future). Distance competence on the part of the decision-maker helps to avoid that the affected who are at a …
For many people, closeness is equated with couple relationships. This is why one falls in love – one wishes to share everything with another. This ‘honeymoon period’ is usually lost in daily life. The exchange, the fostering of intimacy, the keeping alive of connectedness, the wanting to lose oneself in the eyes of the other …
It is challenging for managers, due to their role in the organisation, to manage their need for closeness. Employees are the wrong focus for this, because, as a manager, one must not openly talk with them about one’s own need. That would be a similar mistake as when the mother speaks to her daughter about …
When people get frustrated in the satisfying of closeness, it almost certainly influences their actions like this: they seek activities which they can practice without others. They avoid conversing about personal subjects, acquire superficial, sometimes jovial and apparently entertaining communication styles (jokes, trivialities, monologues) or, in turn, they become unfriendly, dismissive or solitary. For as …
What will, in all probability, happen in people’s experiencing when they barely permit, do not permit, or don’t seek closeness? As they hardly speak about themselves, but always about others, they cannot feel understood. Therefore, they build up very little basic trust in others. Because of this, they need a lot of control and often …
Anyone who, as a leader cannot respond to the closeness need of employees, because he is not humanly approachable, is distant, or communicates only in writing, chronically demotivates them. Employees want to be able to speak to their boss without fear, they want to pour out their hearts, feel understood and not just used. They …
Leadership requires loyalty, and loyalty is the result of experienced closeness. Nowadays, organisations are more ‘lateral’ than ever, i.e. as leader one is dependent upon winning the approval, the trust and the sustained commitment of people who could also do ‘differently’. The direct power potential (via reward and punishment) only helps with directly dependent employees. …
What inner psychological competences are required to pursue one’s need for security? One needs self-discipline and one must be able to be critical towards oneself and others, one needs care, a clear understanding and must allow oneself to practice. One must think ahead, reckon with surprises and changes, one needs functional mistrust and the readiness …
What is meant by the need ‘security’? Imagine a toddler who, when climbing a ladder, carefully watches to stay in eye contact with its mother, so that, in the case of need, she can quickly come to its aid. Here is an alternative list for adults: taking precautions, checking and also discarding ideas, learning important …
What inner psychological competences are required to pursue one’s need for freedom? One needs curiosity, willingness to take risks, one must feel passionate, be able to be crazy, feel what is important to oneself, one requires resilience and one must be able to cope with setbacks, one must believe in success and must liberate oneself …