Systems Theory, in the form of Niclas Luhmann, demands a fundamental change in thinking. This sets a fundamentally different course than in many earlier centuries: many-valued logic instead of bivalent logic, difference instead of unity, observer instead of objectivity, function instead of truth or morality, communication instead of reason, system instead of object and very …
In dealing with rules, two distinctions play an important role for the understanding the dynamics of an organisation. Every organisation must continuously check whether the rules fit the situation. For this, two possibilities are available to them: The rule can either be used or remain inactive or it is clarified whether it should be maintained …
Every system relies on selections (choices): body, psyche, groups, organisations, social functional systems. The body knows what tastes nice and what not, one knows who one loves and who not, groups know about the topics which can be discussed, organisations know their task and the legal system reacts to contraventions of the law. Selectivity, therefore, …
Growth under complex conditions always promotes complexity. As a system grows, it must limit the number of internal reference frameworks. No more doing all with everything, and everyone with everybody at all times. The number of subsystems which, decoupled from each other, cultivate their own processes and follow their own sense, grows. This inner increase, …
Here, as so often, the clarifying question is: What is the problem for which the identity (of a person, a team or an organisation) is the solution? The ‘identity problem’ arises, when a system has to choose between different actions. How, after all, can it, in itself, become identifiable, if different alternatives would have completely …
What distinguishes organisations which operate in the economic system? The economic system works with scarcity (Luhmann), in order to preserve future possibilities through abandoning present-day consumption. Thus, it is not scarcity of resources, although, of course, this exists as well but rather, the provision for the future which causes a relinquishing of present-day possibilities for …
Systems force themselves into freedom. What do we mean by this paradoxical statement? Freedom is created when a system has to find its own (!) rules in order to choose between unavoidable alternatives. This immediately raises the question of what, then, such unavoidable alternatives are, which apply to all types of system, i.e. not only …
Systems are never fully capable of integration. Everyone who knows life (actually) knows that: Life also consists of ups and downs and unexpected dangers! These are called disruptive changes in current management slang. Integration means that a system calculates the uncertainties of the external and internal environment in such a way that a continuous, controllable …
Psychotherapy, as well as coaching, promises changes in behaviour, experience and communication in their clients. The principles, by which this change occurs, or should be affected, cannot differ. How can this be possible? The principles of change, the active factor for enabling psychological wellbeing, work motivation, successful communication and good performance, apply to all consultancy …
The exclusion process, termination, transferral, exit etc. from a team can be difficult in various ways. It always means that a team must decide whether it is satisfied with a weak and potentially dysfunctional exclusion or whether it builds up (additional) competences to handle the existing state skilfully. The most frequent and important obstacles are …