The function of informal rules is to keep the organisation responsive, even where formality would be overburdened. Informal rules apply. when behaviour is expected from members of an organisation, even when this is not written down anywhere and it is regarded as a condition of membership. Organisational dynamics regulate the unwritten, non-verbal communication or the …
Outbidding contexts is a rather unusual concept. And yet one needs it when occupying oneself with the question about what the questions are, for which organisations are the answer. The social functional systems, such as science, art, politics, education and religion, always represent a space, in which the best answers to the respective problem situations …
With many people, regulations are not so popular (at least when they have not created these themselves). Therefore it is not surprising that, in changing forms and designations (cooperatives, democratic enterprises, humane enterprises) of old and also, in particular, newly-formed organisations, there are attempts made to manage with little regulation, formalization or limitation in autonomous …
One of the main issues in an organisation is that which can be called over-regulation. Over-regulation, for a great many issues and people, is unilaterally in favour of common practice and the compliance with rules. This can take different, but completely combinable forms: • On the social level, the over-regulation expresses itself by the fact …
In organisations whose main function it is to handle complexity there is maybe one ability which its members are in particular need of, i.e. it must be available to them. In English it is called “I disagree and commit”. It revolves around the fact that it is important, in decision-making committees, that different opinions are …
Backroom decisions – these are meetings by people who influence decisions outside the official committees, have a bad reputation and, nevertheless, can be found everywhere. Therefore, an organisational dynamic explanation is needed for this phenomenon. No decision-making process can be rationalised and defined so that it counts in all cases, so that it would not …
How do decisions (in organisations) become stable and binding, when they could always turn out to be different, too? Factually, by being correct, temporally, when the future is similar to the past, i.e. when it conforms to the expectations. And socially? Consensus could be a possibility, if it were not so time-consuming and so difficult …
If you assume, as here, that organisations are formed and sustained through the communication of decisions, by necessity the way and method in which decisions are justified, come into focus. Which justifications gain acceptance by which decision-makers and for what decisions? And what justifications trigger opposition, resistance, mistrust or rebellion? Here you can learn much …
Decisions are fleeting; therefore organisations need methods for anchoring them in their memories. Decisions are also risky, because they tend towards errors and these have to be attributed. Lastly, decisions are endangered by the existing observer horizons and interest positions in organisations, because of over-hasty constraint. Committees are suitable for ensuring that organisations know where …
Hierarchy is one way in which organisations organise that there are communication addresses for the discussion about decisions. If ‘it’ simply decided itself, there would be no chance of discussing the decision – with whom? Therefore, leaders, bosses, superiors, managers, owners, masters, directors or their respective boards, in which they find themselves, are made available …