Cybernetics distinguishes between stable and unstable systems. Stable conditions can be steered and controlled. This is possible, because the fundamental patterns of their internal networks broadly remain the same. Conversely, this means that changes (as opposed to optimisation) are accompanied by a ‘process pattern change’ (P. Kruse). The linkage of an organisation’s network and decoupling, …
It is very important for organisations to also consciously and purposefully block communication. If everybody spoke with everyone about everything, everything would grind to a standstill. Networking requires boundaries. Communication can be blocked in different ways: • In the factual dimension this happens by means of limiting subjects and information. For this it must be …
Feedback has become the supposed panacea for change, particularly in organisations: appraisal interviews, 360-degree feedbacks, audits, assessment centres, employee surveys etc. This is understandable, because this sort of formalised and one-sided feedback is easy to organise, and the results can be presented in an organisation-friendly way. As long as the recipients of the feedback also …
With action blockades we mean that someone doesn’t do everything, or doesn’t even consider what would be possible. Organisations that have no necessities, no undiscussed routines and establish no boundaries to the feasible, suffocate with possibilities. The limitation of possibilities by means of institutions, laws, rules, norms, values, contracts – all these are measures which …
Delegation – the assignment of tasks to another person, team or a function – requires decision-making patterns in a whole row of guiding processes. In the first instance, decision-making rights are transferred in the social dimension and communication paths are decided (guiding process decision-maker); at the same time these must be coupled with trust and/or …
There are five formally constructible forms about how people, or role bearers can be tied into decisions in organisations: • Decision: The persons who finally decide and are responsible • Participation: The right to participate in the decision-making process and to represent one’s own opinion. • Information: The right to be informed about a decision …
If everyone knew what the solution to the problem was, then no decision, communication or hierarchy would be required. Communication is only created because there are different interest positions and problem definitions, which are associated with different decision preferences. Decisions are only required when something is neither certain (2 x 2 = 4) nor impossible …
“The Best or Nothing!” is the revived motto of Daimler AG. This is an example of an internal reference, by which an organisation can orientate itself in the guiding process decision orientation. Thus, a focus is created on the factual level, in this case, right across the corporation. In the same way, department goals, competence …
For most organisations there are references in the external environment which cannot be ignored. Courts cannot ignore the new laws of the legislative authority, corporations cannot (really) ignore the rules of taxation, ISO certification or product regulations such as the emission limits. Apart from that they can hardly ignore the new product of the competitor …
Market research, big-data, benchmarks, analyses about customer behaviour, market reach – the possibilities to provide oneself with data about the external environment are endless. On the one hand, this serves the orientation for decision-making and on the other hand it increases the complexity of the organisation. When, then, must data be selected, what amount, how …