Deciding between affirming and negating is necessary for psychological systems, so that one can choose between the incalculable possibilities of what one is able to want and what the environment offers in the way of opportunities. Thus, for centuries, judgments such as good/bad, right/wrong, beautiful/ugly have taken hold to deliver guidance about which thoughts, feelings …
When the entire world is in motion, active engagement is needed to achieve stability. The setting and stabilisation of the goal (or goals) is necessary to focus the attention of the team members, and to organise the tasks so that at the end they can deliver consistent results. The primary goal is generally specified by …
The world does not stand still. Therefore, each team faces, repeatedly, the decision as to whether the goal to date should be changed or maintained, rejecting possible alternatives in the process. To make this decision it must be established whether alternatives exist, if they are relevant and what effect ignoring them may have. For this …
For an interaction pattern to form in the team, individual interaction events must be repeated. For such interactions to repeat themselves, they must first be confirmed as useful, possible, right, appropriate and more. On the other hand, what is perceived by team members in the interactions can be shown on many levels and in many …
The alternative to confirmation is sanctioning. Within teams, this is practiced in two forms. One is the negative reaction. This can be a simple “no”, a sharp “No way!” or a raised eye brow. The more subtle the reaction, the more effective, as the uncertainty is higher; it causes concern and thus the possibility of …
When choosing whether to work on goals in the direction of problem solving or interest orientation, most teams (and people) have preferences. In the theory we call these ‘decision premises’. Teams that like to solve problems can be recognised by complaints about the so-called ‘politics’ within the organisation. They believe that a problem is best …
When choosing whether to work on goals in the direction of problem solving or interest orientation, most teams (and people) have preferences. In the theory, we call this ‘decision premises’. Teams that like to work on interest situations dislike getting caught up in details and often find the problem-solvers slow, convoluted and unrealistic. They believe …
Members of teams use these to satisfy their needs. Expectations are connected with this. If the team does not wish to have problems, it must fulfil these. So far, so good and as such nothing exciting or new. However, because the members absolutely don’t follow organisational interests in teams, the matter becomes difficult: people in …
Organisations use teams to accomplish their goals. Expectations are connected with this. If it does not wish to have problem, the team must fulfil these. So far, so good and as such nothing exciting or new. But motivating the organisation about the fulfilment of the expectations and the achievement of goals has its difficulties. On …
The option to leave something unreflected upon is necessary for survival, because otherwise one would not be able to function anymore. Every system, including a team, can only selectively afford reflection, or else it would be overextended with its inner complexity. Therefore, anything which serves the preservation of the team and aids the accomplishments of …