It is only possible to purposefully alter a decision pattern (of any kind), when that, which has been excluded from the decision pattern, is reintroduced into the system as a feasible choice possibility: “Could it not be completely different?” On the one hand, the process, whereby a team is concertedly occupied with that which it …
A team must include and exclude, the way a person must breathe in and out. Interestingly, ‘excluding’ consists of two processes which are mutually dependent. For a team, as a team, to exclude a member, they must be dismissed or transferred. Whether and how the team members take part in this decision process, how transparent …
A team must include and exclude, just like a person must breathe in and out. Interestingly, ‘including’ consists of two processes which are mutually dependent: The team, as a team (in the context of an organisation), belongs to its members. It is a formal act (employment contract, ID card, etc.), generally preceded by a selection …
Every team decides which subjects (factual, social, seasonal) can be discussed officially and openly. Here the guiding process team reflection can be seen. The guiding distinction consists of the question: “What is reflected upon explicitly and what remains implicit?”. You can tell that this decision is being made by the fact that there are subjects …
A team must regulate how one becomes a member and how one loses this status or gives it up. The guiding distinction lies in the question: “By which means does one belong or not?” No team can avoid the decision about inclusion and exclusion. Without this decision, the social system would have no boundaries. One …
For team preservation it must decide how it respects the interests of its members, but also that of the organisation. These conflicted decisions form one of the six guiding processes of each team-dynamic. The guiding distinction consists of the question: “Is this being decided for the benefit of the organisation or for that of the …
When it comes to working on goals, each team must make decisions regarding its problems and interests. Therefore, goal processing is one of the six guiding processes of team-dynamics. The options which have to be processed are these: “Does it solve problems or work on interests?“ Each problem in organisations is subject to conflicting interests …
Organisational dynamics means the organising process where a social system exceeds group size. An organisation is not a thing, nothing tangible, but rather a process which consists of communication (not of business premises or people). This initially strange and challenging concept regarding organisations, however, is decidedly effective for consultants and management. It enables an understanding …
To form a pattern which regulates all interactions within a team is one of the six guiding processes of each team dynamic. The guiding distinction lies in the question: – “What is permitted in collaboration and what is not?” For collaboration to take place, complexity-reducing structures are required, i.e. patterns. This commences with a team …