Just like people, teams develop an atmosphere with which one can recognise the team. “Oh, there’s an atmosphere in here!”. How does such an expression come to be, even though one has no verbal information, but has merely entered the room? One can pick up within seconds or minutes whether aspects of human interaction amongst …
Intrigues are activities of individual members or parts of a team, which, in respect of the guiding distinction ‘goal processing’, seek to discredit other actors or representatives of unpopular problem-solving variants. In the field of interest orientation, they are an effective, and, therefore, commonly used method for pursuing goals. Organisations are often viewed unilaterally as …
Leaders and consultants must be able to recognise and reflect upon the patterns in handling decision- and action paradoxes. Some of the main observation points for detecting these patterns are: • Is there a fixation on one pole) (“We have always done it like that!”) • Is there uncontrolled oscillation between the polarities? (“Oh, we …
Like all systems, teams act in paradox: every action makes a meaningful ‘counter action’ impossible. One cannot do something and not do something simultaneously or do something and also the opposite. Teams make a fundamental error, because, for example, they cannot, at the same time: • involve everyone in the team in all questions (=participation) …
Phase models, like the well-known Team Clock or the Group Dynamic phases, are often used for the understanding of teams. This has a relatively large disadvantage: they focus on the ‘group’, i.e. on the social aspect of the team and not on the group goals and their formation, processing and regeneration. With this, though, the …
The term vitality, as well as the phenomenon meant by this, has rather fallen out of fashion. It encompasses everything which has something to do with the dynamic form of human experience. For example, feelings do not ‘exist’, they ‘show’ themselves in a specific way. One learns from the first breath of life how people …
One significant form of communication, which rests upon (supposed) information asymmetry and has substantial influence on relationship patterns in teams and decisions in organisations, is the rumour. Like other types of communication, it can be functional or dysfunctional. Rumours play with several insecurities, i.e. they utilise inscrutable complexity, in this case, a lack of transparency …
Meaning does not ‘exist’ in the world. The psychological or social system decides for itself what has meaning. One looks at the world and discovers oneself. This enables people, teams and organisations not to suffer from the world or its seemingly unchangeable conditions. What cannot be changed on the outside, can be changed in its …
To understand the task and its significance, it is not sufficient to gather ‘all’ the information about the task. It requires an understanding of the process, potential disruptions, possible sources of error and the identification of the impact for all concerned. This creates the basis for searching synergistically for new ideas, processes and solutions in …
When a team has (or has been given) a goal, tasks emerge from this. Thus, one must first appropriately recognise the framework conditions of the task(s): • the given situation with its problem and interest positions • the systemic conditions and relevant environments • the resource situation • the existing competences • important ‘allies’ and …