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AgilityChangeabilityDouble Loop ReflexionFormal and Informal RuleIrritation CompetenceThe Conventional Understanding of ProcessesPlanningProblems of RationalityOrganisational UncertaintySituation-orientedSimilar or Different?The UnexpectedIncremental ImprovementGuiding process Decision MakerGuiding Process Decision OrientationGuiding Process Handling the PresentGuiding Process Quality FocusGuiding Process Handling the PastGuiding Process NetworkingGuiding Process Handling the FutureProblems of the HierarchyProcess
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Process

We view processes as a sequence of events. This sequence can be one-off or can repeat itself in the same or similar way. In the latter case, we are speaking of process patterns. The conditions, upon which a process rests, we call structure. One example of a structure is the memory, which is necessary to register the repetition of an event. What the memory forgets and what it consciously and unconsciously continues to represent, in turn, dictates which processes are identified from the fullness of events.

Therefore, structures, to a large extent, dictate which processes are the focus of observation and the processes determine which structures form historically.

For the type of counselling and its interventions, great importance is attached to the decision of the counsellor, as to whether and when to pay attention to the structure (expectations) or the process (acting, experiencing).