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Team and case supervision

"I see what you don't see." What sounds like a simple child's play is often anything but in the everyday life of teams and organizations. Frequently, the reasonable clarification of the current situationally appropriate view degenerates into a power struggle for the only correct meaning – with far-reaching "risks and side effects" for team dynamics, motivation, and performance.   

Supervision is a methodologically developed and widely established container to...     

  • irritate entrenched attitudes.

  • focus effectively on new goals.

  • communicate with each other about what is valid.        

  • keep the shared vision alive.

Supervision effectively contributes to the development of your company into a "learning organization." Good supervision coordinates and integrates this development at the following levels (see the classification developed at MIT by Senge/ Fullan e.a.):

  • Personal development: Only the formation of each individual, only the lifelong development of one's own personality, ultimately provides a solid basis for a "learning organization."

  • Shared vision: Only to the extent that all parties really agree on the goals of their company will a stronger motivation for working together arise.

  • Team learning: On the basis of mutual appreciation, team members can reach a common understanding. If the "TEAM" is understood as the mission "to master one task a day, " the "intelligence of the group" can unfold.  (einfügen oder Link zur Team-Uhr)

  • Mental models: An "agile organization" requires and demands a sufficient inner openness to change processes. However, this often requires the demanding work with entrenched pre-suppositions. 

  • Systemic thinking: If the view is on the individual and the whole ("the trees and the forest"), the inner image also changes: from monocausal patterns of interpretation to the multi-layered networks of human development processes.

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