Summary of the 4/2007 newsletter
The
evolutionen newsletter is only available in German. You will find here brief summaries of the current contents. Please consult the newsletter archive for older summaries.
The central theme of the newsletter in 2007 is change. This fourth newsletter contains three articles relating to this theme. The first is an interview with Dirk Baecker, who lectures and conducts research as a sociologist at the University of Witten-Herdecke. The second piece reminds everyone who, although they invariably use the term feedback, no longer remember the relevant ground rules, of the correct method of handling feedback. The third article is, in this case, a table presenting the various assessments of management tasks from the heroic and post-heroic standpoints.
The focal points of interest in detail:
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People: Interview with Professor Dirk Baecker, University of Witten-Herdecke
Changes, tension and X-Organizations.
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Coaching tools: Feedback.
A helping hand for managers who, to a greater or lesser extent, are in a hurry and who appreciate their members of staff.
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Management from the post-heroic standpoint - a table.
What is necessary (not only) in the event of changes?
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As far back in time as 1994, under the title "Post-heroic Management. A Vademecum" Dirk Baecker, in conjunction with the Merve publishing house, published a collection of clever, very brief and wonderfully pointed management tales. Since then this sociologist has continually been addressing the issue of business and companies. He was one of the initiators of the Berlin biennial "X-Organizations": this is the name of a seminar which, every two years in November, focuses on issues relating to successful future companies. This year the sub-title was "Organization needs tension". In this interview Dirk Baecker outlines his understanding of companies and relates the manner in which he personally handles changes.
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Feedback - a term which is on everyone's lips and used at virtually all companies. As is the case with numerous specialist English terms it is sometimes difficult to really discern whether or not a manager furnishes a member of staff with feedback fairly and squarely or rather with feedback in the sense of the term as it is used in everyday language. For the benefit of everyone whose most recent management training session was some time ago the ground rules for handling feedback correctly and a familiar backdrop to the subject, the JOHARI window, are reiterated here. Last, but not least we present some structured meeting feedback - which is also an opportunity for you to develop as a manager, adopt a professional attitude and convey your opinion to your members of staff without fear.
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After so much text, what the heading "Post-heroic management" entails this time is a, if anything, Spartan table. Various facets surrounding the subject of management are presented, first from the post heroic and then from the heroic standpoint. What is more important than sound management when we ponder change?
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