home
navi
PRESSEVISION
WIRPRODUKTE

COMMUNICATION


NEWSLETTER



Summary of the 4/2008 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 current newsletter addresses a subject which is repeatedly a concern for managers at every level: collaboration. How can collaboration function, how can we successfully achieve an adequate level of cooperation? To this end, the rules of TCI (theme-centered interaction) according to Ruth Cohn are presented. Try them out: they are also suitable for family councils. The English rules are listed at the end of the summarized text. In addition, teamwork, or work in groups, is considered from a post heroic standpoint. The text is followed by a useful table; some sections of this table are likewise available in English, for which reason they are also contained in this summary. The final section of the newsletter introduces a “New Academy” product which is now on the right lines. If you wish you can also visit our Website (which is still very restrained), where you can register for the newsletter. I would be very pleased!

And that, in brief, is that! I wish you all a relaxing, wonderful summer.

Your
Brigitte Witzer
The individual articles:
  1. The rules for groups 1-7 are taken from Ruth Cohn’s TCI (theme-centered Interaction). TCI is a standard practice in German-speaking countries, though it is frequently the case that the rules are unknown. These are as follows:

    Rules (TCI)
    The goal is to put the subject in the centre of discussion, but not forget about the individual and the team.

    1. Act as you would like the other participants to act.
      (Do unto others as you would have done unto you.)
    2. Be your own “chairperson”. You decide when to speak and when not – and what.
    3. Only 1 person to speak at a time. No side talks.
    4. Disturbances have priority! Please interrupt (with both hands) the discussion, if you can’t participate.
    5. Use the word “I”, not we, somebody, anybody.
    6. Ask concrete questions. When somebody answers: check, if you are listening to and interested in the answer.
    7. Be aware of what is happening in the room and within you.
    8. Clear breaks for energizing yourself and the group.
    9. Separate breaks to check all electronic devices; no mobiles in the “normal” breaks.
    10. Clear beginning and end.


  2. A post-heroic view of the cornerstones of collaboration details where the differences vis-à-vis the post-heroic approach lie. A similar table, which I would like to present to you, has already been translated:

      Heroic management Post-heroic management
    Business means War, battle Creativity, adventure, a game
    Management approach Linear Complex
    Comparisons with strong competitors lead to Rivalry, competition Win-win situations
    Education Boys are encouraged to overestimate themselves;

    The opposite applies to girls     		Girls are reinforced
    The driving force is… The search (obsession) Acceptance, continuation
    Source of creativity Spontaneity Openness
    Giving – receiving Receiving is the just award for what is given (compensation) Is glad to take but with respect
    Potency/potential Can do everything any time
    24-hour job     		Does what is situationally acceptable as part of a role, temporary
    Antithesis Wimp, softie Mover and shaker, person who finishes things
    Mission Proving oneself, achieving defined goal Being visible for interaction, constantly searching (for new goals)
    Attitude towards defeat (Complete) failure Creates new opportunities (reframing)
    Attribute Keeps going when others give up Decides based on the situation
    Outlook characterized by Fatalism A loose connection between thinking and acting
    Development of theories Causal, rational (logical, scientific) Final, meaningful (perturbed recursion)
    Needs Audience Contributors
    Place on stage Front Front and back
    Management style Serves as an example, acts in place of others Manages leadership,
    lets others act
    Stands out as Defender, protector, warrior Charismatic figure, observer, manager with integrity
    Organization Clear order Self-organization
    Selection of company I am the ideal manager for this company This is the ideal company for my concept of career
    Attitude towards business Business is war, determination to win Business is a game, observations of the second order
    Corporate culture The normal rules don’t apply in time of war

    In good times: conventional culture is back in place     		Flexible but full of integrity:

    Respect and integrity as permanent platform
    Expected of staff Functionality, routine, maintenance of smooth operations Mindfulness – functioning with eyes wide open, showing enthusiasm and loyalty
    Strategy Put up a strong fight Make calm decisions based on situation
    World view European – pre-1968
    actions are absolute

    Pre-determination     		European, post-1968, and North American and Eastern actions are situational

    Wide range of possibilities


  3. Last, but not least, reference is made to our current initiative: the “New Academy“. Its objective is to open up scope for development for people in the business sector and find ways and means of accessing the potential which is available while, at the same time, constituting the central pillars of motivation and productivity. The New Academy will most certainly undergo further development by the end of the year; please visit www.neueakademie.com occasionally to check if the English version is available. We are working on it!

Thank you very much for your interest!

Imprint
evolutionen
Büro für postheroisches Management GmbH
Adenauerallee 132a
D-53113 Bonn
Commercial Register: Bonn District Court HRB 13365

Phone: ++49 - (0) 228 - 454 91 97
Fax: ++49 - (0) 228 - 6 29 63 15

www.evolutionen.de ; newsletter@evolutionen.de ; www.witzer.net ; www.neueakademie.de