The Israeli-American Medical Sociologist Aaron Antonovsky placed the factors of influence of understanding, feasibility and meaningfulness as coherent feelings as the focus of the creation of health – findings which we can also use well in change management.
The Oxygen Project links great quantities of employee, team and performance data in order to identify which constellation produces a high-performance team. There are numerous projects of this type, but does this then truly create a people-oriented HR management approach?
Traditional organizations are designed primarily for stability. Goals and decision-making rights follow a top-down approach and so does their performance management. Nowadays, organizations are using designs that are more agile to meet the business demands. But how does their performance management look?
Another reorganization already again! Among the employees, the anxiety increases and, as the result of the increasing dynamic in the change process, the stress level increases and increases. It is time to design transformations differently! In a more stress-free manner because this is the only way to ensure success.
In designing organizations, we are very often aiming to reduce complexity, embrace empowerment and strengthen our customer-orientation. Companies stagger from one transformation directly to the next reorganization. Is there an answer to this challenge?
What does it benefit us that we know that the amygdala is activated when threats arise? Neuroscientific findings are helpful from many perspectives and in many management disciplines in order to convey new viewpoints and mind-sets. Is this also applicable to change management?
We are constantly being bombarded by information and it is becoming more and more difficult for us to be able to concentrate on individual details. In addition, we are constantly changing our roles and thus believe that we are becoming more and more efficient. What do we have to do in order to still avoid burnout?
We have developed a feedback culture which is increasingly being used in an unreflected manner and thus causes more damage to us than benefit for us. There are far better methods for efficiently supporting a behavioural change. We must only learn to utilise them!
My boss is supposed to have rough edges, is supposed to be my trainer, then once again a moderator or a mentor. Are our visions of and wishes for management personnel still even realistic? In this regard, are we then losing our authenticity?