We are so proud of our cognitive abilities and nonetheless the homo digitalis also needs his emotional filter in order to be able to make decisions. What influences our decision-making and why is it so difficult for us to make objective decisions?
The importance of communication within our organisations is becoming increasingly emphasised. However, as we move through the world, more and more people are staring at their mobile phones instead of talking with each other. Have we forgotten how to communicate?
Agile organisations endeavour to more or less break down hierarchies in order to create a system in which power plays a lesser role in the structuring of business development. A good (conflict-free) interaction suppresses the discourse. Will we then forget how to be creative?
As if a change process didn’t already generate enough fears in and of itself, the attempt is repeatedly made to justify the necessity for change with fear. Can this work? I don’t think so because neurologically this is always a fallacy.
During learning, the neurotransmitter dopamine is assigned a central role. Dopamine is always then released in the brain whenever changes and learning processes are looming. The neurotransmitter is the motivator for the change.
Even if it is oftentimes endeavoured to sell the employees on the idea that agility is the panacea for everything which will make the employees happy, we may never forget the following: Agility is no social romanticism.
The path to agile transformation all too quickly challenges managers. Through self-management on the one hand and a change resistance on the other hand, we create a (fr-)agile management state which is not beneficial to a transformation process.
Through his book “Reinventing Organisations”, Frederic Laloux triggered a discussion around alternative organisational forms with new interesting approaches. The trend to low-hierarchical organisations is clearly recognisable, but is the hierarchy truly already thus obsolete?