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?
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?
Digital nomads enjoy independence. The freedom of being able to work in any location in the world is becoming more and more popular and thus appears to be rather enticing. In this regard, is digitalisation an opportunity or a risk for social impoverishment?
We come into the world in a highly-resilient form, perfectly fit our environment in our first years of life, but then lose these abilities during the course of our life. What is wrong with us? Why do changes become increasingly difficult for us as we become older?
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.