Category: EN
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“Rat Race”
Everyone talks about being trapped in the hamster wheel, but what is it and can we get out of it? Let’s take a look at what that is. Model The model is very simple: our core is our identity. Our uniqueness. As our uniqueness usually does not fit into the norm, we are criticized and…
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Three Deep Truths
The title may sound misleading, because it is not about absolute truths, but the levels of the search for truth. We go through our whole brain. And everything is connected, but everything is also true in itself. They can only be different perspectives. And our lives are easier and better when we can see all…
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Leadership: The Waterglass Model
Leadership is simple. If, and only if, we have the right model. This should display a glas of water. It’s a very simple system, right? We have clear system boundaries, and we have a simple content. Actually the content is really simple, because it’s H2O. One oxygen atom with two hydrogen atoms. So each molecule…
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The Hidden Deficit: Why (Almost) All of Us Are Emotional Vampires
Why You Might Be More “Toxic” Than You Think Let’s start with a hard truth—one that most of us instinctively deny: If you’re operating from a deficit, you are draining others—no matter how kind, smart, or well-intentioned you are. You might recoil at the word “toxic.” You might think of manipulative colleagues, emotionally unstable partners,…
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How Collaborative (Uncontrolled) Teams Act as Natural Bayesian Networks (Part 4)
This blog is a loose follow up to the series of how to deal with competing and diverse requirements. In today’s rapidly evolving workplace, the ability to quickly adapt and make informed decisions is crucial. Interestingly, the way collaborative teams function mirrors the principles of Bayesian networks, a concept from probability theory and statistics. To…
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Hierarchy Is Not Natural – Part 3
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After Part 2 and Part 1, we take a deeper look at our fears … the reason for our obsession with control. Protection Is Fear In our quest for safety, we often turn to protection. But protection, driven by fear, cannot truly create safety. This concept is rooted in Marston’s theories: when we try to…
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Hierarchy Is Not Natural – Part 2
Part 1 we finished with a quote, and we want to start Part 2 with it. Because what would that shift in perspective mean for an organization or even a society? What would happen, if we forsake the notion of hierarchy and stick to complexity? “trust is the only – known to me – tool…
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Hierarchy Is Not Natural – Part 1
This is not new. Actually, it’s not even worthwhile to mention because it’s so obvious. Only simple, mechanical systems created by humans have a hierarchy. All natural systems are complex. Complexity can’t have a hierarchy because everything is connected to everything else. We have multidimensional superposition and dependencies. That’s what complexity is—many very simple elements…
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Dealing With All the Different Interdependent Requirements – Part 3
In the quest to master the art of balancing competing demands in business, the role of mathematics, particularly through models like structural equation modeling and game theory, has become increasingly significant. These mathematical approaches not only support but enhance collaborative strategies in conflict management, offering a structured, quantifiable means to analyze and improve organizational dynamics.…
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Dealing With All the Different Interdependent Requirements – Part 2
Let’s remember what we are talking about … In the dynamic landscape of modern business, organizations constantly navigate a labyrinth of competing demands. These include ensuring product quality, optimizing time to market, maintaining safety, enhancing security, and driving profitability while also navigating a complex web of legal and compliance issues that span multiple jurisdictions. Finding…