Category: Trust
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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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Professionalität als Flucht in die Entmenschlichung
Verstehen wir unter Professionalität die Anwendung der eigenen, ganzheitlichen Kompetenz, dann gibt es daran nichts auszusetzen. Doch so oft – wirklich viel zu oft – wird der Begriff anders verwendet. Heute lese ich einen LinkedIn-Kommentar. Da wird wieder „Professionalität“ gefordert. Frauen sollen sich doch bitte nicht weiblich zeigen. Und Menschen nicht menschlich. 97% der Zeit,…
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From Time-Clocks to Trust: The Shift from Potato Field Mindset to Creative Freedom
In today’s competitive market, companies that thrive are those that harness creativity and innovation, not those that stick to the old “potato field” ways of thinking. So, what separates the dynamic, creative workplaces from the outdated, time-obsessed ones? Let’s dig into the mindset that distinguishes the future-focused companies from those stuck in the past. Understanding…
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Navigating Complexity in Organizations: A Cybernetic and Chaos Theory Perspective
Organizations buzz with activity. They’re like cities, full of intersecting lives and decisions. But what makes organizations complex? And how can understanding this complexity help us lead better? Let’s dive into the vibrant world of complexity through the lens of cybernetics and chaos theory. “Complexity is irreducible without losing the essential qualities of the system.”…
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The Illusion of Control: Why We Cling to Simplicity in a Complex World
In the bustling world of business, complexity surrounds us like a dense fog. We know that complexity can bring innovation and opportunity, yet, paradoxically, we often revert to seeking control. Why do we still believe we can steer the ship directly towards increased revenue, even when we understand the unpredictable nature of complex systems? Let’s…
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The Paradox of Success in Organizations: How to Thrive Without Fear
Success paints a vibrant picture of growth and triumph in any organization. Initially, there’s a clear purpose and an intense focus on delivering outstanding products or services. Every step is about survival. However, as success sets in, priorities subtly shift. The fear of losing what has been achieved can overshadow the drive for innovation. Suddenly,…
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The Dynamics of Respect vs. Obedience in Leadership: A Literature-Based Exploration
As mentioned before OrgIQ doesn’t invent anything new. It’s just integrating the tested and working elements. And it’s even not brand new. The time for the pioneers is already over since 20 years. But let’s see … In contemporary organizational landscapes, the differentiation between respect and obedience often shapes the core of leadership strategies. While…
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Discovering the Heartbeat of Exceptional Workplaces: A Journey Beyond the Ordinary
Imagine stepping into an organization where the air buzzes with anticipation, not dread, for Monday mornings. A place where, when asked if you love working there, a smile spreads across your face before words can form. This isn’t just a daydream; it’s a revelation I stumbled upon in a quest to uncover what makes an…
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Teams are Family
OrgIQ is all about understanding and switching perspective. So how do we see our teams? What is our perspective as team member or – in case there is a hierarchy – as management? This might be the simplest perspective. As management I pass information and orders. And receive the reporting. This visible and controllable contact…