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From Dr. Stefan Fourier (More) • Last updated on October 06.02.2024, XNUMX • First published on 16.08.2016/XNUMX/XNUMX • So far 8497 readers, 1554 social media shares Likes & Reviews (5 / 5) • Read & write comments
Group behavior and group decisions is a very exciting and important topic. In addition to leaders, creators and co-makers, there is also another role: that of the opponent.
That will then clear, if you at Teambuilding If you take a closer look, you can make another interesting observation:
Some participants first try to get their views across. If this fails, they either retire to the Schmuelcke and you do not hear anything from them.
They follow the instructions only reluctantly and still have a cold after the end of the game. Or they afford open Resistance, by critically commenting on the maker's instructions and spoiling the mood with remarks like "That won't work anyway" or "I told you so straight away".
This is the mechanism of how opponents are hindered or rejected, the fourth archetypical role.
Now we are light inclined to associate negative characteristics with the opponent role. Sure, opponents are annoying and often hold things up. But they have for the social System on closer inspection one positive Effect.
They question everything. They are critical and shake the old. And that's good for the system. So it can evolve by itself and is not dependent solely on developmental impulses from outside.
The opponent resists and is uncomfortable. With this basic pattern, he forces the system, the group and the makers to Alternatives to develop. As a result, he often triggers innovations, but without theirs Implementation to operate.
He is not available for this, because that is a matter for the doers or the participants. The archetype of the opponent is in his Structure differentiated. We find the destructive opponent whose activities are limited to destroying existing structures and processes.
We are immediately struck by examples from the field of politics, where the opposition often sees itself as a pure antitram. On the other hand, there is also the constructive opponent, who is an active trigger for innovations.
I once experienced a municipal building project as a pensioner in this way filled the opponent's role. Through his repeated inquiries in the matter, he uncovered vulnerabilities on the draft presented, which could then be remedied in the subsequent period.
This friendly man, however, was not liked by the meeting chairman, for he thoroughly mixed his schedule. So it is with the opponents, they annoy and disturb our circles, but later we can be grateful to them.
I am annoyed each time by the editor of my manuscripts, but am afterwards, however, heilfroh, that he has taken the opponent's role. Because the result is regularly better.
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Dr. Stefan Fourier is a German management consultant, natural scientist and author. Stefan Fourier, born in Freiberg, grew up in the German Democratic Republic (GDR) and studied physics at the Technical University in Dresden, where he specialized in the use of radioactive isotopes and in the mathematical acquisition of spectral analyzes. Until 1985 he researched high-polymer plastics and finally received his doctorate in the field of process chemistry under the title Contributions to the mathematical modeling of the coagulation process. In 1987, Stefan Fourier fled the GDR to what was then the Federal Republic of Germany, where he worked as a management trainer and together with his wife the consulting company Humanmanagement with a focus on change and innovation, in particular with a focus on corporate development, process optimization, change management and project management. Fourier publishes his content in specialist texts and non-fiction books, but also in fables, short stories and aphorisms. From 1994 almanacs appeared under the title “Essence for People in Responsibility”. All texts from Dr. Stefan Fourier.
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