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By Heinz Peter Wallner (More) • Professor Dr. Kurt Völkl (More) • Last updated on October 18.02.2024, XNUMX • First published on 14.11.2018/XNUMX/XNUMX • So far 5240 readers, 2660 social media shares Likes & Reviews (5 / 5) • Read & write comments
Values in CompanysThat's a hot topic for discussion. It is often the case that they contradict each other. How do you deal with these sometimes very different poles?
Last we wrote:
If consistency (in the sense of effect) is made an important value in the company, then the positive Equivalent flexibility put on the siding. However, consistency and flexibility form a polar pair of values. Consistency is not “valuable” without flexibility and vice versa. More consistency may be demanded for a period of time, but in the long term these values can only be understood as a pair of poles.
And now we want to explain why it is important that values contradict each other and how to deal with this contradiction.
A good approach would be a phrase: "We are as consistent as necessary and as flexible as possible." If we only rely on one of the two values in the company, the consequence is usually a negative one.
The required consequence becomes dogmatism. If flexibility is declared a value, the game usually ends in arbitrariness. We must not polarize the values in the company verlieren. Values must create areas of tension and People bring between the poles. Only then do we hear the splash of plunging into the river change.
Of course, there are sensible values for companies that can simply stand on their own. For example, “energy conscious” or “environmentally conscious” is more than a sensible direction for a company.
In these cases, the opposite pole does not work positively, but destructively. Such values serve the future-oriented orientation of a company. This applies in a similar way to the social and societal orientation as it is in the CSR-Concept (CSR = Corporate Social Responsibility) is required.
With all these values, it must clear communicated where the limits are and which exceptions are possible in crisis situations. With a dogmatic attitude, these values can also lead to negative consequences in companies.
It should also be noted that values which describe the entrepreneurial activity in a meaningful manner are not mentioned. Which company would not like to see a certain performance orientation or as a reliable partner? From our point of view, such values can be imported without a counterpole. How should they ever hurt?
In all change processes follows Energy of awareness . And we can follow the six principles”Pattern of attention” and “patterns of energy” and with each other useful . connect
The energy follows the attention. What we focus on increases. This shamanic principle was carried over into modern times Psychology adopted and become a guiding principle of systemic counseling work.
Behind every principle there is hidden a domain of knowledge of modern science, which we - with some blurring - also want to assign. It's about creating a meaningful connection that will help you recognize patterns.
Concept | attitudes | attention pattern | energy patterns | domain |
Beginning and end) | Courage | To perceive holistically what is and what is to be | Give initial pulse | complexity |
polarity | Respect | Feel tensions and allow | Build tension between the poles | duality |
Resonance | Joy | Perceiving what works and allowing things to interact in a new way | Reinforce weak energies | self-Organisation |
Double decision | Trust and concentration | Trust your own intuition and practice reflection | Control pulses | cybernetics |
Repetition | persistence | Recognize progress through practice and let rhythm work | Allow constant flow “in the middle of the river” | Things to Learn |
patterns of order | vitality | Recognize new patterns out of movements (letting swarms) | Effectiveness of the energy supply | holism |
What does that mean in detail? The principle of beginning and end needs Courage as the attitude of the leader.
We begin the change by taking a first, courageous step into an unknown land. It is a conquest and thus also a martial principle of the fight.
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Dr. Heinz Peter Wallner is a change consultant, executive developer and coach. He runs an office in Graz and Vienna with his consulting firm Wallner and Schauer. His many years of experience from many change projects and from working on the holistic development of people flows into his non-fiction books and his blog. He sees himself as a companion in times of change. All texts by Heinz Peter Wallner.
Univ.-Prof. Dipl.-Ing. Kurt Völkl is general director of an Austrian social insurance company, he also works as a lecturer at the Karl-Franzens University in Graz and as an author of non-fiction. Völkl has been confronted with change in top management positions for 20 years. During this time he has implemented numerous change projects and leadership development projects. Together with the co-author, he is the developer of the “train the eight” change model. All texts from Professor Dr. Kurt Völkl.
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