Do companies really need more knowledge management or rather “emotion management”?
Do companies really need more knowledge management or rather “emotion management”? I am a convinced advocate of knowledge management in companies as the basis for functioning project, process and change management. Without clean knowledge structures: errors are repeated changes fail learning remains accidental instead of effective And yet knowledge management is still treated as […]
Why transformation fails under pressure and what leadership has to do with it
Transformations rarely fail because of concepts, strategies or methods. In many organizations, the knowledge is available, the goals are defined and measures have been decided. And yet change processes stall or fall back into old patterns under pressure. The reasons for this lie less in the what of the transformation than in the how and […]
Why we only learn when we feel safe
What our nervous system has to do with learning Today, I experience similar structures in organizations as I did at school (and I didn’t like being there). “Lifelong learning” is part of every second corporate strategy, but permanent time pressure, which leaves no room, prevents precisely this. Learning culture is preached and yet all that […]
When the brain runs dry: From retreat into the desert
Stimulus and response. That’s how our everyday lives work. A ping and we look at our cell phone. A notification and we react. An email and we reply. Our nervous system is in a constant mode of sending and receiving, an endless cycle of digital impulses and automatic reflexes. Until suddenly there is nothing left. […]
Corporate culture: It defines what is tolerated.
It is precisely this sentence that causes unease in management circles and is therefore justified: Corporate culture is the worst behaviour that the organization accepts. It’s not what’s in the mission statement, it’s not what’s taught in management training and it’s not what’s happened since the HR department was renamed “People & Culture”. Culture is […]
Organizations do not fail because of conflict, but because they avoid it
No change management training without the topic of conflict. The participants are grateful that this important topic is addressed, because – according to frequent feedback from participants – there is too little discussion of it in companies. In his book “The Art of Conflict”, Klaus Eidenschink describes conflicts not as a disruption of the social […]
People don’t fake needs – needs are fundamental
In a professional context, we repeatedly encounter people whose behavior challenges us. The colleague who is constantly looking for recognition. The employee who reacts hypersensitively to any criticism. The line manager who wants to keep control of everything and tends to micromanage. We then quickly try to evaluate such behavior and label it as “excessive”, […]
