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Cheering differences
The goal of dialogic thinking or dialogues is to get confronted with a diversity of perspectives in order to gain a comprehensive understanding of complex contexts and thus to arrive at coherent solutions. This means that one does not look for solutions at the beginning of a conversation, but first explores the different perspectives, captures the logics, elaborates beliefs and explanatory models. This is the only way to achieve a complexity reduction and still conserve complexity (see Luhmann). Only in principle undecidable questions can and must be decided (Heinz von Foerster, 1988). All decidable questions can also be calculated by a computer. Therefore, ambivalence is the appropriate and rational state of any intelligent person who is faced with the need to decide something (Simon 2010).
The need for teamwork is growing. Especially when on the one hand detailed expertise is required and on the other hand diverse disciplines have to be integrated. If pressure to perform meets resources scarcity or cultural variety meets diversity. If speed is promising and agile teams are needed.
To really draw the resources that lie in these fields of tension and to use “team” as a megastore of knowledge and experience it is necessary to work not only in but also on the system “team”.
The following formats offer suggestions on how this could be achieved. We design and facilitate your team workshop according to your specific objectives.
Solution focus: That’s our way of thinking
- Solutions instead of problems: Not to deepen the understanding of the problem, but concentrating on objectives and resources according to the requirements of the participants and in order to guaranteeing success. “The solution does not care about the emerging of the problem” (Steve de Shazer).
- Practically rather than theoretically: Key findings of the solution oriented learning theory are that people develop their skills and capabilities especially in the exchange with others. This interaction creates the necessary condition for viable solutions.
- Using what already works: Recognizing what has already worked out (every now and then) increases the probability of finding solutions. The components of successful transformations usually come from resources, not from deficits.
- Hearing hidden needs instead of pushing away negative emotions: Every negative emotion, anger, rage, aggression is an information about injured needs. We use this knowledge to achieve viable solutions.
- Integrating learning loops instead of striving for non-sustainable perfectionism: Laps of honor in old patterns are likely! We define support to step out in order to constructively use honor laps.
