Team Development, Leadership
English, German
Increasing complexity and diversity mark today's world. Information is available abundantly but is difficult to verify. Social norms are watered down and the pace of change is more rapid. Therefore, competencies to deal with ambiguities, contradictions and insecurity are more and more important for leaders.
Ambiguities appear everywhere and in very different forms:
Information that seems to be difficult to grasp or unacceptable to our norms; divergent assessment of facts, e.g. results of studies; contradictory expectations and requirements;
organizational conflicts of objectives, that show up as a fight for the budget;
contradictory behaviors of a person, or cultural conditioned differences, that invoke insecurities.
Ambiguities result from opposing (paradoxical) incentives. Ambiguities that remain unconscious can become incriminating. They appear as discomfort and stress. The consequences are emotional actions, prejudiced evaluations, and over-simplistic solutions.
During the seminar, participants are encouraged to deal with ambiguities with the help of their own examples. The participants learn to distinguish between solvable and unsolvable inconsistencies and they practice a method called "crossing", which uses ambiguities as a source for new developments.
Young leaders, executives and project managers, who have to guide diverse, intercultural and interdisciplinary teams.
The objective is to develop and to extend a competency to handle ambiguities.
The participants will
We recommend pre-interviews to ensure a successful seminar for all participants and to set a focal point. During the workshop we will adapt flexibly to the respective case examples of the participants.
Reference to the participants' experiential world
Collecting and describing one's own experiences of ambiguities.
Filling in missing forms of ambiguities from the collecting above, with case studies.
Team Development, Leadership
English, German
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