Why “Making it simple” can consume more Resources by Gitta Peyn

 

7. Juni 2020 von Gitta Peyn

Estimated reading time: 12 minutes

 

Translation 06/2020: Jürgen Große-Puppendahl

 

When Ralf Volkmer invited me to write an article or even a column for LeanBase, I shared the topic on Twitter to check for general interest.

 

#leanmagazine

dated 27. 04. 2020 at 04:30 in LeanMagazin by Gitta Peyn (original German version)

 

The result is a whole catalogue of exciting Undetermineds, which all can be sorted under the one proposed by Dr. Karin Kelle-Herfurth, because she asks how communication can be organized:

 

I would be interested in your view on (new) language, your attitude towards the concept and meaning of leadership. “Management” is still formally defined, and although attributed to persons and positions, it is shared by many, hard to detect and happens unconsciously.

 

The function of companies is to reorganize communication according to functional objectives

 

For that reason it is not only dependent on the continuous technical and professional training of its employees but also and especially in the communicative area.

 

Communication competence is resource management competence.

 

Communication, when dysfunctionally reorganized, can consume vast amounts of otherwise savable time and energy – without organization and those involved even being aware of this fact.

 

Among other reasons this has to do with most communication techniques based on outdated and dysfunctional communication models. These can neither keep up with the dynamics in the communicative giant waves which today not only role over our planet but also over man and organization, thus threatening us to get undermined – nor can they help to realize that they are constructed for limited spaces and group dynamics. They come from another century, where we still were able to close the door and in which the demand “Keep it simple!” seemingly made sense. They blind us.

 

And so it is with pleasure that I take up Holger Gelhausen’s question for this article:

 

How does a simple sketch on the table napkin (back of mapping) work for providing an orientation in dealing with complexity?

 

My spontaneous answer: Not at all!

 

Complex systems are just characterized by complexity. As a result automatically the challenges emerge to think complex and to take complexity into account while communicating.

 

The famous idea Impart it in a way that six-year-olds can understand it usually overlooks the fact that six-year-olds learn and calculate in a highly complex way. They still can think systemically and logically. Their calculations are so functional that they think and learn in such a way that a six-year-old can become a twelve-year-old.

 

Many adults no longer do so. Due to conditioned fear they have forgotten how to challenge themselves, and coming from fear of challenge they try to determine, whereto the system is allowed to progress and which problems they can be presented with and which not. This leads to a crisis-dysfunctionality until the crisis takes away the learning mission by asking: Learn or perish. ...

 

Here the link to the full article.

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