There are only five different ways to handle problems and challenges: two of them are inadequate and three of them are suitable!
Author Archives: Leadion
Three Ego States
¬The Three Ego States ¬Positive and Negative Effects ¬Challenging the Ego States The Three Ego States The Ego States form a model of explanation in the transactional analysis of the human personality. They are structured and defined modes of experience and behaviour. Transactional Analysis makes the assumption that every person consists of three […]
goals – standards for successful agreement
The goals have to be realistic and able to be influenced by the co-worker. · The goals have to be defined such in a way that they are understandable, clear, and controllable. · Goals related to work results / performance: Who is doing what by when? What is the desired outcome? · […]
9 steps of conflict escalation (part 2)
constructive interventions Part 1
Interface analysis
Agreement about the rules governing decisions and information along the lines of interface between Person A and Person B Considerable disruptions to work frequently occur where varying expectations exist with regard to the decision and information rules (meta-rules). As well as the content, every interaction at the same time dilute the limits of jurisdiction/responsibility. […]
constructive confrontation
Dealing with mistakes/unmet expectations How should I as a manager react? What is an appropriate reaction? Failure to react or delayed reactions leads to tacit contracts. The staff member learns that the results behaviour is okay. The manager expects the staff member to read his mind: As a good member of staff he […]
From blaming to responsibility: Dealing with failure and mistakes
There are two different ways of dealing with failure and mistakes that lead to completely different consequences.
goals and agreement
A goal is a necessary, striven for, and/or desired state a) that should be adhered to (especially related to routine work and standard tasks) b) that should be reached at a determined point of time. Advantages of agreements on goals · All persons involved know the necessity and the purpose […]
leadership authorities
As a manager, what am I responsible for and what am I not responsible for? In an upwards direction, management requirements are open. We only need to think of the leadership fields of motivation and coaching. But where does duty come alongside free will, for what can I be made responsible? Or seen from another […]
annoyance list
Developed by Ulrich Grannemann Factual and value conflicts often leave behind injuries on a strong emotional and personal level. "Discount stickers" are applied (see red/blue guys). These are actions or failures which are not forgotten. If these injuries are not resolved, they poison efforts at new solutions. Exchanging and working through these […]