conflict levels

Developed by Ulrich Grannemann   There are three main types of conflict:   1.   Factual conflicts   The first level is the so-called factual, content or informational conflicts. Here, there are differences in the view of the world or of reality. There are differences in the scope, depth or even type of information about particular […]

communications in work prozesses – SUZIBEKUFF

  Developed by Ulrich Grannemann   Communication in work processes can also be described as production of cognitions. Whether we are talking about conversations, meetings, workshops or entire projects the objective is always the creation of an intellectual product. The basic circle or rough structure of the communication can be described as Input – decision […]

leadership pyramid

  Ulrich Grannemann     Leadership pyramid   How can leadership activities and tasks the sensibly sorted? The purpose of the leadership pyramid is to help with orientation for the breadth and complexity of the tasks and to assist with identifying any neglected leadership areas.   Leadership activities can be divided into 4 levels:   […]

what is leadership

  Definitions     Leadership in the broader sense takes place almost all of the time and everywhere. We take part in conversations, we influence people, we persuade friends to follow a certain path with us…   This document however is concerned with the leadership of people in organisations.   As a rule we come […]

factors affecting employees´ performance

Developed by Ulrich Grannemann Factors affecting employees’ performance   Is the manager becoming more or less important for the success of the company? The manager is not the only producer of effects which influence the success of employees. Below you will find a system of factors which affect employees’ performance, along with a prognosis. Three […]

the johari window

  The four windows can be described as follows:   Window 1:    The area of free activity or the so-called "open self" is the part of the personality (e.g. motivations, behaviour etc.) which is known to both myself and others (colleagues, friends, staff members etc.). This part is usually very small in new groups. […]

feedback rules

  0. Attitude    Criticism (negative feedback) is not a right, but a necessity and obligation for supervisors     1. Yes arena      Set the framework of a talk clearly, get permission: role, intention, goal and purpose, history …     2. Me messages     Not “you”, not “us” or “we”, not […]

leadership responsibility

  The difference between task, responsibility and ability to make decisions   T Task, objectives What is in fact my job? According to what objective criteria, objective recognition phenomena is my work evaluated? How sure am I that my inner job description in general terms agrees with the external job description? What is really expected […]

status

  Taken from Jost Meyer   1.    What is status?   The term status as used here was first used by Keith Johnstone in the context of his theatre work. It is a useful tool for the analysis and guidance of communication. In the first instance it characterises a perceivable behaviour by a person with […]