This article describes a workshop format including three symbolic action methods, i.e. the ‘who is who sculpture’, the ‘walking through a team’s history’ technique and the ‘speech chorus’ for use in systemic team consultation. The described action methods are suited for work with large teams and small organisations. They help team members to quickly understand their internal diversity and develop a joint sense of the team’s history, hence strengthening the team’s self‐concept and fostering team cohesion. Teams are thereby enabled to find ways out of experienced states of collective depression or anxiety. If combined with large group approaches such as appreciative inquiry or open space (Owen, 2000), such a workshop can help teams and organisations to move from their present situation towards a shared vision for a desired future. The workshop and its methods have been carried out and evaluated in many systemic therapy teams and small clinical and welfare organisations in Germany, China and the UK, as well as at conference workshops in the US and Russia.Practitioner points
Three Tools to “make teams and small organizations swing”
Integrated into a one‐day‐ workshop fostering systemic organizational self reflection
Conducted in Germany, China, Russia, the US and the UK
ZusammenfassungWie Führungskräfte mit alltäglichen Dilemmata umgehen, hat Auswirkungen auf die individuelle und organisationale Ressourcenbilanz. Der Artikel untersucht Umgangsstrategien von mittleren Führungskräften mit Zwickmühlen im Krankenhaus, wie sich diese durch ein Dilemma-Kompetenz-Training verändern und wie sich dies wiederum organisational auswirkt. Die N = 69 befragten Führungskräfte wendeten reflexhafte und reflexive Strategien zur Bewältigung von Dilemmata oder daraus resultierenden Belastungen an. Die Evaluation des Trainings zeigt, dass es einen reflexiven Umgang mit Dilemmata fördert. Organisational wirkte sich dies positiv z. B. auf das Arbeitsklima und die Entscheidungsfähigkeit aus.
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