Professional change - interactions, dynamics and understanding of roles
The starting point
In our observations, we focus on human interaction as a trigger for "unplanned" professional change. Managers are very much fixated on professional communication and their own involvement. The backgrounds often remain closed to them in the hectic daily routine, can therefore not be cleared up and remain as a "trouble spot". It is astonishing how difficult it is for managers to perceive the informal lines in a company and to use them for their own benefit. Most of the time, you become a "victim" of these connections. Another important point is the "border crossings" in the 360-degree environment. Colleagues, for example, also vie for the favor of the owner or the same superior. Envy and resentment are unfortunately the order of the day. The superior does not always think about the effects of his unilateral actions. Also not to be neglected is micromanagement, which takes the fun out of employees in the long run and is responsible for departures of important know-how. If one has fallen into this focus of separation, internal applications within the group are of only limited help, since the "bush radio" is usually faster.
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