Unhealthy companies need a paradigm shiftHealth - 1/6
- 15. Mai 2016
- Veröffentlicht durch: Ralf Juhre
„Health“ is the current word of our society and – so many forecasts of our time – THE topic of the next decades. No wonder; it is our most valuable asset, the most important thing we have.
Organizations are like living creatures and can be affected by diseases. Many of these corporate diseases can be noticed today when you look into the companies. Afflicted by unhealthy organizational system dynamics, there is a lack of lightness and composure, while pressure to perform and burnout are omnipresent.
Unhealthy companies will not survive sustainably! In dealing with „organizational health“, a paradigm shift is needed, especially among managers and leaders.
In many cases, companies are still managed according to the old management theory of the 80s and 90s of the last century. The basic assumptions about economic activity, about what the human being is, what one is allowed to do with him and about the way one deals with each other in economic dealings are still present. Derived from a human and world view of a time that has long since come to an end. Nevertheless, it is noticeable that the old paradigms still predominate in the thinking and acting of most managers.
But the old concepts have long since become obsolete, they fail and are no longer viable. What is needed is a Copernican change in the way healthy organizations think. The organization and the enterprise must be understood completely new and in contrast to the prevailing understanding as „healthy“. After all, systemically holistic corporate health is the basis for long-term success, stable employee loyalty, and any employer attractiveness. Those who disregard these factors will certainly not be able to achieve sustainable corporate success.
Healthy company – what is that?
But above all, a holistically healthy company is not only shaped by these factors:
The health of the company means, in particular, the character of the company, i.e. that which characterizes the system processes (organizational habits) in sum and how constructively this affects the sustainability of the company. We then call constructive habits in the behavior patterns of the organization in dealing with challenges and problems organizational virtues. These are established behavioral patterns that have become a habit. A necessary re-identification is only possible if there are the will and the ability to consider and reflect on existing organizational behavior patterns. Only then is it possible to evaluate an organizational behavior pattern, to recognize it as an organizational vice and to consciously change something as management.