Hyperinclusion

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The term hyperinclusion describes the integration of a person into social subsystems, life contexts or a single institution , e.g. B. a company in which the entire lifestyle of the person (temporally, socially, economically, physically) is aligned with this subsystem or this institution. As a result, participation in other areas of society is no longer possible.

Markus Göbel and Johannes Schmidt are considered to be the creators of the term, who understand it to be the process “that includes a person in a functional system, but due to belonging to one, the relevance of communication for another is almost completely lost. In other words , inclusion in one case is followed by exclusion in another. ”According to Jan V. Wirth , the consequence can even be the fundamental impossibility of self- exclusion - in this case the inability to voluntarily break out of hyperinclusion - which restricts other opportunities for inclusion so that there may be a need for help.

Areas

Hyperinclusion is generally voluntary. However, there are areas, e.g. B. Top management positions that maintain hyperinclusion as an informal entry requirement. Only those who hyperinclude themselves get access to the resources, opportunities to influence and the recognition that are associated with these positions. Since only the requirements of the context of inclusion are subjectively relevant for the hyper-included person, all other areas of society become unimportant.

Examples of hyperinclusion are top managers and their organizational integration as well as competitive athletes in the respective institutional framework of competitive and professional sports. This is referred to as hyper-inclusive because of its compulsory mobility and its frequent relocations of the center of one's life (e.g. in professional football).

Hyperinclusion is differentiated from total inclusion, which is dictated by a total institution such as B. of psychiatric clinics , prisons , monasteries or guilds in the feudal society .

If there is an integration in a single institution, in addition to analysis as hyperinclusion, a greedy institution can also be used in sociology . However, it is also possible to be involved in two greedy institutions at the same time, for example family and military service, which creates a tense relationship.

Top management

Functions in top management require a time commitment. This usually goes far beyond a regular full-time position. Permanent availability, excessively long working hours and frequent travel activities require that we focus entirely on the requirements of the organization. Due to the time required, the manager hardly has any private time outside of the organizational context. The family, one's own health and leisure time are either placed behind the requirements of the organization or become part of the organizational context (sport with colleagues, leisure activities with customers, company car, etc.). Social needs that are satisfied in a "normal inclusion" in contact with family and friends are met in top management through shared experiences with colleagues or customers. The strong temporal involvement means that the top management position has no or only limited responsibilities outside the organization, such as B. Family, is compatible .

A top manager is hyper-included when there are hardly any areas of life that are not in the organizational context. This form of professional involvement creates a precarious life situation because the organizational context is largely the only source of recognition and identity . Losing a top management position can also mean a loss of livelihood. For the organization, hyperinclusion is functional as it creates a strong bond, loyalty and full commitment from its top managers. However, due to the strong involvement and required loyalty, there is a risk of a lack of ability to reflect and innovate .

Gender aspects

Hyperinclusion usually occurs in connection with professional functions, because these functions provide sufficient income to sustain a hyperinclusive lifestyle in the long term. With top managers, for example, the high income makes it possible to take on the role of family breadwinner. This represents an important resource of male identity. The high time requirements of such functions also do not allow compatibility with the personal care of children or older people ( see also: Compatibility in management positions ). As reproductive work is still more often done by women, men are more often able to fulfill the requirements of such functions. More informal behavioral requirements in top positions ( dominance , assertiveness , loyalty ) or more informal community experiences are also a source of male identity (shared male interests, such as football, cars, technology). Hyperinclusion in a top management position therefore creates masculinity or generally requires it. Positive feedback effects (“ organizational path dependency ”) stabilize hyperinclusion as an informal access condition to top management.

The lifestyle of housewives (and husbands) can also show aspects of hyperinclusion if the requirements of this non-formalized function do not permit participation in other areas of society (working life, health or self-care, social relationships outside the family context). As a rule, this function is not taken over. However, the financial and social dependence on the family breadwinner can largely override the further option. The family can also become a total institution.

See also: polarization of expectations at work and polarization of working hours

See also

literature

Web links

Individual evidence

  1. ↑ Markus Göbel, Johannes FK Schmidt: Inclusion / Exclusion: Career, Problems and Differentiations of a System-Theoretical Pair of Terms. In: Social Systems. 4, Issue 1 (1998), pp. 87-117.
  2. ↑ othes.univie.ac.at
  3. ^ Jan V. Wirth : The way of life of society. Outline of a general theory. Springer Fachmedien Wiesbaden GmbH (Wiesbaden) 2014, chap. 7. Quoted from: Helmut Lambers: Review of the book “Die Lebensführung der Gesellschaft” by Jan V. Wirth. In: www.socialnet.de. Retrieved October 26, 2019 .
  4. ^ Philine Erfurt: Organization Matters (1): Leadership as hyperinclusion. In: Renate Ortlieb, Barbara Sieben (Ed.): Nobody is given anything - or is it? Festschrift for Gertraude Krell . Hampp, Mering 2012, pp. 91-96; Jochen Geppert: Organization Matters (2): The position as a mode of inclusion. In: Renate Ortlieb, Barbara Sieben (Ed.): Nobody is given anything - or is it? Festschrift for Gertraude Krell . Hampp, Mering 2012, pp. 97-102.
  5. ↑ Karl-Heinrich Bette, Uwe Schimank : The doping trap. Sociological Considerations . Transcript, Bielefeld 2006.
  6. ^ Marc Kukuk: Top Sport and Migration. Diss. University of Paderborn 2015, online (PDF).
  7. ^ Erwin Goffman : Asylums: Essays on the social situation of mental patients and other inmates . Anchor Books, New York 1961.
  8. ↑ Note: The term hyperinclusion is also occasionally applied to total institutions; see e.g. B .: Peter Sommerfeld, Lea Hollenstein, Raphael Calzaferri: Integration and Lifestyle: A Research- Based Contribution to Theory Development of Social Work. Springer, 2011, ISBN 978-3-531-93333-7 , p. 16 ..
  9. ↑ See the example of top-class sport, which is presented as a greedy institution on the one hand and hyperinclusion on the other: Jochen Gläser, Grit Laudel: Expert interviews and qualitative content analysis as instruments for reconstructive investigations. 3. Edition. VS Verlag für Sozialwissenschaften, Wiesbaden 2009, ISBN 978-3-531-93033-6 , p. 266.
  10. ↑ MW Segal: The Military And the Family As Greedy Institutions , Armed Forces & Society (1986), Vol. 13 No. 1, pp. 9–38, doi : 10.1177 / 0095327X8601300101 (summary, in English)
  11. ↑ P. Erfurt Sandhu: Selection Paths in Top Management, Homogenization Processes in Organizations Springer Gabler, 2014, pp. 178–188.
  12. ↑ P. Erfurt Sandhu: Selection Paths in Top Management, Homogenization Processes in Organizations Springer Gabler, 2014, pp. 178–188.
  13. ↑ P. Erfurt Sandhu: Persistent Homogeneity in Top Management. Organizational path dependence in leadership selection (PDF, 2.9 MB), dissertation. Department of Economics at the Free University of Berlin, 2013, footnote p. 146 (in English).