Organizational constellation

In the organizational constellation, it is assumed that system dynamics work from top to bottom as well as the type of functionality of "customer relations".

Organizational constellation is a form of application of the systemic constellation , this uses the spatial visualization of (internal) relationships between personal system units. The focus is on significant constellations (of organizational units with one another, between employees, from employees to the respective management as well as from employees to external parties - "customer relations") as well as the functionality or dysfunctionality of the respective references.

Based on the group dynamic assumption that within a social group (such as family , team, etc.) different hierarchical positions are available and that the individual positions want to work in concert and geared towards a common task, this concept was initially adopted for working with families , modified accordingly (order) and further developed (balance, belonging). Gunthard Weber and Klaus Grochowiak (1998/1999) later transferred essential knowledge from this systemic approach to organizations and thus shaped the class of organizational constellations.

If a relevant system unit of the respective organization does not seem aligned : Rather, it does not work smoothly with itself, as it seems to be concerned with the goal and achievement , so the team stands in its own way , so can its ( apparently hidden) arrangements and orientations that influence or prevent the internal interaction, conditional processes, as well as externally-oriented processes, distanced , i.e. viewed from the outside by a higher-level person and understood (from a different perspective). This can result in a paradigm shift (initially at the respective management level).

procedure

In the case of an organizational constellation, deputies (from a non-system seminar group) are selected by the respective team manager for the employees to be represented in an organizational unit and then set up in relation to each other in the available space (according to his / her subjective feeling). From the then subjective arrangement of the respective employee positions, relationship relationships via angles, distances and other parameters are spatially simulated. In this way, the dynamics of the team - from the position of the person responsible - are shown in a graphic way. This constellative representation of that organizational unit is called the first image.

First image

After the individual positions (including leaders) of a system unit are spatially mapped (set up) in the room, the following considerations initially and primarily seem essential:

Who is related to whom and to what extent ?
How do the individual positions (the deputy) and those depicted relationships affect the focus (deputy of the person concerned - client, or team leader)?
To what extent can the real client derive meaningful advice from the constellative relationships within the original image or from verbal and non-verbal reactions of his focus , and gain inspiration?

issue

On the part of the client, a clear concern about the installation work is required. And because dynamics from the family system of a superior can affect the subordinates and their productivity in organizational units , it is expedient to clarify in advance whether the change in structure level from the business context to the private context of the respective client is desired by the client.

reception

Business psychologist Uwe P. Kanning has nothing to do with the organizational constellation method. He considers the established relationships and the relevant interpretation of the respective first image to be arbitrary and does not believe in a representative perception of the representatives, doubts the phenomenon of a so-called knowing field, rather considers a "shaken degree of suggestibility" of the participants to be decisive. He also doubts the internal (visual) representation of hierarchical order and related parameters within an (unconsciously organized) internal image

The organizational constellation is also used by systemic advice (as a "tool"). Stefan Kühl addresses the blind spot of systemic advice with regard to power in social systems; his politicization dilemma specifically explains the increasing (structural) hierarchy problem in organizations. In the context of the (partially hidden) parameter order (within systemic constellation work ), Kühl's criticism can be classified accordingly and was taken up in 2006.

literature

Gunthard Weber: Practice of organizational constellations - basics, principles, areas of application . Heidelberg 1998.

Klaus Grochowiak, Joachim Castella: System dynamic organizational consulting . Heidelberg 1999.

Klaus Peter Horn, Regine Brick: Organizational constellations and systemic coaching . Offenbach 2001.

Franz Ruppert: Worlds of professional relationships. Establishing working relationships in theory and practice . Heidelberg 2003.

Martin Kohlhauser, Friedrich Assländer: Organizational constellations evaluated. Study on the effectiveness of system constellations in management and consulting. Heidelberg 2005.

Michael Gleich: Organizational constellations as an advisory tool for managers. An empirical analysis. Heidelberg 2008.

Claude Rosselet, Georg Senoner: Management makes sense. Organizational constellations in management contexts . Heidelberg 2010.

Bert Hellinger: Success Stories in Company and Profession . Berchtesgaden 2010.

Bert Hellinger: Thematic management consulting . Berchtesgaden 2010.

Web links

Gunthard Weber, 1998/2002: Nine conductor images in organizational constellations (PDF).
Gunthard Weber, 2003: The cold wind of companies and recursive challenges for organizational constellations (PDF).

Individual evidence

↑ Katharina Stresius (DGfS): Studies, approaches, results on constellation work :
"Organizational constellations lead less to direct follow- up actions , but rather to changes in attitude and attitude in relation to the topics dealt with."

^ Gunthard Weber, Fritz B. Simon, Gunther Schmidt: Constellation work revisited. Heidelberg 2013, p. 27: "Language as a communication medium is evidently much more stubborn than the space to depict relationships."

↑ Klaus Grochowiak, 2002: Orders of Power ( Memento of the original from September 23, 2015 in the Internet Archive ) Info: The archive link was inserted automatically and has not yet been checked. Please check the original and archive link according to the instructions and then remove this notice. (PDF), p. 4 f: "In organizational constellations, as they are often practiced today, there is often a focus on the re-enactment of conflicts from the family of origin." @1@ 2

↑ Rainer Adamaszek: Family of biographies. Therapeutic decryption and transformation of ties of fate. Berlin 2011, p. 246: "In the organizational constellations, it is usually important to clear the depicted conflicts in companies from the eggshells of family entanglements, so to speak."

↑ Gunthard Weber, 2003: The cold wind of companies and recursive challenges for organizational constellations (PDF), p. 3.

↑ Gunthard Weber, 2003: The cold wind of companies and recursive challenges for organizational constellations (PDF), p. 8: “It is crucial for the constellation instructor to form hypotheses in each individual case about whether relational difficulties that are becoming apparent are reenactments of Patterns from systems of origin [personal context of the client's system of origin, note] can be whether they have been trained in the organization and are maintained there or whether the relationship conflicts that become visible, such as symptoms or indications for a dysfunctional organizational structure. "

↑ Gunthard Weber, 2003: The cold wind of companies and recursive challenges for organizational constellations (PDF), p. 7.

↑ Video of the research project on the constellation work by Peter Schlötter: Familiar language and its discovery.

^ Video of the research project on the constellation work by Peter Schlötter: Epilogue - Vertraute Sprache und their discovery.

^ Carola Kleinschmidt, 2005: Organization constellation as a method. Efficient Analysis or Triumph of Everyday Psychology? (PDF), p. 36.

^ Uwe P. Kanning: Bizarre from the world of organizational constellation

↑ Stefan Kühl, 2009: The blind spots of systemic advice ( Memento of the original from December 8, 2015 in the Internet Archive ) Info: The archive link was inserted automatically and has not yet been checked. Please check the original and archive link according to the instructions and then remove this notice. (PDF), p. 2. @1@ 2

↑ Stefan Kühl: When the monkeys rule the zoo. The pitfalls of flat hierarchies. Frankfurt a. M./New York 1998.

↑ Cf. Marco de Carvalho, Jörgen Klußmann: Conflict Management in Afghanistan. The systemic conflict transformation in practical use in a large group conflict (PDF), p. 43 ff.

↑ Klaus Grochowiak, 2002: Orders of Power ( Memento of the original from September 23, 2015 in the Internet Archive ) Info: The archive link was inserted automatically and has not yet been checked. Please check the original and archive link according to the instructions and then remove this notice. (PDF), p. 25 ff: “The fact that this is often undermined to a not inconsiderable degree by other structures such as informal power, trade unions, the ability to terminate, etc. makes it clear that power is not clearly distributed in organizations. This has not inconsiderable effects on the constellation work. " @1@ 2

^ Siegfried Rosner: Systems staged. Organizational and structural constellations as a management tool and simulation process. Leonberg 2006 (reprint 2015), p. 117: “As Stefan Kühl has shown with the exemplary analysis of some particularly advanced 'post-bureaucratic' organizations, these get caught in a 'politicization dilemma', ie the dissolution of rigid hierarchies and precisely delimited areas of responsibility creates new zones of uncertainty , a kind of power vacuum. 'The liquefied structures favor internal competition and are sometimes breeding grounds for violent power struggles.' (Kühl 1994, 104). "

[1] Katharina Stresius (DGfS): Studies, approaches, results on constellation work :
"Organizational constellations lead less to direct follow- up actions , but rather to changes in attitude and attitude in relation to the topics dealt with."

[2] Gunthard Weber, Fritz B. Simon, Gunther Schmidt: Constellation work revisited. Heidelberg 2013, p. 27: "Language as a communication medium is evidently much more stubborn than the space to depict relationships."

[3] Klaus Grochowiak, 2002: Orders of Power ( Memento of the original from September 23, 2015 in the Internet Archive ) Info: The archive link was inserted automatically and has not yet been checked. Please check the original and archive link according to the instructions and then remove this notice. (PDF), p. 4 f: "In organizational constellations, as they are often practiced today, there is often a focus on the re-enactment of conflicts from the family of origin." @1@ 2

[4] Rainer Adamaszek: Family of biographies. Therapeutic decryption and transformation of ties of fate. Berlin 2011, p. 246: "In the organizational constellations, it is usually important to clear the depicted conflicts in companies from the eggshells of family entanglements, so to speak."

[5] Gunthard Weber, 2003: The cold wind of companies and recursive challenges for organizational constellations (PDF), p. 3.

[6] Gunthard Weber, 2003: The cold wind of companies and recursive challenges for organizational constellations (PDF), p. 8: “It is crucial for the constellation instructor to form hypotheses in each individual case about whether relational difficulties that are becoming apparent are reenactments of Patterns from systems of origin [personal context of the client's system of origin, note] can be whether they have been trained in the organization and are maintained there or whether the relationship conflicts that become visible, such as symptoms or indications for a dysfunctional organizational structure. "

[7] Gunthard Weber, 2003: The cold wind of companies and recursive challenges for organizational constellations (PDF), p. 7.

[8] Video of the research project on the constellation work by Peter Schlötter: Familiar language and its discovery.

[9] Video of the research project on the constellation work by Peter Schlötter: Epilogue - Vertraute Sprache und their discovery.

[10] Carola Kleinschmidt, 2005: Organization constellation as a method. Efficient Analysis or Triumph of Everyday Psychology? (PDF), p. 36.

[11] Uwe P. Kanning: Bizarre from the world of organizational constellation

[12] Stefan Kühl, 2009: The blind spots of systemic advice ( Memento of the original from December 8, 2015 in the Internet Archive ) Info: The archive link was inserted automatically and has not yet been checked. Please check the original and archive link according to the instructions and then remove this notice. (PDF), p. 2. @1@ 2

[13] Stefan Kühl: When the monkeys rule the zoo. The pitfalls of flat hierarchies. Frankfurt a. M./New York 1998.

[14] Cf. Marco de Carvalho, Jörgen Klußmann: Conflict Management in Afghanistan. The systemic conflict transformation in practical use in a large group conflict (PDF), p. 43 ff.

[15] Klaus Grochowiak, 2002: Orders of Power ( Memento of the original from September 23, 2015 in the Internet Archive ) Info: The archive link was inserted automatically and has not yet been checked. Please check the original and archive link according to the instructions and then remove this notice. (PDF), p. 25 ff: “The fact that this is often undermined to a not inconsiderable degree by other structures such as informal power, trade unions, the ability to terminate, etc. makes it clear that power is not clearly distributed in organizations. This has not inconsiderable effects on the constellation work. " @1@ 2

[16] Siegfried Rosner: Systems staged. Organizational and structural constellations as a management tool and simulation process. Leonberg 2006 (reprint 2015), p. 117: “As Stefan Kühl has shown with the exemplary analysis of some particularly advanced 'post-bureaucratic' organizations, these get caught in a 'politicization dilemma', ie the dissolution of rigid hierarchies and precisely delimited areas of responsibility creates new zones of uncertainty , a kind of power vacuum. 'The liquefied structures favor internal competition and are sometimes breeding grounds for violent power struggles.' (Kühl 1994, 104). "