It does not work without a co-maker
The doer would not get very far without participants. It is only through his work that projects become reality. The participant takes that Sense, who comes into the system through and through the leader, very immediately grips him intuitively and better than the other roles.
The participants are not interested in strategic goals and indicators. So you can not lure him either. What does the worker at the band do to the department budget, how much the piece costs or how expensive the maintenance of the plants are.
Recognized the meaning
He looks into his immediate surroundings, how he copes with his colleagues, that he has time to finish work, that the overtime is paid for and that it is not until Friday evening that the special shift due on the weekend is revealed to him.
And yet he will drive this special layer, because he has clearly understood the meaning of the company, namely to secure his existence.
The archetypical role of the participant is related. It focuses its attention on the social contexts within the system and not on system performance. This creates a great cohesion in the social fabric, develops so to speak warmth and well-being.
This in turn is very important if the system is really required. Only with a close relationship structure will it develop the strength to survive difficult situations. We know this from the family, but also in companies and in team sports. In critical situations, cohesion becomes the most important thing.
Living the meaning
The fellow-man creates him on the basis of the meaning conveyed by the Fiihrer. He lives him. We see this every year clearly during the cups in football.
The really inferior teams from the lower leagues regularly bring their favorites into trouble, because they are close together, the common sense - we call it team spirit - live in the game and grow beyond themselves.
Lots of hands-on, few movers
This particular importance of the archetypical role of the participant in the social power of a system also results from the fact that it is usually occupied by a considerably larger number of people than all other roles.
This is also good, because what leads to it, if too few contestants and too many makers in a group, can be experienced in a simple game. It is often used at team development events and goes like this:
Teambuilding with fellow players
The members of the group are blindfolded. Then each member takes a rope, which is bound together as a quasi-infinite cord. This is now to be deposited by the group in a certain time in the form of a square on the ground.
And then an interesting reconciliation process begins within the group. Usually, several people start talking and try to get through with their suggestions.
One must specify the tone
This leads to pulling in different directions, and in the end - if this does not change - a rather unsightly result, not a square. The advantage is the groups who quickly agree on a person who has the say - the maker - and everyone else as followers.
For people who are arrested with their maker rolls, this is a great exercise. You can feel what it's like when you're just quiet and follow what others tell you. Some wonder then that there is still a good result.
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German edition: ISBN 9783965964587
English version: ISBN 9783965964594 (Translation notice)
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