The Leadership Principles: Why Conflicting Values ​​Are Important

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Text comes from: Das innere Spiel: Wie Entscheidung und Veränderung spielerisch gelingen (2013) from Heinz Peter Wallner, Kurt Völkl, published by BusinessVillage Verlag, Reprints by friendly permission of the publisher.
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Values ​​in CompanyThat's a hot topic for discussion. It is often the case that they contradict each other. How do you deal with these sometimes very different poles? Best of HR –®

Here writes for you:


Heinz Peter Wallner wallnerDr. Heinz Peter Wallner is Change Consultant, Management Developer and Coach.


From the author:




Here writes for you:


Kurt Voelkl voelkl Univ. Dipl.-Ing. Kurt Völkl is Director General of an Austrian social insurance company.


Must values ​​contradict each other?

Last we wrote:

If consequence (in the sense of effect) becomes an important value in Company then the positive equivalent value of flexibility is put on the siding. But consistency and flexibility form a polar pair of values. Consequence is not "valuable" without flexibility and vice versa. More consistency may be required for a certain period of time, but in the long run these values ​​can only be understood as a pole pair.

And now we want to explain why it is important that values ​​contradict each other and how to deal with this contradiction.

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Unilateral values ​​= negative results

A good approach would be a phrase: "We are as consistent as necessary and as flexible as possible." If we only rely on one of the two values ​​in the company, the consequence is usually a negative one.

From the required consequence becomes dogmatism. If flexibility is declared a value, the game usually ends in randomness. We must not lose the polarity of the values ​​in the company. Values ​​must span tension fields and bring people between the poles. Only then do we hear the rippling of the dipping into the flow of change.

Values ​​that can stand alone

Of course, there are sensible values ​​for companies that can simply stand on their own. For example, “energy conscious” or “environmentally conscious” is more than a sensible direction for a company.

The opposite pole in these cases does not work positively, but destructively. Such values ​​serve the future-oriented orientation of a company. This applies in a similar way to the social and social orientation demanded by the CSR concept (CSR = Corporate Social Responsibility).

Values ​​must be clearly communicated

For all these values, it is necessary to communicate clearly where the limits lie and which exceptions are possible in crises. With a dogmatic attitude these values ​​can lead to negative consequences in companies.

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It should also be noted that values ​​which describe the entrepreneurial activity in a meaningful manner are not mentioned. Which company would not like to see a certain performance orientation or as a reliable partner? From our point of view, such values ​​can be imported without a counterpole. How should they ever hurt?

Recognize the pattern

The energy of attention follows in all change processes. And we can assign the six principles “patterns of attention” and “patterns of energy” and combine them in a meaningful way.

The energy follows attention. What we are concentrating on is growing. This shamanic principle was incorporated into modern psychology and became a guiding principle of systemic consultation.

Overview of the patterns

Behind every principle there is hidden a domain of knowledge of modern science, which we - with some blurring - also want to assign. It's about creating a meaningful connection that will help you recognize patterns.

Concept attitudes attention pattern energy patterns domain
Beginning and end) Courage To perceive holistically what is and what is to be Give initial pulse complexity
polarity Respect Feel tensions and allow Build tension between the poles duality
Resonance Joy Perceive what works and lets things come together in new ways Strengthen weak energies self-Organisation
Double decision Trust and concentration Trust your own intuition and practice reflection Control pulses cybernetics
Repetition persistence Recognize progress through exercise and let rhythm work Allow constant flow “in the middle of the river” Things to Learn
patterns of order vitality Recognize new patterns out of movements (letting swarms) Effectiveness of energy supply holism

The principle of beginning and ending for the management work

What does that mean in detail? The principle of beginning and end requires courage as a managerial attitude.

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We begin the change by taking a first, courageous step into an unknown land. It is a conquest and thus also a martial principle of the fight.

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