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Change Management: Cultural psychology helps out of the "culture trap

Morphology, the basis of our work, is understood as cultural psychology.

The culture trap: Godlikeness with weakness in implementation

Much of what needs to be implemented in the course of change processes and, as a result of decisions made, is very difficult to actually implement on the management side. This seems to become fashionable today, indeed, culture!

"We have everything, but we can't get anything implemented" is what companies everywhere are saying. Everything, like being omnipotent and at the same time, like being impotent, not being able to create anything right, not being able to get anything done. You want to translate: "God's equality when there is a lack of implementation.

In the flow of earthly behavior and experience one cannot not make decisions

Nevertheless, making decisions and implementing the consequences resulting from those decisions remains inevitable! One does not make non-decisions. Life and business, let's follow Theo Gromberg*, is "always going on somehow".

Everybody is active, nobody acts - Rembrandt, Egypt?

As much as we wish for time for important things, i.e. for friendship, intimacy, fulfillment at work as well as in love, or even farsighted leadership, we are in danger of getting lost in the whirlpool of daily vulgarity, but we can't find a clue for what's important. So everywhere and all the time 100% gas is given, everybody is active, nobody acts.

"Mindfulness" with simultaneously demanded "burning for the cause"? "Ambidextry" as a way out? Making the impossible possible? Toyota? Rembrandt, Egypt?

Symptoms of unconscious stagger in the face of an apparently impending doom.

Then what's left? Permanent, persistent re-decision making, procrastination, managerial excitement with simultaneous demonstration of solution orientation in the case of so-called "repeated issues", "group work misunderstood by grassroots democracy", "highly motivated, glorious failure", Loud "complaints about Bore Out and Burn Out", a "rising number of personality disorders", "rising ratings for jungle or women's exchanges, misunderstood "call of the French Revolution" of freedom, brotherhood, equality, (No! We are not all equal! Only before the law!), "abused enlightenment" (human image homo oeconomicus), "perverted use of statistics", these are further symptoms of the impending downfall in the maelstrom of operative vulgarity. In other words: what remains is a senseless stupor in the face of an apparently impending doom; doom of what (see below)?

Extremely motivating affirmation of activity instead of calm, inconspicuous decision to act

The reason for the assumption of an apparently imminent doom with a tumbling sequence is, here in abbreviated form, that decision making is nevertheless understood and feared as "mass murder of possibilities" (Grewe, R.). It is apparently necessary to prevent the downfall of possible possibilities (see above)!

Decision-making and decisive action relieve the "abstraction-idyll" (sociologist) of the still often highly piled-up, haute couture-art-crafted and sound-regulated management boxes. The abstract is to be simulated as real reality, as actual reality, as virtual reality, but not implemented!

Decisive decisions lead out of the culture trap, ...

Decisiveness after a decision has been made, which means refusal to participate in the "Victim Olympics" (Fuku), where the victim status alone is enough to lead to moral superiority and passivity. Decisiveness does not seem hip, more like yesterday. Showing decisiveness is something very adult!

... but does not make you popular

Those who show themselves determined can hardly ever achieve the status "popular as a manager" which is so sought-after today. "Do you know the difference between popularity and prestige? Popularity is the little slutty cousin of prestige!"* (Quote from the movie "Birdman"; 2014; Director: Gonzales Inarritu)

Cultural psychological perspectives

As cultural psychologists, we help your company, the people and things in it, with our moderation, i.e. modelling contributions, our corporate culture diagnostics, our morphologically based project organization or our process for clarifying mission, role and responsibility. We support you in decisively holding your course in breaking perspectives. Because: People are companies