Team Transformation—Building Resilience

Nick Shannon () and Bruno Frischherz ()
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Nick Shannon: Management Psychology Ltd.
Bruno Frischherz: Didanet GmbH

Chapter 10 in Metathinking, 2020, pp 71-82 from Springer

Abstract: Abstract In this case study, we describe the process of a workshop for the development of a management team. The workshop involved introducing the participants to the Metathinking Framework as means to reconceptualise the idea of “resilience” for themselves and their organisation, using the four thinking modes. Structural thinking was invoked in order to encourage the team to consider the big picture of resilience for the entire organisation within its business context. Process thinking helped the team to see what trends were emerging that impacted resilience. Relational thinking enabled links to be made between resilience and other features of the organisation such as its efficiency and competitiveness. The transformational thinking mode invited the management team to create a new vision for the whole organisation.

Date: 2020
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Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-3-030-41064-3_10

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DOI: 10.1007/978-3-030-41064-3_10

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