Multiple Diversity – Existential Challenges for Boards and Top Management Teams

In the current debate, the increasing heterogeneity of top bodies (top management teams, supervisory boards, boards of directors) is seen as desirable for very different reasons. – Georg Martensen’s article refers to a profound and just recently voiced critique by Ely & Thomas, who heralded the paradigm shift for diversity 25 years ago. – This gives rise to questions, to which he would like to offer some answers: »In what way can multiple changes at top management level be understood existentially in terms of their effects on organisations? What framework of understanding does existential thinking offer for this, which is at the same time a guideline for action? What contribution must or can the top management team, the board, make here? And what does this require in terms of an understanding of the commonality of being human within organisations and, if necessary, the development of an inner attitude? – And in what way can this path be followed?« Read »

Work and Being – Of Meaning Pressure, Purpose and Hybrid Work

In his guest article, Hans Rusinek deals with the increasing need for meaning at work and the resulting over‐ and under‐​identification. To this end, he first tries to trace the increasing pressure for meaning in relation to the workplace from a socio‐​historical perspective, in order to then examine two possible solutions: A turn towards Purpose as a purposeful orchestration of occupational meaning, and a turn away from the question of meaning in view of a more fluid and hybrid future of work. Read »

Leadership and loneliness

With increasing leadership responsibility comes the threat of loneliness. Man is not only a social being, as might seem obvious when considering the topic of loneliness. He is a being dependent on relationships in four ways: Relationship to the Umwelt (the physical dimension), to the Mitwelt (the social dimension), to the Eigenwelt (the psychological dimension) and to the Uberwelt (the spiritual/​transcendet dimension). Loneliness poses an existential threat to this »four‐​tones of existence«: In the end, man remains alone in all decisive questions. He is in danger of losing himself, others, and the world. Read »

Existentialism in the Time of Covid – Challenges for Business Leaders

Monica Hanaway (UK), renowned author of numerous publications on existential issues; psychotherapist, coach, supervisor and experienced manager and revered colleague, urges ›Business Leaders‹ in her brand new guest article to pay special attention to »existential issues« and the emerging questions of being human within the »existential dimensions« of organisations and to use them as a guide to prepare for re‐​opening organisations before they simply revert to routine. – She vividly describes, with reference to the Existential Themes, the ways in which the impact of the Covid pandemic will have triggered almost conflicting experiences in people. It is imperative that this phenomenon enters the consciousness of leaders. Read »

Don Quixote and Sancho Panza: How Miguel de Cervantes shows us essentials in being human and in virtues of leadership

What moves us to resort to the signet of Don Quixote and Sancho Panza in our blog? What causes our fascination for this strange couple that has captivated people since the publication of »The Ingenious Gentleman Don Quixote of La Mancha« until today? And what does Quixote have to do with leadership? René Märtin and Georg Martensen provide the answers in an editorial article. Read »

The organisation’s total grip on the human being

The totalitarian grip of the market society on the whole human being leaves its mark. With simultaneous comprehensive blurring of boundaries, hyper‐​inclusion and self‐​optimisation, hold and orientation in space and time are disappearing. The search for and creation of meaning is being replaced by purpose, wellbeing and spiritualisation, especially of work. Reaching out to the whole person, to their spatial and temporal availability, brings them into an individual drama and existential distress. But in order to be able to see our lives as fulfilled, it is important to live a life that we ourselves have created. And not a life that subdues itself to the market society. Read »

Remote Control – Remarks on Organisation and Leadership in the Covid 19 Crisis

Many organisations are stuck – without reflecting on it – in a spatially defined organisational model of Taylorist shop‐​floor management. Leadership at a distance is therefore experienced as an imposition by those involved. The Covid 19 pandemic is currently forcing a completely different practice and thus also a rethinking of leadership and cooperation. Some feel nostalgic for paternalistic leadership. But command and control is suddenly being replaced by connectedness. And this is not bound to spatial proximity, but rather to trust in a common future. Read »

Findings on organisation, leadership, and counselling in change

In his »Findings«, Georg Martensen discusses fundamental developments on current leadership realities and takes a close look at the change taking place from four perspectives, describing the mechanics, the dynamics, the ideology, and the tragedy of change – not without offering an outlook on the topic that is both existential and hopeful. Read »