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 »

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 »

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 »

From hoarding to triage: the difficult handling of guilt

The Coronoa crisis is an existential challenge to us. But how do we respond to the many questions that arise? René Märtin deals with the topic »From hoarding to triage: the difficult handling of guilt«. In particular, it deals with the issue raised by Viktor Frankl of the so‐​called tragic triad of suffering, guilt and death in times of current crisis. Read »