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| − | [[File:Created-by.png | 20px | Created By ]] [[User:Nils.zimmermann | N. Zimmermann]]
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| − | <div class="left-column-contentinner">
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| | <div class="teaser-text">It depends on countless factors how a project organizes communication and how it makes decisions. Professional literature often emphasizes the inequality of team member as to how decisions on the handling of resources are made (skills) and how these decisions are allowed to be made (formal competences). Both influence the management style of a person or as part of a corporate culture, of an organization.</div> | | <div class="teaser-text">It depends on countless factors how a project organizes communication and how it makes decisions. Professional literature often emphasizes the inequality of team member as to how decisions on the handling of resources are made (skills) and how these decisions are allowed to be made (formal competences). Both influence the management style of a person or as part of a corporate culture, of an organization.</div> |
| | + | <div class=methodpage-content> |
| | + | Most of the models that are published in the literature represent the management styles in the form of a continuum: On one side there is the power of control and decision of individuals (leaders), on the other the power of everyone. We are referring to Lewin’s model, which was first discussed in 1939 but still is in use due to its simplicity and applicability. |
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| − | Most of the models that are published in the literature represent the management styles in the form of a continuum: On one side there is the power of control and decision of individuals (leaders), on the other the power of everyone. We are referring to Lewin’s model, which was first discussed in 1939 but still is in use due to its simplicity and applicability.
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| | + | ===Authoritarian / patriarchal management style=== |
| | + | Guidance and control |
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| − | {| border="1" class="wikitable"
| + | ===Cooperative management style=== |
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| + | Guidance bulit on agreement |
| − | '''Authoritarian / patriarchal management style'''
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| − | |width="200px" |
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| − | '''Cooperative management style'''
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| − | |width="200px" |
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| − | '''Laissez-faire management style'''
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| + | ===Laissez-faire management style=== |
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| − | Guidelines and control
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| − | Guidelines built on agreement
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| | No guidelines, no control | | No guidelines, no control |
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| + | </div> |
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| | ==More Flexibility== | | ==More Flexibility== |
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| | In diverse groups and diverse facilitator teams there is a need to apply leadership according to the situation. We are still in front, but more often in the background, or observing from the side, or moderators or coaches. Sometimes even participants take the lead. By contrast, in classic educational settings, the role of a facilitator was clear – it was in front of the group. | | In diverse groups and diverse facilitator teams there is a need to apply leadership according to the situation. We are still in front, but more often in the background, or observing from the side, or moderators or coaches. Sometimes even participants take the lead. By contrast, in classic educational settings, the role of a facilitator was clear – it was in front of the group. |
| | </div> | | </div> |
| − | <div class="right-column-contentinner"> | + | <div class="methodpage-infos"> |
| − | ===Navigation:=== | + | <hr class=simpleline> |
| − | [[File:back.gif | back to the main section]] [[Understanding]] | + | [[File:Created-by.png | 20px | Created By ]] [[User:Nils.zimmermann | nez]] |
| | + | <hr class=simpleline> |
| | + | ===Related:=== |
| | *[[Group-related and Interpersonal Aspects]] | | *[[Group-related and Interpersonal Aspects]] |
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| − | <hr class=simpleline> | + | <hr class=simpleline> |
| − | | |
| − | ===Related===
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| − | *[[The Facilitation Mindset]]
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| | </div> | | </div> |
It depends on countless factors how a project organizes communication and how it makes decisions. Professional literature often emphasizes the inequality of team member as to how decisions on the handling of resources are made (skills) and how these decisions are allowed to be made (formal competences). Both influence the management style of a person or as part of a corporate culture, of an organization.
Most of the models that are published in the literature represent the management styles in the form of a continuum: On one side there is the power of control and decision of individuals (leaders), on the other the power of everyone. We are referring to Lewin’s model, which was first discussed in 1939 but still is in use due to its simplicity and applicability.
Authoritarian / patriarchal management style
Guidance and control
Cooperative management style
Guidance bulit on agreement
Laissez-faire management style
No guidelines, no control
More Flexibility
Practice shows that both authoritarian and domination-free management styles quickly lead to problems. On the one hand, volunteers often derive their intrinsic motivation from the opportunity for co-decision. Not every team member is keen on achieving the goal of the project at each moment - the questions of how and with whom are also crucial. For them, hierarchy as a means of centralizing power leads to a loss of motivation. And to be perfectly honest: Is a project team that solely rests on the decisions of one person able to make our societies more democratic?
On the other hand a non-hierarchically organized team will struggle if not all members participate in pleasant and unpleasant activities in equal measure. At least in theory all members would have to be able, but also willing to be equally committed. But, in practice, those who perceive themselves as more responsible are often frustrated and feel pressured into an informal leadership role. The environment of a project also demands the definite responsibility of certain individuals (e.g. in case of signatures on contracts). This way informal hierarchies emerge that are not in accord with the team’s self-perception.
In diverse groups and diverse facilitator teams there is a need to apply leadership according to the situation. We are still in front, but more often in the background, or observing from the side, or moderators or coaches. Sometimes even participants take the lead. By contrast, in classic educational settings, the role of a facilitator was clear – it was in front of the group.
nez
Related:
