Gesundheitsf?rderung durch Introvision als Methode der mentalen Selbstregulation: eine zusammenfassende übersicht über empirische Forschungsergebnisse

This article gives an overview on five empirical studies on the effects of training in Introvision on improving health. Introvision is a newly developed, research based method of mental self-regulation aiming at resolving inner conflicts. To put it briefly, Introvision is a method of combining principles of cognitive behavior therapy with a special kind of mindfulness, thus aiming at extinguishing the habitual coupling of core cognitions with heightened arousal, tension and inhibition. In this article, two general hypotheses on the effects of Introvision on health are developed based on the theory of mental introference. The results of three controlled empirical studies show that introvision leads to significant improvement in reducing chronic health problems. Specifically, there were significant improvements (1) of hearing (in case of presbyacusis), (2) in lessening the strain of tinnitus and (3) in reducing and resolving chronic neck tensions. Also, training in Introvision led to significant long-term reduction of chronic stress (prae, post) in various groups (e.g. high-performance sports, managers). After the ending of training in Introvision, chronic stress was decreased even further significantly (post vs. follow-up).     

Macht und Führung

The article highlights the relation between leadership and power in organizations. Paradoxes and dilemmas related to the power endowment of the leadership role are analyzed from a systems-theory perspective. The article closes with recommendations for the shaping of the supervisor role.     

Story-building and narrative in social workers' case-talk: A model of social work sensemaking

Despite the importance of decision-making in child and family social work, how social workers make sense of information in undertaking assessments and making decisions has received limited attention. Drawing on an ethnographic study of four child and family social work teams across two English local authorities, this article demonstrates how social workers make sense of the lives of children and families through a story-building process. Data comprise interviews with social workers and supervisors (n = 22), recordings of one-to-one supervision (n = 17) and observations of everyday case-talk (n = 21). A model of social work sensemaking is offered, consisting of three stages: (1) initial formulations, (2) developing the narrative and (3) adopted account. Across these stages, social workers engage in different forms of sensemaking activity, such as case framing, testing and weighing information, and generating hypotheses. Collegial and supervisory case-talk provide opportunities for social workers to scrutinize their developing narratives; however, some forms of case-talk can limit or shortcut sensemaking. This model has applications for practitioners and organizations as a tool to promote reflection on how social workers make sense of their cases. Further recommendations include social workers having access to formal and informal reflective spaces where sensemaking case-talk can take place.     

Verordnetes Coaching — und Möglichkeiten und Grenzen zur Organisationsentwicklung

Prescribed coaching — and chances and limits of organization development On the basis of two case studies it is shown how and under which conditions ?prescribed coaching“ can become effective for the coachee as well as for the organization. With that the Kühl-thesis, coaching was nothing but a placebo for the organisation, is at least partly refuted.     

对公司影像的勾画

本文认为,经济学家有必要更加多层次和全方位地勾画企业的图景。为此,从三维角度观察企业管理而形成的影像,构成了本文“理想化的维度”。这些维度分别是公司的利润、社会需求以及社会责任。一家企业类似一幅画,是企业家个人创造力与管理艺术的体现。它拥有自身的形式与结构,而且旨在体现和满足社会需求。在以三维角度对企业前景分析中,利润、社会需求以及企业和企业家社会责任等维度,应是企业管理理念与实践的主要维度。由于管理不同,企业性质和体制的色彩极其丰富。随着企业社会责任的不断增加,企业活动图景的维度也在不断扩展。     

Coaching und Wissenschaft – Geschichte einer schwierigen Beziehung

The contribution traces the history of coaching and its relationship to science. First-generation pioneers have based the development of their concepts on then current scientific foundations. Pronounced scientifically oriented approaches, such as the Evidence-Based Coaching, however, emerged only after the pioneering phase. In the second practitioners’ generation, following the pioneers the relationship to science is mostly declining. Here, the top 50 in the internet popular training programs differ between the U.S., UK and Germany. The article closes with a discussion of alternative possible developments of coaching in the future third generation and its relationship to science.     

Organizational Transformation and Top-Down Change: The Case of the NHS

This paper analyses the effects of government-sponsored attempts to change the way that the NHS, one of the largest employers in Europe, is managed. The theoretical issues raised relate to the concept of transformational change and attempts at public-sector restructuring, which set the context for the presentation of data. The empirical research, carried out over three years, examines the changes since the most recent reforms (the NHS and Community Care Act 1990).
The research considers the extent of organizational change which can be seen as the outcome of these reforms in relation to: a multiple and inter-related change agenda; the creation of new forms of organization; the creation of new roles; the reconfiguration of power relations; and the creation of a new culture, ideology and organizational meaning. These are presented as the key variables which could indicate whether transformational, rather than incremental, change has occurred. The focus of this analysis is at local board level.
This article concludes that earlier analyses of the limited success of administrative reform are no longer the case. Our analysis of the key variables suggests that what is occurring at least at local board level goes beyond incremental change and may represent the beginnings of an 'organizational transformation'. This contains unintended as well as intended elements as an unanticipated 'hybrid' form of management may be emerging.