Supervisionsausbildung als Lernende Organisation oder: Wie weit ist es nach Teplá?

Zusammenfassung  Organisationen ver?ndern Menschen und Menschen ver?ndern Organisationen. SupervisorInnen bewegen sich mit ihrer Beratungsarbeit an dieser Schnittstelle. In der Supervisions-Ausbildung, die der Autor seit fast 20 Jahren praktiziert, ist deshalb Organisation ein zentrales Thema und Lernfeld, das auf verschiedenen Ebenen (systemisch-strukturell — pers?nlich-biografisch — ph?nomenologisch) bearbeitet wird. Dies geschieht nicht in Distanz zum Thema, sondern durch konkrete Ann?herungen.

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People are changed by organisations and people change organisations. Supervisors are active with their consultancy work on this interface. Organisation is therefore a central topic and learning field which is handled on different levels (systemic-structural, personal-biographic, phenomenal) in the counselling-supervision training, which the author has been practicing since 20 years. This is not done in a theoretical way but through a concrete approach.

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Jahrgang 1945, verheiratet mit Annegret Kern, vier Kinder. Seit über 30 Jahren im Rheinland t?tig, zuerst als Jugend- und Erwachsenenbildner, dann als Supervisor, Organisationsberater, Trainer, Lehrsupervisor. Gründungsmitglied DGSv, ISO Berlin und IHP. Dort langj?hriger organisatorischer Leiter, Vorstandsmitglied und Fachbereichsleiter Supervision.     

A Branch and Cut solver for the maximum stable set problem

This paper deals with the cutting-plane approach to the maximum stable set problem. We provide theoretical results regarding the facet-defining property of inequalities obtained by a known project-and-lift-style separation method called edge-projection, and its variants. An implementation of a Branch and Cut algorithm is described, which uses edge-projection and two other separation tools which have been discussed for other problems: local cuts (pioneered by Applegate, Bixby, Chvátal and Cook) and mod-k cuts. We compare the performance of this approach to another one by Rossi and Smiriglio (Oper. Res. Lett. 28:63–74, 2001) and discuss the value of the tools we have tested.     

Many Chinas? The Economic Diversity of China's Provinces

This note analyzes China's provincial diversity from two perspectives. First, the regional gross domestic products of China's 31 mainland provinces are compared with the national GDP of other countries. This demonstrates that China's most advanced provinces and urban areas have per capita GDP levels comparable to those of Sweden and Singapore. On the other hand, China's least developed provinces have a standard of living similar to those of Sudan and Honduras. The second part of the analysis demonstrates that China's economic diversity is not unique. In fact, European countries exhibit almost the same degree of income diversity as do Chinese provinces.     

Reputation and influence in charitable giving: an experiment

Previous experimental and observational work suggests that people act more generously when they are observed and observe others in social settings. However, the explanation for this is unclear. An individual may want to send a signal of her generosity to improve her own reputation. Alternately (or additionally) she may value the public good or charity itself and, believing that contribution levels are strategic complements, give more to influence others to give more. We perform the first series of laboratory experiments that can separately estimate the impact of these two social effects, and test whether realized influence is consistent with the desire to influence, and whether either of these are consistent with anticipated influence. Our experimental subjects were given the opportunity to contribute from their endowment to Bread for the World, a development NGO. Depending on treatment, “leader” subjects’ donations were reported to other subjects either anonymously or with their identities, and these were reported either before these “follower” subjects made their donation decisions. We find that “leaders” are influential only when their identities are revealed along with their donations, and female leaders are more influential than males. Identified leaders’ predictions suggest that are aware of their influence. They respond to this by giving more than either the control group or the unidentified leaders. We find mixed evidence for “reputation-seeking.”