My favourite photographer

… is Robert Adams, an internationally renowned and environmentally-aware landscape photographer. Together with other American photographers, he shaped a new direction in landscape photography in the 1970s: “New Topographics”. I studied his writings and illustrated books carefully and found in them the foundation on which I built my own photographic work and from which I developed my own visual language. Through him I learned that a successful photograph combines three aspects: geographical, metaphorical and autobiographical.

Plato had it, Einstein had it, I still have it…

What might we be talking about here? Perhaps you have already guessed. Yes, it’s the brain. That wrinkly grey mass of just about 3 lbs. Just imagine: if mine were lying next to those of Plato and Einstein, no one would be able to correctly identify them. In terms of our basic biological make-up, we don’t differ at all. From a different point of view, we do, and quite considerably. I can neither conceive of the world of thought of Mr Plato nor reproduce the genius of Mr Einstein. Although I have one too, I honestly never felt the need to be able to do so. But with this part of the body, in which reason and understanding and other things are supposed to reside, really incredible feats can be performed. It is one thing that we all have one. It’s another thing how we manage it. Let’s see…

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Did I get this error wrong?

I am currently engaged in lifelong learning. And while learning to learn, I came across the terms “mistake“ and “error”. Very familiar vocabulary in everyday life. But as a learner, I asked myself the typical systemic question: What exactly is the difference here? Although the terms denote something different, there are also similarities. Do we always consciously deal with the different meanings of these terms in everyday life? According to my observations, not really, and I include myself in that. So, since different terms also mean different things, I set out to find the difference. What, at best, could I learn from this difference, I asked myself curiously. Well, let’s see…

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Leadership? – How can I help you?

A young man walks purposefully towards a shop. The shop is hardly recognisable as such because there is no shop window. A simple sign hangs above the entrance door. It says “Pharmacy” and in slightly smaller letters underneath it “for Leadership”. The man enters and opening the door triggers a shrill ringing. He barely has time to look around the small salesroom before an older gentleman with white hair and a dishevelled full beard appears from behind the counter.

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Do we really live in a knowledge society?

There are countless terms for our present: the digital age, the Information Society, the Post-industrial Era, the Anthropocene. That’s not even all of them. One of them is the Knowledge Society. And according to various sources, that’s exactly what we’re living in now. Do you feel you live in a knowledge society? I once asked myself this question and these thoughts ran through my head.

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“EVER GIVEN” – Has there ever been such a thing?

How the name of the ship fits the situation! Isn’t that funny? Yes, but only for those who have nothing to do with it. But wait: if we drill deeper into this event, we come to a behavioural pattern that should be more or less familiar to all of us: megalomania. This time on a global scale.

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Organisational development as the art of living

“The greatest danger in times of upheaval is not the upheaval itself, it is acting according to yesterday’s logic.” (Peter Drucker)

Organisations are living systems

Not everyone has to agree with this, but for me it has become an important insight. To understand the point of my article, I will briefly explain my starting point: One of the first important decisions I made was to revise my image of organisations. I had experienced my employer of many years as a more or less well-oiled machine. But this image finally crumbled when this organisation was compelled to restructure in order to survive in a competitive environment.

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Do many Chief x Officers make an organisation more intelligent?

I stumbled on to this question when I noticed in the media that were more and more reports of Chief Officers than of the already familiar CEO (Chief Executive Officer.) I have managed to accustom myself to CFO and COO. But with Chief Knowledge Officer, Chief Learning Officer, Chief Digitalisation Officer I am starting to have concerns about where this development might lead. We are now talking about the C-Suite, meaning the executive level. Not so long ago, vice presidents were flooding the carpeted floors. What will follow? Wikipedia (as of 05.05.2020) lists a good 50 CxOs. Amazingly, no Chief Project Officer. Why not actually? At least he can be found on the websites of international project management organisations. OK….

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