Service

Organisational Observation

Recurring patterns of communication and decision-making become describable by examining concrete communication structures.

The starting point is not an abstract organisational model, but a phenomenon that has consequences for those involved, has not yet been adequately explained or addressed, and is relevant to organisational decision-making.

Initial situation
A problem is discussed extensively but remains structurally persistent despite repeated attempts to address it.
Expected benefit
The organisation gains several testable descriptions of its decision-making conditions rather than a premature attribution of causes.
Limits
Observation cannot provide an objective, comprehensive view and cannot replace the organisation's own decisions.

Approach

  1. Clarify the PhenomenonIdentify observable events and delimit the relevant contexts.
  2. Reconstruct DistinctionsDescribe which perspectives influence decisions.
  3. Test HypothesesContrast observations with participants' perspectives and available data.

Results

  • A well-founded description of the observed pattern.
  • Documented assumptions, decision premises and blind spots.
  • Reasoned starting points for bounded interventions.