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Integration of System Types

The definition of integration, which we use for these meta-theoretical considerations for change, come from N. Luhmann: “Integration is the Reciprocal Restriction of Degrees of Freedom of Systems”.

This definition allows one to examine how organisational dynamics make available psychodynamic possibilities (such as careers) and limitations (such as respect for membership conditions). Conversely, psychodynamics must deliver coupling incentives to organisational dynamics, maybe through the delivery of reliable work results (=possibilities), under the condition that these are paid for (=limitation).

The same applies to the combinations between team dynamics and psychodynamics: Team dynamics enable the psychological system to satisfy needs, through opportunities to belong, at the cost of restricting his interaction partners, whilst the psychological system of team dynamics enable the processing of complex goals, so long as it is assumed that the employee motivation has been given sufficient consideration.

For an integration of team and organisational dynamics, it is necessary that the organisation gives the team sufficiently specific goals and, at the same time, makes available the required resources. The team, in turn, limits the organisation by preserving autonomy, so that it can unburden the organisation from the need to coordinate.

In order to ensure that the system types remain focused on each other (=integrated), all this (and more) is necessary. Therefore, disintegration always starts when the services above can no longer be offered to the respective other system.