Common Cause
The term "common cause" represents our ideal of cooperation in an organization. Not as a one-off phenomenon, but as a shared self-image. We strive to achieve the best possible approximation of this ideal.
Objectives and images
The high complexity of our organizational structures often makes it difficult for us to reach a real consensus on goals. Once we have discussed a problem or a set of problems, we often assume that we are all "pulling in the same direction." And soon after, we all too easily believe that "others are not playing along." "The others" may think similarly of and about us.
Why does it often happen like this? It is very likely that in such cases we have not actually talked about the same thing. Any real consensus on goals places high demands on everyone involved in the goal-setting process. Clarity cannot be created through the spoken/written word alone. Clarity about a goal requires a common goal image. Because everyone creates their own images, we need an effective "image comparison". Are we investing enough in this comparison? Do we have the means and tools for this comparison? Are we prepared to accept and resolve the conflicts that are likely to be associated with the comparison? If not, then the participants are navigating on different maps. Everyone is doing their best... to achieve their own image target. The "common cause" arises and grows from a common target image. A common target image, in turn, strengthens cooperation, trust and the community as a whole. It provides accepted roles and goal-oriented motives for action. Working on the target image is working on the attitude. Working on the attitude strengthens the cause, it creates the best conditions for respectful interaction and it promotes sustainable success through our individual and collective actions.
The "common cause" requires that we actually want " the same thing " .
Our people
For several decades, organizational sociologists have been trying to explain to us the possibilities and limitations for managing organizations. We should listen carefully to them, because they primarily consider the most important factor influencing organizations, namely: us, the people! However, all too often, business management approaches seem to dominate attempts to manage organizations excessively. In many cases, the opportunity to connect our people through their attitude and their drive remains unused. In such cases the alignment of the members of the organization will likely not be "Common Cause" based.
We should make all efforts to understand our
people's attitudes where they allow us to do so.
Joint reliablity
We have asked ourselves what the requirements are for an organization that wants to build and maintain its "common cause" by working on the attitudes and motivations of its people. We found five main criteria for the "common cause" and summarized and described them in our 4K+V model . If we succeed in establishing a dialogue about change that is characterized by trust, there is a good chance of setting the common goal and to jointly pursue it throughout the process of change. And there is a chance of generating curious interest in change instead of skepticism or rejection. Access to individuals and groups within an organization is essential for setting and achieving change goals.
"Common cause" arises from common understanding
for our actions and for how we deal with one another.
4K+V shall help to lay the foundations for it