Sprachliche Genauigkeit ist ein Schlüssel für erfolgreiche Projekte, Produkte.
Von den Sophisten durfte ich viel lernen und sie sind grosszügig mit dem Wissen 4 free
Die Templates für das Requirementsengineering sind sehr hilfreich.
Die Hinweise zu den natürlich sprachlichen Anforderungen finde ich immer wieder lesens- und anwendungswert
Und wie steht es mit den SOP Standard Operation Procedures, Processes, Policies, Principles, Prozeduren ? Eine kleine Übersicht hier.
Gedanken zum User Interface Design: https://joulee.medium.com/conversational-interfaces-the-good-the-ugly-the-billion-dollar-opportunity-e4575adb6260
Most Bugs Aren’t in the Code — They’re in the Requirements: https://levelup.gitconnected.com/most-bugs-arent-in-the-code-they-re-in-the-requirements-e475c05e45fd Zusammenfassung auf Deutsch von Perplexity hier
Klaus Eidenschink https://www.linkedin.com/in/klaus-eidenschink-4180a292/ bringt unheimlich viele Facetten dieses Themas in kompakter und doch lesbarer Form.
Bei Carl Auer Verlag das Buch: Die Kunst des Konflikts - Konflikte schüren und beruhigen lernen.
Seine Ausbildungen sind sehr zu empfehlen: https://hephaistos.org/
Die Web Page: Metatheorie der Veränderung hat viele inspirierende und hilfreiche Texte
Wolfram Müller https://www.linkedin.com/in/thedolphin/- The Dolphin - Theory of Contraints zeigt anschaulich wie der Durchsatz in einer Organisation gesteigert werden kann, gerade in dem diese an entscheidenden Stellen in Unterlast ist und damit zu höherem Output führt bei besserer Qualität.
Conny Dethloff https://www.linkedin.com/in/conny-dethloff-6b9b0942/ Organization, Transformation VSM: Modell lebensfähiger Systeme bringt mir immer wieder guten Input. https://de.wikipedia.org/wiki/Viable_System_Model
Barbara Studer https://www.linkedin.com/in/barbara-studer-phd-422259162/ Hirncoach AG zeigt mit einer scheinbaren Leichtigkeit wie das Hirn aktiv und plastisch gehalten werden kann.
Cawa Younosi https://www.linkedin.com/in/cawa-younosi/ Ex SAP HR Manager - hervorragende Ideen, kritischer Blick auf was in HR getan wird und mit welchen Begründungen/Haltungen
Christina Grubendorfer - Hervorragendes Buch: The real book of Work
Daniel (DataDan) Mühlbauer - HR Enthusiast mit Daten und KI https://www.linkedin.com/in/peopledatadan/
Luhmann ist mehr als Zettelkasten 😁
Und es gibt einige Personen, die sich um Themen wie Komplexität, Organisation verdient gemacht haben.
Gitta Peyn https://www.linkedin.com/in/gittapeyn-formwelt/ mit hervorragenden Artikeln und Schulungen zu den Themen: https://www.formwelt.io/
https://formwelten-institut.com/de
Im Carl Auer Verlag findet man Artikel von Rolf Peyn (Ihr Partner) https://www.carl-auer.de/autoren/ralf-peyn
Die Herangehensweise ist spannend und öffnet neue Möglichkeiten
Sein Humor und auch eine gehörige Portion Ironie ist nicht jedermanns Sache. Doch trifft er immer wieder wunde Punkte.
Sein erster Vortrag hatte ich in der Credit Suisse mit dem Thema: Artgerechte Haltung von Informatikern
Seine Bücher regen die Kreativität an und stellen Gewohntes in Frage
https://www.linkedin.com/in/david-kriesel/
Bringt immer wieder hervorragende Analysen und Hintergründe wir die Darstellung von Daten Interpretationen beeinflussen aber auch was man aus Daten lesen kann, darf oder eben nicht.
Diese Darstellung finde ich sehr lehrreich: https://flowingdata.com/projects/dishonest-charts/
Es muss nicht immer Microsoft sein
Google hat neben dem Mail auch sonst noch ganz vernünftige Applikationen die Excel und Word ersetzen. Und hat die genau gleichen Nachteil wie MS 365: Die Daten sind in Amerika und du bezahlst mit deinen Daten für den Service.
Sein Buch: "Präsentieren Sie noch oder faszinieren Sie schon?: Abschied vom Betreuten Lesen. Emotionale Rhetorik statt PowerPoint" hat mir ein paar wichtige Inputs gegeben wie ich weniger betreutes Lesen biete und mehr auf die Audienz eingehen kann.
Ein wichtiger Aspekt den ich auch lernte: Sorgsam mit der Zuhörerenergie umzugehen.
Rethorik ist umstritten - Manipulation steht im Raum. Wenn ich weiss wie es funktioniert kann ich mich besser schützen - und ja, jeder Kontakt hat einen Einfluss auf mich und die beteiligten Personen.
Für uns Ingenieure ist es wichtig, dass wir nicht nur "Logisch" argumentieren mit langatmigen Vergangenheitsproblemen und imaginären Zukunftszuständen.
Eine Geschäftsleitung muss Entscheiden. Riskien und Nebenwirkungen kennen, auch die Riskine und Nebenwirkungen vom Status Quo. Also soll es Entscheidungsgetrieben sein.
Die Betroffenen Menschen, die mit die Änderungen durchführen und damit leben müssen brauchen auch noch andere Informationen, müssen mit allen Sinnen informiert werden, aus verschiedenen Perspektiven. Da sind einige Tipps zu finden
Benno Ackermann hat eine Methode entwickelt, wie man Wissen Darstellen kann und damit eine Möglichkeit schafft effizient und relative vollständig das Wissen zu "transferieren".
Die Methode ist auch spannend um für bestehende Teams das Wissen aufzuzeigen.
Was dabei für mich sehr zentral ist: Es werden damit nicht nur die Ausnahmen, Problemstellungen aufgezeigt sondern auch das tägliche Business - für Personen die neu dazukommen eigentlich das Wichtigste.
https://www.wissenstransfer.ch/
Toll wenn alle Sinne (noch) perfekt funktionieren - aber hast du eine Ahnung wer deine Texte liest und wie die Screen reader damit umgehen?
Die Effektivität der Präsentationen von McKinsey in den Geschäftsleitungen sind beeindruckend. Dass die Resultate dann im Geschäft nicht immer dem Entsprechen was die Slides gezeigt haben wissen wir aus den Nachrichten oder auch selber in einer Organization erlebt.
Projekte machen Aussagen über mögliche Zukunftsvorstellungen - da kann man nie alle Parameter schon kennen - sonst wäre es ja kein Projekt mehr.
Wie wäre es wenn wir unser Repertoire an Präsentationen je nach Gremium mit diesem Style erweitern würden?
https://slidemodel.com/mckinsey-presentation-structure/
Diese Methode habe ich auch schon als Dreieck Methode gesehen: Der Entscheid wird kommuniziert und damit die Latte gelegt, dann folgen die Begründungen und Aktivitäten.
Wenn man eher aus der wissenschaftlichen Seite her kommt ist dieses Vorgehen frech, unprofessionell - wir wollen immer zuerst alle Basisdaten haben und dann jede kleinste Entscheidung begründen, wir versuchen die Zuhörer mitzunehmen und verlieren sie wegen den Details, die sie nicht einordnen können und den Nutzen noch nicht sehen.
Eine weitere Methode um gerade Menschen mitzunehmen ist die Kreismethode: Ein Thema wird aus verschiedensten Richtungen beleuchtet, so dass die Teilnehmer involviert bleiben und wenig Energie für die Konzentration aufwenden müssen.
Matthias Pöhm hat dazu ein Buch geschrieben: https://www.poehm.com/der-irrtum-powerpoint/
Gratis ist nicht kostenlos - man bezahlt nur nicht direkt mit Geld.
Aber muss man wirklich immer das benutzen, was einem so angeboten wird? Es gibt Alternativen. Die Web Page führt es auf: https://european-alternatives.eu/alternatives-to
Und ja ich benutze auch Google für viele Dinge, wie die Page hier. Das heisst aber nicht, dass ich alles akzeptieren soll. Fortschritt lebt von Unterschieden, Differenzen, Visionen, Ideen, Neugierde. Und jede Firma hatte das zumindest beim Start auch. Und jede Firma muss Geld verdienen - gratis arbeiten muss man sich vermögen.
Buchhaltung für eine NPO /Non Profit Organisation: https://ngo.tools/
Rebels at Work: Peter Kreuz und Anja Förster finde ich immer wieder spannend: https://rebelsatwork.net/
Lets Make Challenges Simple: Cyriel Kortleven - viele Denk- und Handlungsimpulse auf eine gute Art: https://www.cyrielkortleven.com/
Artikel der ein paar Tipps gibt wie man sich organisieren könnte und die Visualisierung hinkriegt
https://blog.startupstash.com/business-strategy-on-a-page-e12f0a4b57db
started asking better questions:
👉 Who do we serve?
👉 What do they truly need?
👉 How can we solve that for them in a way that’s unique, and valuable, and hard to ignore?
https://medium.com/@nickj69/complexity-in-a-data-value-chain-281e0f266391
Roadmap: Mehr als ein Plan https://medium.productcoalition.com/a-simplified-roadmap-storytelling-framework-724dfc9f5bb9
https://medium.com/engineering-managers-journal/how-to-master-one-on-ones-15540167d228
https://medium.com/@rociofernn/stop-having-pointless-1-1s-start-leading-them-c1b1184b2625
https://ehandbook.com/principles-lead-to-true-success-e783e66d0dd4
ein paar Tipps die schon an vielen Stellen erwähnt wurden - hier relativ kompakt zusammengefasst
Process maps are a staple in business change projects. We spend days diagramming boxes, diamonds, and arrows, aligning them perfectly, and producing beautiful documentation. Then reality hits — no one follows the process exactly as mapped, and our beautiful diagram is outdated almost immediately.
Process mapping has been our go-to tool for understanding workflows for decades. And for good reason — it provides structure, clarity, and a common visual language. But it comes with significant drawbacks:
Creating comprehensive process maps takes days, sometimes weeks.
They often document the ideal process, not how work actually happens.
They rarely capture workarounds people create to get things done.
By the time they’re finished, processes have often already changed.
They don’t easily show which process problems are most urgent to fix.
Think about the last time you mapped a process in detail. How much of that documentation actually drove meaningful change? How quickly did it become outdated?
The problem isn’t that we’re bad at process mapping. It’s that we’re often trying to capture a living, changing system in a static document.
For most agile projects, what we really need is a tool that helps us quickly identify where processes break down, without documenting every single step in between.
When investigating process issues, the most revealing questions are often the simplest:
“Where do you get stuck on a daily basis?”
“What unofficial workarounds have you created?”
“Where does work frequently slow down or stop?”
These questions get to the heart of process problems faster than any flowchart could.
The Behavior Lens is a simple visual tool designed to quickly identify and prioritize process issues in a workshop setting. Unlike traditional process maps that document everything, it focuses exclusively on friction points — where things break down.
To be clear: this isn’t a replacement for all process mapping. Process maps still have their place for documentation, training, and compliance purposes. The Behavior Lens is a targeted tool for a specific need — quickly identifying what’s broken and determining what to fix first.
Here’s how it works.
Brainstorm issues with your stakeholders. Use four key categories to guide thinking:
Workarounds: Unofficial fixes & solutions
Inefficiencies: Low-value steps & waste
Misalignment: Process design vs. reality gaps
Bottlenecks: Work stoppers & blockers
Place each issue on the Behavior Lens based on severity:
Inner circle: Root causes & systemic problems
Middle circle: Daily friction points
Outer circle: Occasional problems
Prioritize solving issues closest to the center. The more central an issue, the more critical the problem.
Eine Möglichkeit genau zu schauen ob es wirklich eine sinnvolle Funktion ist, die zu implementieren wäre!
https://medium.com/analysts-corner/the-evidence-box-stop-building-things-nobody-needs-d235515f7584
Immer wieder gut sich das anzuschauen, zu lesen
Mathias Künzi von visuell klar hat dazu einen Newsletter verfasst, der noch eine weitere Sichtweise zeigt
PDF Dokument vom News Letter 20250504
Disciplinary Actions, PIP a process driven by HR - realy in favour of the organization?
The Performance Improvement Plan Is a Broken Tool by Matt Martin:
https://medium.com/@matthew.j.martin/the-performance-improvement-plan-is-a-broken-tool-aee5448abcc0
Warum ist die Welt so wie sie ist - Buchtipp
https://www.rebelmindbooks.com/buchtipp/die-kuerzeste-geschichte-der-wirtschaft-andrew-leigh
https://medium.com/analysts-corner/when-ambition-outruns-readiness-e3f98c8ef633
Spannende Einblicke
ein strukturierter Prozess
Im Falle der Link nicht mehr geht - die Kurzform:
That’s right. It’s a Structural Skill, and there’s nothing soft about it.
I’ve spent years watching leaders lose their seat at the table, not for lack of intelligence or competence, but because they never learned how to earn (and keep) trust.
They double-speak to avoid discomfort.
They micromanage to feel in control.
They hold their cards close when the moment calls for openness.
They protect their interests and reputation instead of protecting trust and relationships.
And without realizing it, they burn bridges before they’re built.
On the flip side, the leaders who rise (whether they hold a leadership title or not), especially when the stakes are high, share something rare: they’ve developed what I call Trust-Builder Instinct.
Trust-Builder Instinct is not about charm or charisma. It’s not about being liked. It’s about showing up — consistently, courageously, and relationally—with a singular purpose: to build and deepen trusting relationships.
And all starts with a mindset to approach one’s leadership the Bridge Builder Way.
Trust doesn’t begin with tactics. It begins with a decision to become a Bridge Builder.
When the room is tense, the timeline tight, and the outcome uncertain, most people default to defensiveness, performance, or control. The instinct is to protect our message, our role, our reputation. That’s a survival instinct.
But Bridge Builders hone a different kind of instinct. And it starts by looking at yourself differently:
“Hi. I’m Maria. I’m a Bridge Builder.”
That small mental pivot—to become a Bridge Builder—is a conscious choice. And once you make it, everything changes.
Bridge Builders choose to show up differently. They replace defensiveness with empathy (a byproduct of Strategic Curiosity). They exchange posturing with authenticity and control with respect. They shift their energy from managing perception to building connection and trust.
That’s the Bridge Builder Way.
The five mindsets and practices below aren’t quick tips. They’re commitments you make once you choose to adopt the Bridge Builder Way. Over time, they will transform not just how others see you — but whether or not they choose to trust you.
The Bridge Builder Way by Maria Keckler, Ph.D.
“Seek first to understand, then to be understood.” — Stephen R. Covey
Thinking like a Bridge Builder means starting with the other person in mind — not your agenda or desired outcome.
Before any message or meeting, ask:
Who am I trying to reach?
What matters to them right now?
What do they need from me, from this message, from this moment?
This mindset isn’t about lowering standards. It’s about aligning your communication with purpose and putting people before performance.
Trust begins when others feel seen and understood, not managed.
“To listen is to lean in, softly, with a willingness to be changed by what we hear.” — Mark Nepo
Most people listen in service of their next move: their defense, their counterpoint, their exit strategy.
Bridge Builders listen to understand. They practice Strategic Curiosity and compassionate attention. They set aside the mental script and stay fully present to what’s unfolding.
It isn’t always easy. Listening like a Bridge Builder requires slowing down in a world obsessed with speed. But it’s in the pause that we notice the tension, the silence, the gap, and the bridge that needs building.
“Trust is built with consistency.” — Lincoln Chafee
In theory, we value trust. In practice, we often protect ourselves first: our opinions, our reputation, our pride.
Bridge Builders act anyway.
They speak up when silence would be safer.
They take responsibility even when no one’s demanding it.
They repair misunderstandings before they harden into distance.
Acting like a Bridge Builder means choosing the relationship over your comfort. Sometimes, the most trust-building act is simply being willing to go first.
“The single biggest problem in communication is the illusion that it has taken place.” — George Bernard Shaw
Bridge Builders don’t aim to be the loudest in the room. They aim to be the clearest. They know real influence isn’t about polish. It’s about communication that feels honest, grounded, clear, and human. You can think of it as Strategic Storytelling.
Their words earn trust, not through perfection, but through sincerity and consistency. They use emotion with intention — not to manipulate, but to connect. They structure messages so others don’t have to work to understand.
“Leadership is not about being in charge. It is about taking care of those in your charge.” — Simon Sinek
Leadership doesn’t earn you trust automatically. It raises the bar.
Bridge Builder leaders take that responsibility seriously. They don’t just talk about trust — they model it in the way they listen, decide, and show up. They create cultures where people feel safe to speak, where conflict becomes productive, and where courageous conversations are the norm.
They lead one relationship at a time. One moment at a time. With integrity, empathy, and vision. Not because it’s easy, but because it’s the only way to build something that lasts.
To some, this approach may sound overly idealistic, especially in today’s climate. We’ve all seen leaders who succeed by dominating, posturing, or manipulating the narrative. In fact, some of the most visible figures in business and politics seem like the opposite of Bridge Builders.
But visibility isn’t the same as effectiveness and sustainable success. And dominance isn’t the same as trust.
The data tells the story.
According to the 2022 Edelman Trust Barometer, restoring trust is key to societal stability. The same report shows that companies with high trust earn stronger customer loyalty, attract better talent, and maintain more resilient reputations — especially during crisis.
And that’s why hiring and retaining individuals with strong Trust-Builder Instinct is good for business.
A 2023 McKinsey study on “The State of Organizations” reinforces this shift:
“Leaders today need to be able to lead themselves, lead a team of peers in the C-suite, and exhibit the leadership skills and mindset required to lead at scale — coordinating and inspiring networks of teams. To do that, they must build a keen awareness of both themselves and the operating environments around them.”
Harvard Business Review also has repeatedly highlighted trust as a cornerstone of effective leadership and healthy organizational culture, emphasizing that leaders who cultivate trust don’t just strengthen relationships — they also elevate team performance and drive more sustainable results.
So yes, Bridge Building may be an uncommon term, but if you read between the lines, you’ll consistently find a call for what Bridge Builders bring to the table.
And those attributes? They’re not soft. They’re not optional. They’re structural.
In fact, they may be one of the few remaining human advantages in a world increasingly mediated by automation, AI, and transactional systems.
In the opening story, Daniel Reed Jr. stood in the spotlight, uncertain, untrusted, and unprepared. What changed wasn’t his title, charisma, or credentials. What changed was his posture. He chose to become a Bridge Builder — one decision, one conversation, one hard-earned moment of courage at a time.
And so can you.
Your ability to build trust, especially when the pressure’s on, isn’t reserved for the born leaders or the charismatic few. It’s a structural skill. A learnable instinct. And one that just might change how others experience you… and how you experience yourself.
Here’s what I hope you’ll remember:
Trust-Builder Instinct isn’t a personality trait. It’s a structural skill for Bridge Builders.
It can be studied. Practiced. Refined. It doesn’t require perfection — just intention. And those who develop it become not only more trustworthy, but more indispensable. They earn a seat at the table. And keep it.
If you’re wondering how to start today, here are simple steps you can take:
Start with your new identity: Say, “I am a Bridge Builder.” Then move through the world as one. Practice. Practice. Practice.
Build a bridge. Initiate the conversation. Send a note. Host a coffee chat. Explore a win-win collaboration.
Rebuild a broken bridge. Own your mistake. Apologize. Forgive. Listen one level deeper. Choose relationship over self interest.
Because trust doesn’t begin with everyone. It begins with someone.
Why not you?
PS: I’m Maria, I’m on a mission to future-proof human strengths with the structural skills we need in a AI-powered world. If this resonated, connect with me on LinkedIn or at JustOnePivot.com. Let’s keep growing together.
And, if you are looking for support to elevate your Structural Skills and stand above the competition, reach out here to schedule a free strategy call.
Spannender Ansatz - gefunden in: https://medium.com/social-science-weekly/the-3-word-phrase-that-makes-people-instantly-like-you-backed-by-psychology-8a939542c231
Und im Falle der Link nicht mehr funktionieren sollte - hier der unformatierte Text:
“Where are you from?”: Triggers scripted answers (“Ohio”), not connection.
Over-complimenting: “Love your shoes!” feels transactional, not genuine.
The “Interview Mode” Trap: Rapid-fire questions make people feel interrogated, not seen.
Science Says: People decide if they like you in 7 seconds. Your goal? Trigger oxytocin (trust hormone) and dopamine (reward chemical) — fast.
Why It Works:
Validation: Signals “I care about your story.”
Reciprocity: Makes them feel obligated to ask you questions later.
Curiosity: Leaves a “mystery gap” their brain obsesses over.
Real-Life Scripts (Steal These):
Them: “I’m a teacher.”
You: “Tell me more.” → “I teach 4th graders. They’re chaotic, but they’ve taught me patience.”
You: “Chaotic how?” → Boom. You’re in.
The Spotlight Effect: People love talking about themselves (it lights up their brain’s reward centers).
Active Listening = Trust: Nodding + “Tell me more” releases oxytocin, bonding them to you.
The Zeigarnik Effect: Unfinished stories (like “Chaotic how?”) make them obsessed with finishing the convo.
If they’re shy: Soften your tone (“Tell me more…”).
If they’re animated: Lean in, and smile (“Wait, tell me MORE!”).
“Tell me more → How’d you get into that?”
“Tell me more → Why’s that your passion?”
Don’t: Interrupt or use it sarcastically (“Tell me more… said no one ever”).
Do: Pair it with open body language (uncross arms, eye contact).
At a Wedding: “Tell me more” turned a groomsman into a client.
On a Date: “Tell me more” uncovered a shared obsession with The Office.
In a Meeting: “Tell me more” made a silent intern pitch a genius idea.
Day 1–2: Use it once daily (cashier, coworker, Uber driver).
Day 3–4: Note their reaction (Did they smile? Lean in?).
Day 5–6: Add a follow-up question (“How’d that feel?”).
Day 7: Reflect: Who do you feel closer to?
Now go try it. Worst case? You’ll have a better chat. Best case? You’ll make someone’s day. 🗣️💥
The 5-Second Conversation Hack That Makes People Instantly Like You