INTRODUCTION

When the Berlin Wall fell we learned that it is possible to change reality and reinterpret it on a large scale. How was this development possible?
Originally, many developmental research approaches were devoted to studying our evolution from childhood to adulthood. Today we know that the development process can continue throughout our lives. The model using the six mindsets presented in the book allows us to explore ourselves and try out new ways of looking at things. We recommend a basic willingness to see yourself as a person in the process of maturing.

Chapter 01 //

LEADERSHIP AND CULTURE IN TIMES OF CHANGE

How do we cope in challenging times of uncertainty? We get tunnel vision and revert to old ways of thinking. Outmoded mindsets undergo a renaissance. Old people hark back to old ways of thinking and start to solve new problems with outdated concepts. They refer to cultural realities that no longer exist and that were supposedly much better. Pessimism is not a cognitive achievement. It arises freely, without inner effort. Optimal organisation is like an additional leader. It is a guiding force, helping teams and individuals reach their potential.

Chapter 02 //

TO LEAD MEANS TO COMMUNICATE

We think if we just throw in a few talks with a bit of design thinking on top and use agile working methods like Kanban or SCRUM, then we’ll get more innovation and agility out of our organisation. People can’t be reprogrammed; you can’t update them by pushing buttons. Employees are becoming more and more self-determined and do not want to be functionalised. Meetings in which genuine dialogue is cultivated and people listen to each other are not only much more entertaining than those characterised by monologues and debates, they are also much more effective.
Cynicism is the disease of the clever and one of the major obstacles to leadership. Managers who want to lead co-creatively are challenged to let go of judgments, cynicism and fear. Developing a more agile corporate culture without the self-development of leaders is impossible. It is crucial for managers to reflect on their way of thinking. Self-clarification releases the energy and potentials required to lead a future-oriented company. Personal entrepreneurial and managerial development barriers hinder the growth of businesses and organisations.

Chapter 03 //

EVOLUTIONARY MODELS FOR LEADERSHIP AND CORPORATE CULTURE

Labeling is a great danger with multi-stage models and often provokes justified criticism. There is consensus that there is a development of personality from birth to adulthood. It is also evident that we do not all follow this development path equally fast and equally far. No one mindset is better or worse. Everyone can be loving and dignified, no matter how simple or complex their construction of reality is. The mindsets describe the nature and scope of the different options available to us. Even if we have developed a new mindset in our interpretation of reality, the old explanatory patterns remain active within us. The acquisition of the competences of a new mindset extends over a longer period of time. It is easier for us to see and understand what we have already gone through and know well than what still lies ahead as our potential to grow. Loevinger’s constructivist approach makes a difference by looking from the inside. It’s not about the outer description of our behavior, but about how we create our reality through our inner mindset. Ego-development is one of the few models that can scientifically measure the maturity of our own development. Even if we have a later stage of maturity in our repertoire, this does not mean that we always use them. People can be highly empathic and behave like childish tyrants in other roles. The lower can’t see the higher. Therefore, it is important to create emotional reference experiences and experience a more mature togetherness.

Chapter 04 //

THE 6 MINDSET MODEL

Mindset has to do with maturity. The development of our inner mindset is shaped by our parental home, the social environment, the culture in which we live and our own desire for self-development. We all start from scratch and gradually expand our spectrum of competencies. Each mindset has its own choices. These can be simple and dualistic or very differentiated. The more awareness we have, the more options we have. Which mindsets are available to us depends on our resources and which competencies we have already trained and experienced. New mindsets change our perception of reality. Change is always an inner change. As we mature, we go through three phases: Childhood, socialisation and self-development. Active attention is the basis for self-motivated development.

4.1 THE SELF-ORIENTED-IMPULSIVE MINDSET

In the self-oriented-impulsive mindset we are deeply caught up in ourselves and our needs. Reflective thinking and the understanding of longer periods of time is not yet possible in this mindset. Feedback is rejected, and we remain in stereotypical thinking, which refers primarily to the concrete and little to the abstract. We cannot yet grasp or control our own emotional experience. We lack the competence to empathise with other people. The ways of thinking are rather simple; the others are always to blame. We tend to be in a defensive mindset because we lack inner security and genuine self-confidence. In our development we go through this learning phase between the ages of about two to five, when we start to say “me”.

4.2 THE GROUP-CENTRIC-CONFORMIST MINDSET

In the group-centric-conformist mindset we learn rules and norms that are aligned with our social environment. Our identity is strongly defined by belonging to a “we” rather than by our individuality. Obedience and subordination are predominant in this mindset. This is associated with strong feelings of guilt if we do not comply with convention. We are under great pressure to conform, which allows us to avoid conflicts. We prefer to avoid conflicts and fall silent. Our own feelings and our inner lives are still difficult for us to grasp. Criticism is accepted if it refers to principles that have been defined externally.

4.3 THE RATIONALISTIC-FUNCTIONAL MINDSET

The rationalistic-functional mindset is the next expansion of competence and the beginning of the psychological ego. The onset of self-perception allows us a differentiated view of ourselves. Now we can see different perspectives and become more non-judgmental. The desire to express more personal opinions and to be different arises. We develop our own views about what is right and wrong. We think little of lengthy discussions. We still experience ourselves through the external demands placed on us, and we believe we need to function properly. In our own development we usually go through this mindset at the onset of puberty.

4.4 THE SELF-DETERMINED, SOVEREIGN MINDSET

With the self-determined and sovereign mindset we acquire our own values and ideas. We develop a strong goal orientation and are driven by the desire for self-optimisation. A more diverse inner life unfolds, which accepts the complexity of situations and has respect for individual differences. Our own blind spots and subjectivity are often not yet seen. The “ego” is greatest in this mindset. It corresponds to that of a late teenager who knows a lot and is competent, but whose empathy has not yet fully developed.

4.5 THE RELATIVISTIC-INDIVIDUALISTIC MINDSET

The relativistic-individualistic mindset makes us aware of how our own perception shapes our view of the world. We begin to put things into perspective and question our own and others’ points of view. We start to see the multiplicity of our own subpersonalities. This allows us to develop and enhance our capacity for empathy. We see that everyone is shaped by their own fundamental qualities, culture and history. We learn to bear this in mind in our communications. In this mindset we become more aware of our emotional inner life, which reveals itself to be an additional relevant resource of perception.

4.6 THE SYSTEMIC-AUTONOMOUS MINDSET

With the systemic-autonomous mindset our competences are extended by the pursuit of multiperspectivity. In this mindset we are open to creative approaches to conflict and can deal with ambiguity. We respect the individuality and autonomy of our counterparts and are prepared to take full responsibility for ourselves, our thoughts, feelings and actions. We can see our thoughts and feelings as subjective and adopt more cooperative courses of action. We can recognise the appearance of thoughts in our minds without actually believing that we are these thoughts. We become constructively aware of our own subjective patterns of interpretation.

Chapter 05 //

6 MINDSETS AT A GLANCE

The emergence of new mindsets is a form of consciousness expansion – and a liberation. These steps to liberation are the establishment of rules and standards, the use of your own critical mind, self-empowerment and finding your own goals, the development of compassion and the ability to see ourselves as a subjective, autonomous part of a connected world. Our mindset changes. In the course of a day we experience ourselves in different mindsets. If we are not aware of ourselves, it is often external stimuli that activate our inner mindset. Instead of just keeping the mindset, we can choose the mindset as we mature. When we witness the different mindsets within us, we can turn them into more favourable behaviour by changing our mindsets. Each mindset has its own view of the world. We speak the same language, but we interpret words differently. Depending on which mindset best corresponds to our pattern of thought, we give the words a different meaning. Our own most basic beliefs keep us from changing our mindset.

Chapter 06 //

WORLDVIEW AND LEADERSHIP

Previous mindsets tend to reference the past and the familiar for solutions. Recognising new opportunities, on the other hand, is much more time-consuming and requires energy and focused attention. At present it is the economy in which this new understanding of leadership is being tried and tested. The integration of different cultures and mindsets has long been a reality in many companies, which is why companies have become cultural pioneers. They prove that peaceful global cooperation is fundamentally possible, even if there are still many weaknesses and injustices. New Work is more than just a new form of collaboration. New Work is Inner Work and therefore only possible through personal development and the expansion of your own mindset. A large part of interpersonal conflict resolution consists of changing to a more mature inner mindset.

Chapter 07 //

THE EVOLUTIONARY WAY OF THINKING

Many companies complain about a shortage of applicants but are not aware that this also has to do with their own attractiveness and positioning. There is an increasing need to develop strategic leadership and corporate culture. In the future, our corporate culture will be one of the most important unique selling points. It is an essential investment that cannot be bought. A mindset is not something that we permanently possess, but something that we practice and actively adopt again and again. Over time, we can deal more competently with new mindsets and regulate ourselves better. The expansion of consciousness isn’t about eliminating existing subpersonalities from ourselves or pretending that they don’t exist, but about integrating them. When we look to future, less practiced mindsets, we can see our potential. If we learn not to act from the earlier mindsets, then we nurture the later mindsets. This is inner work. If we acknowledge fear, it transforms into courage. Anger becomes the power to act. Powerlessness becomes self-empowerment. Hardly anybody has learned leadership. If we see ourselves as travellers on a path of evolution, it becomes much easier to recognise our own limitations and to free ourselves from them.

Chapter 08 //

TO SEE YOUR OWN MINDSET

We don’t usually have much control over external influences, but we can determine the way we deal with these influences through the mindset we adopt. Advanced perspectives are more difficult for us if we have had little experience with more complex mindsets and are not in touch with our feelings. People are different in the extent to which they can adopt the use of possible mindsets. Everyone has the potential. The point at which we find ourselves on this learning pathway is different from person to person. The pathway is the same for everyone. If media reports or the polarisation of populism incites fear in us, we tend to think in terms of self-centred impulsive platitudes or socially-determined conformist slogans. We then act below our potential, forgetting our intellectual wisdom and the power to differentiate. In these moments we are far removed from empathy and inner wisdom. Those who regard their world view as definitive and see no sense in exploring their own subjectivity will not be able to understand the concept of ego development and the six mindset model. By finishing the following 12 incomplete sentences you can determine your own habitual mindsets.

  • 1. The task of a leader is …
  • 2. What I like about myself as an executive is …
  • 3. What gets me in trouble is …
  • 4. When employees are helpless …
  • 5. Success is …
  • 6. Rules are …
  • 7. My main problem as an executive is …
  • 8. When I reach my limits …
  • 9. To lead others …
  • 10. When I exercise power over others …
  • 11. If I’m criticised …
  • 12. My conscience troubles me when…
    Every answer is correct. There are no wrong answers.
    More information and the beginnings of sentences in the writable PDF. .

Chapter 09 //

MINDSET AND SELF-DEVELOPMENT

The inner space can be designed. We don’t have to remain stuck in old ways of thinking. We can open up new experience spaces within ourselves if we want to. The mindsets model should not be seen as an obligation to develop. We can lead a “happy” life in every mindset, and for some the idea of inner change is not very appealing. We want to keep some unfavourable behaviour patterns in order to avoid pain. In a new mindset we achieve a new quality of life. Not “more of the same”, but something entirely new. And because it is new, we are not able to imagine it first. Yet with hindsight we cannot imagine how narrow and ignorant our lives had been before. We can opt to evolve or not. Self-development or maturation is often confused with self-optimisation driven by feelings of inadequacy. Many employees have no desire to do so, and rightly so. Self-development is a personal decision in which, starting with ourselves, we begin to take responsibility. It’s difficult for us to think outside the box, because we believe that we are the box. We look out from our room of consciousness through our cultural window into the world, and think we are standing outside. The development of mindsets has something conciliatory about it. It shows us that people are not one way or the other; they just are.

The four areas of self-development are:
1. self-confidence – from angry powerlessness to an elevated state
2. self-responsibility – from ignorance to empathy
3. self-confidence – from worthlessness to serene aplomb
4. self-overcoming – from finger pointing to joyful curiosity

Chapter 10 //

MINDSET AND TEAM DEVELOPMENT

If the team culture is fueled with pleading, accusations, error focus, unrealistic specifications, numerical dominance, intrigues and evaluations, then we will not create space for open dialogue and development. It might seem obvious but this is by no means the case: it is amazing how managers like to complain about their employees without being prepared to make changes themselves, or realising that they are part of the problem. If we can’t yet see the whole picture and believe that our own mindset is the only yardstick, we won’t be able to manage some of our employees well. In small companies you can choose your employees according to their preferred mindset. In large companies, at least the managers should have the maturity and a common understanding of the desired team culture. An important word from positive development-oriented psychology is the word “still”. If we observe that department XY works in the group-centric-conformist mindset and does everything by the book, then this should not tempt us to condemn them for it. They are not like that, they are “still” like that – at least at their workplace. Regardless of an individual’s mindset, every individual is right as a person. Everyone has the opportunity to change their mindset and to broaden the way they interpret the world and interpret it meaningfully for themselves. Whether and in which time frame they want to mature is entirely up to them. It is crucial for the management to pay attention to the big picture and to see where the focus lies – on an individual as well as on a team level. In this sense, achieving a new mindset is not a goal, but a result of development. When structures prevent people from living their mindsets, these people will sooner or later leave the organisation. Fatally, these are the people who are most needed for change. Personnel decisions at management level are cultural decisions, because managers are culture bearers. Through workshops with as many employees as possible, a common understanding of values and leadership can be established with the help of the six mindset model.

Chapter 11 //

MINDSET AND VALUE DEVELOPMENT

Strategic recruiting begins with clarity about your own values. An organisation should be more intelligent than the people who work in it. It should provide clarity about shared values and the desired mindset. Success has many currencies. We can measure it in money, time, happiness, contentment, security, balance, love, insight, health, self-development, openness, justice, fulfillment, well-being and in many other ways. When there is no understanding, leadership depends on the whims and competencies of individuals. We attract the right employees when we know where we stand and where we want to go, and who actually fit in with us. Personality and mindset of future employees is more important than competences. We cannot buy culture, but we can buy staff and equioment. We have to create our own corporate culture. With the help of the method of value communication, common values can be identified and implemented.

Chapter 12 //

CULTURAL-HISTORICAL DEVELOPMENT

The development we see in ourselves and in organisations is also reflected in the cultural-historical development of the Western world. The six mindset model offers a broader view of cultures and their current stage of development. Each new cultural mindset complements the previous one. It does not replace them, but expands them. Decisive turning points in the transformation of our reality constructions at the level of society as a whole were the emergence of religions of the book, the Renaissance, the Enlightenment, the emergence of psychology and the emergence of systemic thinking. With each of these phases, our ability to give meaning to the outer world grew. We learn to deal more meaningfully with our mental and emotional health, inner impulses and perceptions. A good mirror of the prevailing social mindset is the respective legal system of a society.

Chapter 13 //

MINDSETS IN RECENT GERMAN HISTORY

The model perfectly illustrates the transformation of mindsets at societal level and in the work environment in Germany. The enforced conformity of the Nazi era, the conservative and staid 50s and 60s, and an ensuing spirit of optimism together with new questions on self-determination, women’s rights and environmental protection then led to the design of approaches for a sustainable, fairer world, and are today accompanied by global cooperation and the search for a common “we”. The development path also shows what new leadership concepts can be taken into account if you want to deal with the complex global challenges more maturely. The systemic-autonomous mindset brings with it both responsibility and creative competence. International global climate agreements are an attempt to create balanced systems that do justice to the complexity of the problem. State egoisms, the denial of scientific findings and the excessive focus on short-term benefits and profits are currently still impediments to progress. Solutions at this level are characterised by multilateral dialogue, compromise, balance and the inclusion of multiple dimensions. It is more of an iterative testing procedure that is constantly fed back and optimised. Previous mindsets have it easier here. With simplistic solutions they give an impression of competence which, unfortunately, is not really able to solve anything. What use is constant growth if it no longer contributes to the well-being of the population?

Chapter 14 //

THE FOUR DEVELOPMENT PERSPECTIVES

In a balanced organisation we develop our personality and adapt structures accordingly so that the desired culture can unfold and the desired behavior be promoted. The organisation then becomes an additional manager. For this to succeed, we need to look at all four dimensions: Personality, behavior, culture and structure. This “integral approach” enables us to develop all four dimensions and the underlying mindsets in a targeted manner. If one area is forgotten, it becomes an obstacle to the development of the other areas.

Chapter 15 //

EPILOGUE

Three qualities are needed if we as managers don’t want to be a brake on the development of our organisation: presence, courage and empathy.

We need presence in order to be able to act in the ‘now’ and to observe and recognise our mindset. For this we have to wake up as often as possible for the “second time” in order to see through our automatisms and behavioural habits.

Courage helps us to enter areas of experience that are outside our comfort zone. The best way to learn a new mindset is to experience it.

Empathy helps us to use our emotional wisdom to recognise new possibilities. It provides the sympathy for ourselves and others that we need to find the patience and composure required to evolve.

If we have presence, courage and empathy, we can choose our mindset more easily. The space between stimulus and response becomes wider and then – we are on the way to becoming free, cooperative people.

The new book “HALTUNG ENTSCHEIDET“ (Mindset Matters) 
ISBN 3800660636
34,90€ Hardcover, 29.99€ E-Book
 

The english E-Book will be published in 2020

 

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Comments on the book “Haltung entscheidet” (Mindset Matters)

“I am deeply convinced that modern organisations are characterised by a high degree of sense orientation and trust-based self-organisation. The book shows very vividly how leadership and an organisation can develop towards a higher degree of maturity. I will certainly take this book into my hands many more times, because it is extremely multi-faceted and has opened a lot of new perspectives for me”.

 

Jens Corssen
Certified psychologist and coach for Germany’s top executives

“I am deeply convinced that modern organisations are characterised by a high degree of sense orientation and trust-based self-organisation. The book shows very vividly how leadership and an organisation can develop towards a higher degree of maturity. I will certainly take this book into my hands many more times, because it is extremely multi-faceted and has opened a lot of new perspectives for me”.

 

Uwe Rotermund
Entrepreneur and corporate culture consultant, 3-time winner of “Great Place to Work“

“The book has broadened my view of people and myself in a surprising way. I now understand better why some people have completely irrational mindsets and can better classify and reflect my own inner mindsets. It therefore has not only a high theoretical value, but also a very practical one. The multiple examples from Martin Permantier’s wealth of experience have also opened up a lot of new perspectives for me.”

 

Dipl.-Psych. 
Executive Coach, Systemic Organisational Support

“A differentiated, innovative book on the subject of team and organisational development, written in a practical, humorous and entertaining way due to many vivid examples – highly recommendable”.

 

Gisela Sefranek
Executive Coach, Ego Development Coach

“A book that shows leadership differently and that I personally could have used 12 years ago. When I started to lead, I did it differently than I was expected to do. Although everything went well and my colleagues and I enjoyed our work and the results were right, I felt that I was not doing my job well enough. After reading “Mindset Matters” I know that I did a really good job back then. A must read for all managers for whom leadership also means self-development”.

 

Markus Kocherscheidt
Intercultural coach and trainer

“Sie beschreiben genau das, was ich täglich beobachte und womit ich zu tun habe! Das Buch hilft, es einzusortieren.”

Pia Maria Holle
Wirtschaft 4.0: Arbeit und Bildung im Wandel