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A Word on Cultivating Vital Organisations

Organisational development is by nature a challenge with regard to simplicity and coherence, vitality and human dignity.


It is not about intellectual models and concepts of high complexity. It is more about saying farewell to expert paternalism! It is about pragmatic and respectful dealings with the diversity of challenges of a postmodern world. At the end of the day, it is always about creating shared spaces for living and flourishing together!

Providing safe space becomes essential.  

The digital era demands a vital approach to inconsistencies, information overload and constantly changing requirements. More than ever, we need social spaces that provide stability to make flexibility and innovation energy possible – Vital learning spaces, which can serve as professional homelands, are needed to regain strength and energy, to face complex and diverse challenges, to interact and to support each other.

In the future, we will more often ask ourselves:

What makes a living- and working space inviting, productive, creative, lively, hospitable and inspiring?

How should we set up cooperation spaces so that they can work as professional homelands in digital worlds?

How do we set up cooperation spaces so that they can generate vibrancy?

The concept of “homeland” or “homebase” becomes relevant again.

Not in a traditional sense of stagnancy and constriction but as a way of fostering roots and interconnection. “You are not just at home where your homeland is, but everywhere you feel accepted and understood.” Christian Morgenstern already anticipated this modern feeling of “homeland” and “homebase”.

Coherence is the source. 

As human beings we are capable of finding appropriate answers to the questions we repeatedly ask ourselves. We are able to develop awareness for the contexts that surround us. We have a highly developed sense of coherence and can form new interconnections.

Human beings have the synergetic power to act together within shared spaces and to use their potentials. It seems necessary to find and establish new forms of cooperation and interconnection and to develop a shared “professional homeland”.

Its currency could be cooperation based on trust and shared justice – an economics of trust in human potential and capabilities. Vital culture spaces unfold their strength by allowing persistence and community spirit – primarily because the focus is shifted from plain profit to quality of space and community interest.

An understanding of management as social physics, predominant in the industrial times, is outdated for the digital era.


We need alternative concepts that can challenge the traditional understandings of the corporate world and organisations.

As we see it, it is about renewing our vision of the old economic machine and reclaiming human autonomy and vitality. It is about taking care of our living habitats – how we actively define our needs in a self-determined way – how we say farewell to the fundamentalism of efficiency, productivity and blind consumerism – how we not let ourselves get patronised by the modern “monocultures of the mind”. It is about raising ourselves from being servants of the old economic machine, to become creative architects of social spaces – cultural entrepreneurs and gardeners of our living habitats.