Beyond disciplinary boundaries Transdisciplinary and interdisciplinary:

(Strategic) history, mythology, philosophy, psychology and leadership, organisation, business administration and succession.

method

After an introductory lecture/video and in-depth discussion, competing teams must solve strategic and tactical tasks individually and in a playful manner. Mythological/historical situations are recounted and, based on what has been learned so far, the teams then independently and playfully continue and find a solution. This is then transferred to current political situations and to the respective individual operational problem settings of the participants. By being embedded in a continuous story, the tactical/strategic solution becomes more concrete, easier to remember and thus easier to recall under stress. At the same time, learning is deepened – and perceived as meaningful. Participants are now enabled to master future challenges independently and with fierce joy.

The basis for this is fundamental Western leadership manuals, such as the Homeric epics with Odysseus as a reference point, Xenophon's Anabasis (translated: ascent, career) and Machiavelli's Principe (translated: the leading man). Insights and rules are distilled from these manuals and compared with the behaviour of important historical statesmen and women, especially in decision-making processes:

Romulus, Alexander the Great, Caesar, Augustus, Cleopatra, Zenobia of Palmyra, Philip II of Spain, Elizabeth I of England, Napoleon, Walter Rathenau, Benazir Bhutto, Indira Gandhi and Helmut Schmidt. Analogies in Greek and Roman myths in particular are sought out and compared. Their respective timeless practicality is examined.

The framework is further provided by texts on political theory AND practical experience by Thucydides, Machiavelli, Gracian and Clausewitz, Liddell Hart, Laqueur, Luttwak, Münkler and von Senger.

The principles and rules that have been identified and tested for their applicability today are also compared with non-European manuals, such as the Shahnameh or the 36 Chinese Stratagems. The search for commonalities leads to the discovery of the lowest common denominator between the West and the East, resulting in easier integration and connection for migrants from non-European countries of origin.

The principles derived relate to choosing the right goals, making the right decisions, finding mentors, but also gaining and retaining allies. They concern the dangers of exposed Achilles' heels and blank cheques, refer to strategic and tactical partnerships, but also to the creation of one's own (credible) image and, last but not least, the versatility of a) leadership personality and b) leadership style.

This involves not only finding and reviewing comparatively humane principles such as the Socratic principles of ‘Treat your dialogue partner with respect’, ‘Let others come up with the right ideas themselves, acting as a midwife in the process’, ‘Know your limits and seek to expand them’, etc.) are found, examined and applied to the participants' respective problem settings; but also dark principles and dirty tricks: e.g. ‘Divide et Impera’* ‘Sacrifices and taboos as weapons’, ‘Killing with someone else's knife’, etc. The latter perhaps not necessarily to be applied oneself, but in any case to shorten the moment of shock when confronted with these principles ‘out in the jungle’.

Complex historical and contemporary international events can thus be more easily classified and deciphered.

Business and political intrigues lose their terror when they are no longer viewed in isolation but seen in context.

Objective

• Analytical skills
• Ability to change perspective, multi-perspective thinking
• Anticipation of what follows from different perspectives and for different perspectives
  Enhanced tactical and strategic thinking
• Versatilität der Führungspersönlichkeit und ihrer - stile, beweglicheres Denken
• Extended and in-depth education
• An understanding and awareness of European culture (and its connections). The realisation that Europe is more than just an economic, regulatory or consumer community. Only those who recognise this will be willing and able to defend Europe, both internally and externally.
• Sense of probabilities and plausibilities
• Generosity and vigilance
• Skepsis gegenüber Ideologien und damit ein höheres Maß an Staatsbürgerlicher Mündigkeit für alle, insbesondere für Entscheider und Meinungsmacher als Multiplikatoren und Acceleratoren
• Wertschätzung des Zweifelns und Hinterfragens
• Hungry for more

How:

According to John Hattie, teachers continue to play a decisive role in learning success: humorous, entertaining and infotainment, more Anglo-Saxon feature-style and more hands-on.

Target groups:

Top executives, middle managers, newcomers and aspiring managers (BHT, HWR, TU Ilmenau)

Volunteering:

Head of the VDI-BB Leadership and Strategy Working Group (approx. 6 times a year, including keynote speech, open to all after personal registration)