"Re-discover obstinacy"

in your management qualities

Invitation to a regional learning system for executives

Beyond the many possible and some familiar meanings of the term "obstinacy" we would like to present you an offer which presumably is the opposite of the current further education trends in management not only with regard to its motto.

Our interpretation of obstinacy lies beyond the obvious interpretations such as "defiant opposition" towards superiors. It is not a matter of overcoming so-called negative behaviours described as "obstinate" which adults tend to deem as a behaviour of teenagers and thus overcome.

We also do not invite you to a self-awareness group in the sense of the 1970s and not to a back-to-the-roots trip into your childhood in order to revive so-called "obstinate" behaviours.

We are not able and do not desire to present to you a recipe on how to evaluate which executive behaviour is adequate in what situation.

We are offering you instead the de-construction of a presumably clear term such as "obstinacy" in order to open up accesses on different paths of sense-finding and self-finding and to also guarantee your survival as executive within your organisation.

We are convinced that you yourself are the most important instrument in your everyday life as executive. If you tend to your professional obstinacy, this may also mean that you give the sense of your management activity the required space next to the benefit.

Based on our daily counselling work with executives we do understand that presently there is no time remaining for such subjects.

There is trouble ahead: Executives have to follow the pacemaker of daily demands: "Quicker, better, further, higher".

Often the daily vicious circle in which executives have to respond as quickly as possible to urgent, sometimes existence-threatening problems because they are under pressure to find solutions as quickly as possible cannot be stopped.

Such solutions may produce the problems of tomorrow, a fact which cannot be considered and taken into account in advance because of the required haste and high pressure for action.

Such vicious circles do no longer provide any space for the required reflections on the executive actions and its consequences. There is also no space for careful planning of the subsequent steps.

We, too, are not able to stop this development immediately, a development which in the meantime has been described as inefficient by many executives and counsels and which has long since been deemed as detrimental to the health of organisations and their executives.

Health, motivation, performance, and creativity may also not be restored by short-term, even more comprehensive efforts. The loss of creative time-spaces makes everybody ill in the long-term.

We do not desire to recommend you a radical counter-action to the present breathless trend. But we are able to offer continuous guidance with which you may fathom out your professional questions on the meaning in a learning system of competent executives.

This system can also assist you in unearthing future perspectives, in discovering possible unused scopes of action and to build on these in your organisation.

The sessions of the learning system may on the one hand serve continuous reflection and strengthening of your executive work. On the other hand, you are already practising within your learning system an alternative to the routine acceleration by allowing yourself a gradual de-celeration for the duration of one year. This de-celeration helps to relieve the familiar pressure to accelerate. You will experience yourself that such a stopping cannot be realised so easily. But you will also see how benefiting such a self-determined regular stop will be.

Our obstinacy motto results from diverse counselling experiences gained with executives from various profit and non-profit organisations. In the past few years, one could see that executives are looking for alternatives or supplements to individual personal counselling. They are looking e.g. for groups which are working continuously in a reasonably protected framework in order to be able to also discuss their practical executive work with colleagues from other organisations.

It is in particular the (re)finding of the meaning which is described as indispensable for dealing with demanding, conflict-abundant and (sometimes also excessively) demanding executive work in order not to lose joy of life and motivation for executive work.

A further central need is the need for definite feedback from other executives.
Such a feedback results from experiencing mutual support within the learning system. Feedback from colleagues promotes materially the development of broad scopes for action for one's own daily life as an executive.

We would therefore like to invite you to our first free informative evening on which you may get to know us as organisers and also the other interested executives. On this evening, please feel free to ask any questions.

We are looking forward to cooperating with you!

Christiane Schmidt



Christiane Schmidt, Counselling practice
Supervisor (SD), Trainer (SD)

T 2/ 12, 68161 Mannheim,

Phone/Fax: 0621 - 2 99 99 20

free informative evening on
8th May 2002, 6.00pm  21.00pm

12 monthly sessions of the learning systems, schedule by agreement between the participants


Counselling practice Christiane Schmidt
T 2 / 12, 68161 Mannheim


for each individual session ¬ 250.00
with advance payment of the total fee for 12 sessions, discount of 10%, i.e. ¬ 2700.00


Please send your registration for the free informative evening on 8th May 2002 by email to Counselling practice Christiane Schmidt by 19 April 2002.