Dialogue Competence and Fundamental Learning Attitude
This means the foundations of social competence: respect, active listening, articulating what seems important, giving space. Dialogue processes are shaped (inter)actively. As they are organized by participants, you coordinate tasks and set priorities. You promptly communicate "phase changes" such as overtaxing, and look (together) for support. You address the roots of problems, and find acceptable ways to solve them. You encourage a feedback culture that is open and valuing, in order for people to learn from each other. This also means an acceptance of mistakes and a readiness to engage in self-reflection. In discussions of improvement, mistakes and/or weaknesses, your aim is to learn. Good questions are more important to you than hasty answers. Combining thoughts is important to you. The aim is to be able to learn for yourself as well as together with others. Teams are sensitive to structural and subjective inequities; they possess the relevant knowledge and they work to create environments that are free of discrimination and prejudice. You can recognize and utilize the potential in diversity, and deal with possible conflicts. You use the encounter with diversity to better recognize your own mental models as well as for mutual learning. You thereby create important preconditions for quality and innovation.
(Social) Intra- and Entrepreneurship and Value Orientation
Curiosity, creativity, courage and a sense of responsibility are central elements when we think about the spirit of intra- and entrepreneurship. Your basic entrepreneurial and innovative attitude is marked by curiosity and openness. You possess a repertoire of creative methods in your dayto-day work. You do not make hasty judgments; you are well disposed to new ideas, which you examine and develop further. When something doesn't work, you identify the obstacles and attempt to overcome them or to start anew. You enjoy developing ideas yourself. You can also cope with risk and uncertainty. You recognize the potential for development in crises, and have a capacity for resilience. You can, when necessary, let go.
You work together to develop visions for social values and sustainable solutions. You bear (jointly) the responsibility for the success and the advancement of tasks and projects. You take responsibility for the success of (joint) tasks. In this process you are constantly taking in new perspectives and questioning existing ones, to ensure an ability to think "outside the box."
Networking and Diversity Competence
A community distinguishes itself by the quality of its contacts—both internally and externally. This is a basic condition for teamwork and solidarity to thrive. It requires a readiness to invest one's own energies into establishing and maintaining social fabric, and to have a supporting effect. The atmosphere is marked by (joint) concern for valuation and respect, in which each individual feels himself/herself recognized. You deal with each other openly and directly. Contacts that ensure optimal modes of working together are continually being made. Ideas are exchanged on a systematic basis with other groups. Priorities are jointly worked out or agreed upon. There is interest in remaining in contact and working together (e.g., with colleagues from other teams). You are aware of your own value, as well as of suitable interfaces for cooperation. There is sensitivity, openness and valuation of individuals, of their commonalities, differences and different milieus (e.g., gender, age, social and cultural background, sexual orientation, physical and mental abilities, etc.).
You know your tasks and their underlying goals, you know what needs to be done, and you determine clear and realistic areas of responsibility for shared tasks. You are aware of the different roles needed for success, and are able to clarify them.
Innovation and Action Orientation
Developing, trying out, questioning, assessing, adapting, reflecting on, further developing—this interplay is necessary for innovation (regarding innovators and personal characteristics, see Mansfeld, Holzle, & Gemunden, 2010). It means making use of or creating opportunities. It means doing what has never been done before, trying out, varying, innovating. Process orientation is both an attitude and the necessary "polishing" needed to renew the overview, in order to make improvements or change course where appropriate. Each destination and each result contains another beginning. This means acting in a far-sighted manner and fostering a culture of learning. That in turn includes accessing and sharing lessons learned, approaches and perspectives.
In the next section we address the question of how the above-described key competencies and attitudes can be developed. What practices can foster them? What challenges thereby arise?