Resonance Principle In Leadership


Resonance Cannot Be Planned And Cannot Be Prescribed.

In acoustics, resonance means that two vibrating bodies come into contact with each other (resonate = sound back). It is a basic human need and ability. We can resonate with other people, with things, nature, art, and religion. It can also arise at work, e.g., for example, I am working on a concept and my attitude towards a topic changes. Since everything vibrates, we can, therefore, also resonate with everything. Resonance means being touched or moved. Something has reached me. It, therefore, does not mean symmetry, harmony or unison. Resonance is that between the dissonance and the consonance. For example, if we For example, if everyone agrees on an experience, it doesn’t. It comes in when we are arguing about something.

However, resonance cannot be ordered. It is the result of an encounter based on appreciation and respect. This begins with seeing the other person as an individual personality. In this context, leadership with resonance means that employees have the opportunity to develop their potential and skills. They need reliable framework conditions to make decisions autonomously and on their responsibility. They only experience the self-efficacy that they perceive as giving meaning.

A Transformation Is Taking Place.

Resonance does not mean approval but showing a reaction. Nor is it the reinforcement of what has always been. It is based on changing what is. It’s about letting yourself be touched and responding to it emotionally, physically, and mentally. Thus, it is not geared toward growth, improvement, or enhancement.
On the contrary, it is the basis for mindfulness and deceleration. It’s about getting in touch with yourself and the world differently. A transformation is taking place. After such a touch, I am different.

Resonance relationships cannot be established systematically. We are still determining if resonance will occur. We cannot force them. So it may be that a long-planned visit to a concert with special musicians affects me far less than a chance encounter with a street musician in a pedestrian zone.

A resonance situation cannot be increased, improved, or saved. Even if I make a film of a particular experience, it can never capture the impact of the real experience. Their effect cannot be predicted either. We don’t know what will come out when we resonate with something or someone. I’m embarking on something, and I am still determining the result.

In Resonance, We Get Involved In Processes Whose Outcomes We Do Not Know.

Resonance is only possible under certain conditions. If I want to generate it, I have to have something to say that touches, interests, or emotional appeals to the other person. What I say has to provoke a reaction. We can only resonate if we open up and accept, not knowing what will come from it. We have to engage in processes where we are still determining what the outcome will be. There is also a risk of injury or failure.

Resonances are important prerequisites for innovations. Anyone who constantly safeguards himself wants to avoid making mistakes, and wants to plan everything cannot resonate and will not change.

Resonance Presupposes A Lack Of Intention And Trust.

If we want to resonate with people, it means that we, first of all, trust each other unintentionally. It arises in personal encounters and conversations. We notice that when we communicate intensively with each other, the result is a result that we could never have planned or predicted, and everyone involved feels a change in themselves and others.

The resonance principle is particularly suitable for the management of people and companies. Openness, trust, mindfulness, the ability to reflect, and empathy are important foundations. Then we experience incredible abilities in the other person and discover growth opportunities.

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