{"id":477,"date":"2026-05-12T12:17:56","date_gmt":"2026-05-12T10:17:56","guid":{"rendered":"https:\/\/futurewisecompany.com\/?p=477"},"modified":"2026-05-18T09:59:08","modified_gmt":"2026-05-18T07:59:08","slug":"zerstoere-die-skulptur-eines-anderen-was-diese-uebung-mit-change-und-leadership-zu-tun-hat","status":"publish","type":"post","link":"https:\/\/futurewisecompany.com\/en\/destroy-someone-elses-sculpture-what-this-exercise-has-to-do-with-change-and-leadership\/","title":{"rendered":"Destroy someone else's sculpture \u2013 what this exercise has to do with change and leadership"},"content":{"rendered":"\r\n

Jan David Ott <\/a>is Facilitator for Longterm Strategic Decision-Making & Change at the Futurewise Company. On his LinkedIn account<\/a> he takes us along on topics related to change management, leadership, and foresight. Here we publish excerpts of his experiences. <\/em><\/em><\/p>\r\n\r\n\r\n

We stood in a circle \u2013 each of us with a self-made sculpture beside us, showing what we stand for as leaders<\/strong>. Sculpture by sculpture was presented. Closeness arose. A values-based sense of belonging.<\/p>\r\n\r\n\r\n

Then the next instruction: Destroy someone else’s sculpture.<\/em><\/p>\r\n\r\n\r\n

Even after years, I think about what this exercise has to do with leadership<\/strong>. Two possible approaches seem to me particularly relevant today.<\/p>\r\n\r\n\r\n

Leadership<\/strong> quite often means contradicting \u2013 against directives, against slogans, and against the current. I could therefore have said (should I have?): I’m not taking part in that. Entrepreneurs bear a social responsibility.<\/p>\r\n\r\n\r\n

And at the same time, leadership<\/strong> often also requires taking something familiar away from people. The status quo and the self-image in which they feel secure. Positions are cut. Operations are relocated.<\/p>\r\n\r\n\r\n

Change leadership<\/strong> demands something special from entrepreneurs on top of this: a determination that is not coldness \u2013 but clarity of goal and means.<\/p>\r\n\r\n\r\n

And that is exactly where this exercise and practice often have their catch.<\/p>\r\n\r\n\r\n

It sounds so simple: change without direction is loss. Change with a convincing tomorrow is transformation<\/strong>.<\/p>\r\n\r\n\r\n

But this tomorrow often lies in the long-term future<\/strong> \u2013 in the opportunities of the next 10 to 15 years<\/strong>, which open up only if we proactively tackle them today.<\/p>\r\n\r\n\r\n

That is why I ask executives<\/strong> in my #FuturesSparring: What are you actually building up for the long term<\/strong> right now? For whom and to what end?<\/p>\r\n\r\n\r\n

Without an answer to that, much of everything else ultimately remains merely continuous crisis management.<\/p>\r\n\r\n\r\n

Leadership<\/strong> that deserves the name makes #Zukunftsmusik (dreams of the future).<\/p>\r\n\r\n\r\n

I am curious about your experiences.<\/p>\r\n","protected":false},"excerpt":{"rendered":"

We stood in a circle \u2013 each of us with a self-made sculpture beside us, showing what we stand for as leaders. Sculpture by sculpture was presented. Closeness arose. A values-based sense of belonging.<\/p>\n","protected":false},"author":1,"featured_media":493,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[2],"tags":[90,6,91,38,9,92,93,16],"class_list":["post-477","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-foresight","tag-change","tag-foresight","tag-future","tag-leadership","tag-methoden","tag-mut","tag-uebung","tag-zukunft"],"aioseo_notices":[],"aioseo_head":"\n\t\t\n\t\n\t\n\t\n\t\n\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t