Which Management Board and Supervisory Board constellations are Escapism and Wagon-castle mentality particularly vulnerable? What group-psychological patterns play a role in this - and how can internal organisational measures counteract them?
How can a constructive dialogue between the supervisory board and the management board when the assessment of the content of a transaction differs widely? Which dynamics favour "Optimism Bias" and "Confirmation bias", and how do supervisory board members avoid the "urgency paradox"?
What approaches help the Supervisory Board to Forecasting ability of the Executive Board more realistically? And in which situations does the correct incentivisation of advisors to the supervisory board have a significant influence on the proper implementation of Compliance investigations and the transaction design?
These and other questions in connection with potentially transformative decisions are addressed by Dr Johannes Baier and Dr Lutz Krämer in a joint article published in "The Supervisory Board“ – Issue 12/2024: