Worked example: decision constellation “Should I take over the team lead role?”
This example shows what a decision constellation can look like in practice: a person is considering whether to take over the team lead role and sets up 14 elements – two options, team, manager, expectations, resources, obstacles, values, risk and opportunity. The scenario is typical for coaching, leadership development and personal decision processes.
Starting situation
“I am considering whether to take over the team lead role.”
The person seeking advice faces a career crossroads and wants to clarify the decision systemically. Neither logic nor gut feeling gives a clear answer – the system should reveal what lies behind it.
Elements of the constellation
14 elements are created for the constellation:
- Me
- Option A – take over the team lead role
- Option B – decline
- My current team
- My manager
- Expectation of the organisation
- Resource: competence
- Resource: support
- Obstacle: overload
- Obstacle: conflict in the team
- Value: development
- Value: balance
- Risk: responsibility
- Opportunity: influence
Initial constellation
“Me” stands in the centre. Option A is close – but risk: responsibility and conflict in the team block the way. Option B is further away; value: balance stands behind it as support. The organisation pushes, the team looks on ambivalently.
Systemic analysis
Option A is emotionally attractive but made difficult by blockages. Overload affects both options, but more strongly option A. Option B brings short-term relief but reduces long-term development opportunities. The team conflict is a key lever – regardless of the decision itself.
Systemic reflection questions
- What really holds you back from option A – the risk or the conflict?
- Which expectation weighs more heavily: team or organisation?
- Which resource would make option A easier?
- What would be the long-term consequence of option B for your development?
Result and transfer
Option A is feasible if support and conflict resolution are secured. The decision depends heavily on the manager. Next steps:
- A clarifying conversation with the manager
- Working on the team conflict
- Decision once the framework conditions are clarified
The example shows that dynamics become visible, variants create clarity, and systemic decisions emerge not from logic alone but from clarity in the system. The individual phases correspond to the six steps of a systemic constellation; how such scenarios can be compared as variants is shown by the digital constellation board.
Frequently asked questions
What is a decision constellation?
A decision constellation sets out the options of an upcoming decision together with the people, expectations, resources, obstacles and values involved. It makes connections visible that stay hidden in conversation and provides hypotheses rather than a ready-made answer.
Does the constellation make the decision for me?
No. The constellation clarifies the picture and opens up options for action. The decision stays with the client.
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Note: This text is for information only. It replaces neither sound training nor therapy.