In the conventional functional structures of a company, employees are usually fixed to their defined positions, functions and roles. In conventional matrix organizations, employees can already switch between administrative teams (e.g. workshop, office, sales) and project teams (project 1, project 2, project 3). This is similar to what we do at GFK-plus with our stable home teams and short-term action-based teams. In conventional companies and teams, there is usually a central controlling position that is often represented by a boss. Agile teams try to go one step further, but they are still functional teams. At GFK-plus, we do without centralized control. The project or even the entire company is self-organized. Instead of central management, there are three separate management areas, which can be traced back to Rudolf Steiner's social threefold structure. At the time, Steiner spoke of 1) law, 2) spiritual science and 3) the economy. We have translated this as follows: in essence, law does not mean the administration of justice, but the right or good order of coexistence, i.e. what is actually the culture of coexistence. The humanities bring innovation and development into play. Through it, the all- important creativity comes into play as an influx of new, expressive vitality. And the economy is the active implementation of productive projects. This gives us our tripartite division into cooperation, innovation and the production of a company. On the other hand, the goals, paths and implementation of people also come into play, which can be described as their visions, strategies and tactical executions. The following matrix results from the vitality of the people and the structures that manifest themselves in this way:

You can also simply use the NVC-plus matrix as a diagnostic and forecasting tool if you don't want to use it for self-management. The NVC-plus matrix can be easily displayed as a worksheet in a spreadsheet program. You can fill it out together. Google spreadsheets may be suitable for virtual conferences. There is an app for this in the app store for mobile devices. In the download we have created, we have also included further detailed worksheets for the individual areas. Each team can unleash their own creativity and use the tools they are used to. The nine control fields and the three manifestation fields make team collaboration self-organizing. The team can identify its blind spots and initiate the appropriate planning steps there. Not everything that later manifests itself through productive work is produced directly by the team. For example, the tractor compacts the soil with its weight, but the tractor manufacturer does not directly cause this with its production. The compaction is manifested by driving the tractor on the field. The manufacturer can look at this and try to develop counter-concepts. A team can also include what it has not actively produced in the control system so that it can also intervene where it does not like the passive effects of its actions. In NVC-plus teams, we focus on future-oriented responsibility instead of cultivating past-oriented ideas of guilt, because the future can be changed. The tripartite division means that there is no central leadership position. This does not mean that one person does not set the tone, as long as this is wanted and accepted. But there is no central position for it and so this person will behave similarly to everyone else: Everyone involved will switch between fields according to their inspiration, impulse and perceived meaningfulness. These changes of position and the free access of all people to the vision, strategy and tactical approach bring the structure to life. With the NVC-plus four-step circle, chaos is avoided and people's aspirations synchronize into shared visions, strategies and tactics. As each person has their own strengths, weaknesses and preferences, these shifts are not only suitable for self-organizing potential to where it is needed, but also for learning from each other, supporting each other and getting to know each other better. By gradually introducing the NVC-plus matrix as part of smaller projects, the necessary understanding and awareness can easily develop. For a good project start, the NVC-plus matrix is first filled out as a project matrix. Not everyone needs to be involved, as you can always intervene later to make changes. When it comes to an inspiring initial vision, a good initial strategy or optimal tactics, it helps to sit down with the right people and then make the preliminary results available to everyone. This reduces the communication effort and makes teamwork more effective. If you also apply the four- step circle, it works even better. Incidentally, the NVC-plus matrix is always provisional as a control matrix, otherwise the work would no longer be self-organized and interactively intelligent.