Beda Mulzer

There are organizations that look well set up on paper. Clear structures, defined roles, processes that worked at some point. And yet something stalls. Decisions are delayed. Energy goes into friction rather than results. People don't really pull together, even when no one says so openly. The Living Systems Framework is my attempt to give this phenomenon a name, and with that, also a lever. The starting point is simple: organizations are not machines. They are living systems.

There are decisions that cannot be thought through. You have all the information, have weighed the options, have spoken with the right people. And still something remains open. A hesitation that cannot be argued away. A direction that feels right without being able to say exactly why. In classical business logic, that is a problem. In my work, it is a starting point. What Harner Shamanic Counseling is, and what it isn't Harner Shamanic Counseling is a method that Michael Harn

Those who know me know that I'm at home in both worlds. I work systemically: with organizational theory, role clarification, decision architecture, cybernetics. And I work shamanically: with rhythmic drumming, inner journeys, archetypal images, ritual framing. The question I hear again and again is: how does that fit together? Isn't that a contradiction? My short answer: No. My long answer follows now. What systems thinking actually means Systems thinking is not a method in t

Klaus Eidenschink, in his warmly recommended book "Decisions Without Reason," formulates something that many people immediately recognize but rarely say aloud: decisions have no rational foundations. They have rational justifications. That is not the same thing. What he means: the moment in which a decision is made is not a logical conclusion. It is a leap. The justifications come afterward. They are reconstructions, legitimizations, stories we tell ourselves and others to ma

There are professions in which one is never finished learning. Not because the field changes so quickly, though that's often true too, but because what makes the work good cannot be fully formalized. Lighting design and film directing belong here. Web development too. And many other activities that look very different at first glance. What connects them: a significant portion of the decisions that define the work runs through intuition. And that's precisely why imposter syndr

Many relationships don't fail because love simply disappears. They exhaust themselves through permanently open complexity. You don't see this immediately. It's hard to name, because there's rarely a clear starting point. Ill will or indifference would be simpler, and sometimes it may feel exactly that way. In my observation, the cause runs deeper. What happens here is quieter and more persistent. Because it is so quiet, it remains invisible for a long time. In many relationsh