How can companies be shaped when they are confronted with conflicting demands and numerous crises? Although expertise in business administration, psychology or systems theory is important, successful leadership is more of an art than a science.
The question of how organizations can be optimally designed to ensure their long-term viability is one that we address in the area of consulting. The Academy’s task is to train people holistically to take on responsibility.
Consulting
Guides for transitions
Wherever our customers have to leave their routines behind, our …
We support companies in transformation processes at the level of the entire company, in individual divisions or teams. In turbulent and uncertain times, we offer security through our sound process know-how in systems theory, our many years of experience and our external perspective. We don’t know every end result – but we do know the way to get there.
Organization
Sustainable competitive advantages arise from the organization of the company – i.e. its internal structures. We show which factors influence a company’s success beyond key business figures and are experienced partners for development processes.
We bring hidden ideas, potential and talents to light. At the same time, we uncover conflicts, routines and blockages. As external catalysts, we enable the team to break free from old patterns, create clarity and allow new things to emerge.
In our consulting work, we are guided by recent systems theory. In a nutshell, we would summarize it in the following four steps:
We listen.
Because we want to understand. In doing so, we not only pay attention to the content, but also to the “grammar” of the organization. Because the language rules form the framework within which we have thought and acted up to now. The “problems” of today have arisen from this framework and in order to find new “solutions”, it is necessary to recognize and leave this framework.
We see something that you don’t see.
We look where no one else looks – at the obvious, the unquestioned. In doing so, we do not focus on the unique, but on recurring patterns. In this way, we reduce complexity and make the levers for change visible.
We go in between.
We intervene and interrupt patterns that are not beneficial. We reshape others that have a good core but have become dysfunctional. And we invite new behavior where something is missing. In this way, we enable the organization to overcome its challenges on its own. Because only that is effective and sustainable …
We change communication.
We change who talks to whom about what and when – and thus the organization as a whole. Because the organization is made up of communication. We ensure that the company fits better into its current market environment. In this way, people find a framework in which they can perform their tasks in the best possible way today and in the future.
Academy
Spaces for personal development
We not only ask questions about the what, the how or the what for, but also about the who – i.e. about the person or the observer …
The Academy offers in-house seminars, which are therefore best held outside the company. They are specially tailored to our customers and offer a safe space that provides peace and quiet and distance from everyday working life. Our focus is on enabling each individual to develop within the group: the process of self-education. Because interaction with others promotes personal growth and the development of one’s own potential.
Here we regularly share what moves us or what we have stumbled across.
9. January 2024
Transformation trap no. 1: Gutenberg’s omissions and their impact on change processes
Some errors in transformations are of such a fundamental nature that, once the wrong path has been taken, there is no longer any chance of achieving the original goal. Forgetting …
Educational processes for people and organizations
We invite you to tackle today’s challenges in the way that has always characterized Europe. Maybe it’s just a matter of giving them new forms …
For over 20 years, we have been working intensively on the question of what leadership actually means. In numerous discussions with managers, we have looked at the function of leadership from various perspectives: psychological, systemic, business, neurobiological and philosophical. In the process, we came to the conclusion that Leadership is not a technique, but an art. And art needs education. In our educational processes, we support people and organizations in developing a comprehensive understanding and making the right decisions in order to maintain the vitality and vitality of people and organizations. Today and in the future.
Our view of people
The idea of the individual, probably a European invention, has existed for 2500 years. It has been politically suppressed time and again in the past, at other times and in other places. Today, however, it is acutely threatened by technology, big data, algorithms and social media. And perhaps not so obviously, also by new work processes in companies where the focus is on the team and no longer on the individual as the smallest unit. We don’t believe in it …
Our view of the organization
In systems theory, an organization is viewed as a social system. This view is great and helps us to understand companies better. It also explains the behavior of individuals, because human behavior always takes place in a context and is limited by formal or informal (cultural) structures. An individual cannot evolve if the system does not evolve with them. So it is no wonder that we always think of personnel and organizational development together.
Our view of business
We understand business and are actively involved in entrepreneurial responsibility and as process facilitators. Our clients value us as a sparring partner, not least because of our economic perspective. For us, only one thing is important: business should always serve people and not the other way around. People are not a factor of production and profit is not an end in itself, but a necessary prerequisite for the sustainable vitality of the company. A company that regards respect for human rights, social and ecological standards as the basis of its success.
The big picture: everything is always there at the same time
There is no separation in the world out there. In our heads there is: we can only perceive selectively and therefore it can happen that we focus mainly on numbers from a business perspective, on people from a psychological perspective or on interactions from a systemic perspective. It is important to us that managers can adopt different perspectives, are aware of their own point of view and its limitations and can ultimately assess what is important now before they act responsibly.
