Systemic Organizational Development in Berlin... this is how it goes!
"Circumnavigate resistances, get employees on board and have the wind of change at your back."
Do you no longer want to wonder why incredibly good ideas fall by the wayside? Do you want to shape change in such a way that it is accepted by the majority of your employees?
Then systemic organizational development is just the thing for you.
Organizational development and organizational consulting refer to complex social systems in commercial enterprises or non-profit organizations. As a rule, disruptions or stagnation are the reason for seeking professional advice, but also the pursuit of further optimization and innovation.
Systemic organizational consulting is aligned with the values of systemic consulting.
3 reasons for systemic organizational development:
1. sustainable changes (instead of quick solutions)
2. broad acceptance of the results
3. establishment of a constantly learning organizational culture
Your "organization optimizer"
"Identify resources and initiate new strategies and routines via organizational development and organizational consulting in Berlin! I look forward to you, your team or your company and to profitable steps in your personal project of organizational development!"
Possible topics for systemic organizational development and consulting
- change management
- Team development & supervision
- Moderation and workshops
- Executive coaching and management consulting
- Organizational diagnosis
- Professional handling of resistors
- Architecture and design in change processes
- Leadership driven change with selective participation
- Occupational health management (e.g. with PEP®)
"When you want to build a ship, do not begin by gathering wood, cutting boards, and distributing work, but rather awaken within men the desire for the vast and endless sea."
General information on systemic organizational consulting & development
(Systemic) organizational consulting
Here, too, I follow the principles of the systemic basic attitude. In the course of the last few years the shadowy existence of Systemic Organizational Consulting has developed into a successful approach, which is increasingly sought after by consultants themselves when traditional approaches fail.
"Organizational development in Berlin can also help your organization to release new energies."
"Conventional" approaches / "Good concepts that do NOT work in practice"!
Surely you know the classic experience that well thought out and well thought-out things still do not bring the decisive success. No matter whether it concerns commercial enterprises, the public sector or other organisations - often - instead of (systemic) organisational development, the following principles are applied: An organization recognizes a problem for itself. Development processes do not get off the ground. Or a project stagnates without the reasons for this being apparent. A manager has good ideas, but is confronted with the fact that the employees "simply don't go along". They would love to exchange them, but this is not possible. What does "one" do now? - Expensive consulting skills are bought in. In elaborate analyses, weaknesses and deficits are worked out in order to check what needs to be worked on, what needs to be changed, what everything needs to be restructured and how. Then you realize that actually everyone knows where things should go, but the change is missing.
"As your expert for organizational development and organizational consulting in Berlin, I want to show you what systemic organizational development means and does differently."
Why good concepts do not work in practice vs. the systemic view
If somebody has a problem, he looks for the appropriate advice - behind it stands: I have a problem, give me the solution. The alternative would be to accompany the search for the solution, so that the person or system concerned learns to solve the problem itself. As the saying goes: "If I give you a fish, you will be full for a day, if I teach you to fish, you will be full for a lifetime".
A form of organizational consulting that follows these principles aims to make an organization viable and to encourage you to constantly rethink so that you can learn to do it yourself again and again.
Who should do this "learning and self-control through reflection", if not the organisation itself. And who is the organisation if not its members? Who else, if not the people who work in it day in day out?
Only if people on all hierarchical levels are involved, organizational development can work. Otherwise, fronts are often hardened and existing non-functional structures are strengthened.
In my work in Systemic Organizational Development I take exactly this aspect into account. Accompanying coaching for managers and supervision elements are integrated into the process where necessary.
"Make an appointment with me if you want to learn more."
Conditions for the success of systemic organizational consulting
There are several requirements that should be met for your project to work. If you decide to involve me as an organizational developer in Berlin, I will first check with you whether certain success factors are given. Some of these are very important right from the start and will decide whether I accept your assignment or not. This is important for you, especially since you want to invest in a project that pays off, and important for me, since I can only work well if the initial conditions are given.
Constructive organizational development using the example of "journey to Berlin"
- Clear contract or clear clarification of the assignment: Only when it is clear where things are going to go can organisational development be helpful. If the journey is to go to Berlin, then that is a clear goal. If the journey is to go somewhere, then you don't need process support. Clarification of objectives is part of the consulting process.
- The top management is behind it: Only if those who make important decisions are involved can the project succeed. What good is it if you want to travel to Berlin, but your resource providers say they want to go to Timbuktu and don't pay for Berlin's fuel. But agreeing on a goal is usually part of the process.
- Involvement of employees: Only when those affected become participants can energies be released and resources used sensibly. What would the trip to Berlin be worth if Ms. Müller from the secretary's office did not give away the secret tips of good restaurants and Mr. Meier spoiled the mood.
... problems are solutions !!!