Our commitment at the beginning of every consulting assignment: “When we conclude a consulting assignment, people must enjoy working much more than when we started our assignment”.
The energy and potential development aspect runs through all our consulting activities. At the core of this approach is an inner attitude that treats every person and every organisation with as much respect as possible. With this attitude it is possible to see the commitment and sometimes also human need behind difficult human behaviour. At the same time, this attitude is also associated with the irrepressible joy of being able to watch the growth of people.
Our range of interventions and tools is now huge. We make use of the HSG’s findings on organizational energy, the resource model of the University of Zurich, a wide range of exercises from the large field of positive psychology, and of course the hypnosystemic and solution-oriented approaches of the Heidelberg School.
In simple terms, it can be said that stage development is a response to increasing complexity. 30-40 years ago there were almost only level 3 and level 4 organisations. These were more or less not or only marginally organized. Today the range of organisational cultures extends from level 3 to level 8.
For example, if a manager is doing an MBA, he or she will mainly be training leadership and management at level 6, and will usually try to apply what he or she has learned in the MBA directly to his or her own leadership work without asking too many questions. Whether or not this is appropriate is purely a matter of chance.
The stage model gives both us and the managers a lot of orientation. Where does the organization stand? What level of maturity would the organisation need to be able to meet the demands of the future? Which steps make sense and are manageable?
Organisationen „on the leading edge“ helfen die psychologisch fundiert und gut erforschten späten Stufen um eine reife Ausrichtung der Organisation zu entwickeln. Entlang den Erkenntnissen der Stufenentwicklung kann man seine Organisation sozusagen an den Entwicklungen der Zukunft ausrichten.
Consultants often have the tendency to look at every consulting assignment through the lens of their consulting competence. A classic management consultant will accordingly recommend a special management tool, a leadership trainer will advise on the further development of leadership, a team developer will focus on cooperation in the leadership team.
This list could be continued at will. Systemic consultants circumvent this crux by simply encouraging clients to think beyond the current thinking frame and thus find the solution themselves. However, this is often a very tedious process, for which there is almost always not enough time today.
The integral approach offers a sensible way out. At the beginning of the consultation, all important organizational issues are reviewed for their current maturity. Then the sweet spot is sought together with the entire management team: This is the point from which development happens simply and with ease. This sweet spot consists of a small bundle of soft and hard fact measures. The unmistakable sign that the team has found this sweet spot: Everyone agrees that these are the most important and appropriate measures.
The organization then selects the people who can best manage the individual transformations.
The usual change curve leads through the “valley of tears”. The dark figure of aborts and changes that get stuck in instability is very high. And even if the Change is reasonably successful, the effect is often much smaller than hoped for.
The potential unfolded
On the right side you can see the change curve of projects that are integral, stage- and potential-oriented. The motivation is high from the beginning, which enables a quick sense of achievement. This results in a positive, self-reinforcing cycle. The gain in productivity resulting from rapid, successful implementation is considerable.