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Change management

How does the new come into the world?

The term "change management" gives rise to the hope, even the expectation, to be able to influence the direction, scope and dynamics of change in a purposeful manner. Without such justifiable hope, any management would be pointless. At the same time, however, the lively dynamics of any organization makes it clear again and again that a "loosely coupled system" can never be completely intentionally controlled.

My support of and consulting for change processes takes account of this  tense starting point: It is not aimed at mere external adaptation or superficial technocratic implementation, but at a sustainable, data-based development (evidence-based change), which is anchored in the respective organizational culture, regardless of the specific starting point of your change process (team building, quality management, land use planning, leadership coaching, etc.). The decisive factor is a basic attitude that asks about the possible steps of meaningful change now.

The results of such processes are characterized by four aspects:

  • They are essential, i.e. they are based on substantial, important issues of the respective specific situation of your organization.

  • They are multifaceted, i.e. they are tied back to all stakeholders inside and outside your company.

  • They are holistic, i.e. they take into account key aspects of product, organizational, personnel and team development.

  • They are durable, i.e. they are repeatedly translatable into sustainable processes through the long-term creation of binding structures and can therefore be passed on as experience. 

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