Imagine an area of tension in which two polar forces take effect: persons and systems oppose one another in dialectical tension, with the hard factors of the ratio taking effect in both dimensions simultaneously while also being faced by the soft pole of emotions and values.
Our change approach takes these complex correlations into account:
- When change management focuses only on processes (model on the top right), our experience has shown that it always fails. The reason: it ignores 75 per cent of the other relevant factors influencing an organisation.
- An organisational culture (lower right-hand model) in which managers and employees are open to change and are also motivated to shape and implement this change as autonomously as possible is a key factor for success.
- This attitude and behaviour (lower left-hand model) cannot be prescribed. Targeted training and coaching will enable you to gradually build up both and incorporate them permanently in your company.
- Tailor-made, intensive qualification modules also give participants the methods and specialised skills (lower right-hand model) they need to handle change professionally and confidently.