Work Methods
Sustainability
Training and consulting without sustainability does not comply with our values. We accompany our clients in their process to solve problems at their root level instead of treating symptoms only. Sustainability is very important to us. It is our aim to work for the long term – i.e. all interventions by us as trainers and consultants have a long lasting effect. A “good trainer” is somebody that is able to guide people in a structured and captivating manner according to their learning process and release a joy of learning in them. Learning means to extend one’s own limits. A whole suite of measures for the sustaining effect of the trainings and coachings are available for our clients. Amongst others they are:
- E-Mail Reminder for 4-8 weeks, Reminder of essential seminar contents via e-mail once per week
- Self obligation/agreement about implementation with oneself, is developed in the seminar, copy to the trainer, reminder by the trainer 2-3 times in the following 10 days
- Self obligation/agreement about implementation with oneself, is developed in the seminar, copy to the trainer’s reporting line; controlled and monitored in the form of a target agreement.
- Follow Up 2 weeks after an advanced course and, if needed, a second reminder after 4 weeks
- Refresher 2-3 months after the training, Field reports, working up of the implementation experiences
- Personal Coaching "in motion" or "out of process"
provocative confrontation
We are specialized in the method of provocative confrontation, as taught by the systemic school. Aim of this method is to use a well thought through and socially well dosed confrontation with truth in order to achieve a certain “disturbance” of a particular behavioural pattern, problem behaviour, hidden conflict etc. This disturbance will bring forth consternation and does not fit into the picture of the “confrontee”. When a person is being confronted with the truth for the very first time, the foundation is set for working together with that person on alternative options. To have self-awareness is important if a person wants to explore new behavioural patterns and solidify new thinking. Through the “annoyance” a reaction to find orientation is initiated (“That cannot be the case!”, “No-one has ever said that!”) which is demanding a “solution”. This solution has to be found in a joint consulting process so that the system once again functions and finds a balance.
Theoretical foundation
We adopt a “pragmatic” and “action-oriented” approach as opposed to “theoretical” and “intellectual”. However our service is based on scientific material which we have used in many trainings and consultations. No matter which instrument is used it is not enough just to transmit theoretical knowledge; Competence to act puts theory into practice, brings about change and advances matters.
Depending on the particular topic our trainings build on the following concepts and theories as for example:
- Systematic approach, i.e.. circular questioning and systemic disturbance
- Coaching and Supervision
- Provocative conflict resolution
- Transaction analysis according to Fritz Perls
- Participant centred interaction (TZI) according to Ruth Cohn
- Experiential education and outdoor training (action/reflection)
- Miscelaneous typologies according to personality diagnoses (MBTI, DISG, HDI)
- Cognitive methods, i.e. Neurolinguistic programming (NLP)
- Group dynamics according to Rosenkranz
- Mediation
Organisational development
In the collaboration with various clients we have come to understand which prerequisites have to be given in order to achieve a proper organisational development. Our approach is system theoretic and based along the lines of changing behavioural patterns as well as disturbing system dynamics. We believe to have discovered in our many assignments that most mistakes made in the disturbance of systems are of a technical rather than an intellectual nature. So for example, change processes or cultural development processes are often implemented in an insensitive manner and thus fail right at the beginning. Or else the cultural developments do not appreciate enough the changes in system dynamics.
Irrespective of whether the organisational development is being implemented bottom up (which we in principle find desirable and legitimate), our projects deal with organisational development based on the following:
- No Organisational development without a clear mandate/sponsoring by the top management
- Creation of transparency about organisational potentials to learn and to grow as far as possible
- Integration of employees
The Behavioural Change Model (BCM)
The Behavioural Change Model (BCM) constitutes the theoretical foundation of our training and consulting in the area of organisational and personal changes and/or improvements. The model describes in detail our approach and which effect our work has on the particular participant. More information in >hier.