The core of our development work is made up of customized learning paths and process architectures that pick you up where you are and accompany you part of the way to a goal defined by you. Learning is not just theory work for us. Nevertheless, we are fans of theories. Because theories, by their perspective lifted from everyday work, allow reflection on work situations and derivation of functional behavioral experiments. Good theories are not complicated, but they allow a change of perspective. Of course, all theories are gray. And yet we would like to offer them here, as in-house seminars or impulse lectures at larger events. In addition, we offer learning paths for the three levels of our understanding of leadership. And, of course, we continue to offer the customized solution for your challenge. All our interventions take place on request, gladly at a third location.

Communication

Communication is at the heart of collaboration and leadership. It is the instrument for reducing complexity. In production, complexity can be measured: by the error rate in the production chain. Complexity reduction is not achieved first through technical competence, but through targeted, efficient and effective communication. Good communication is also central in the public sector: it reduces the error rate and increases the health and motivation of all employees. We teach the basic coordinates of good communication, practice reflective listening and effective saying, and delve deeply into the psychology of understanding in the tension between habit and empathy. This seminar teaches what should be said, how, when, where and with whom, how feedback works and what rules to follow in conflicts. It is divided into two day modules. The first day is about understanding human pitfalls: why is it so hard to say what you think? The second day is about systematically removing obstacles on the way to successful communication.

Systemic thinking

Whoever presents systemic or system-theoretical thinking today usually comes from one of two schools: on the one hand, the psychological-process-oriented one, which fills the toolbox of systemic coaching. And on the other side the sociologists, who based on Luhmann’s theory of organization have derived a set of very simple and very practice-oriented framework models for organizations. On the one hand it is about the design of accompanying interaction processes for individuals, on the other hand it is about turning the right screws in larger social structures. Similarly, both schools rely on a common theoretical foundation of constructivism, autopoiesis and cybernetics. From this follows in one sentence that personalities as well as organizations create and maintain their own reality, which is reflected by habits in doing and experiencing. A systemic intervention now tries to irritate this habit (disruption) and then to replace it along a certain logic of organizational development by new and more functional patterns.

This way of thinking is mostly irritating but highly effective in shaping interaction processes. We offer this way of thinking. The dose makes the poison: from a key note to a 6×2 day program, everything is possible here, each tailored to the target group. Who can benefit from this?

1. executives, because countless instruments for successful everyday leadership are included.

2. human resources managers, because they can base their work on a systemic model and thus increase their effectiveness.

3. talents, because professional know-how meets process knowledge, which otherwise only the old hands have.

4. board members, because they have a theoretically sound understanding of their company’s interrelationships and can thus make changes precisely, appropriately and in the right order.

We always start with the central systemic figures of thought and their implications. We will also look at the history of systemic thinking and systemic consulting. Then, depending on the target group, we will go through the more organization-theoretical topics such as strategy work or organization design, or the more interaction-practical topics such as leading conversations and intervention. In either case, we will irritate previous thought patterns. And together create a new possibility space that maximizes your effectiveness in everyday work.