Researching one's own working, corporate, and organisational culture by the employees themselves. It is the objective to at first recognize implicit assumptions, rules and standards that shape, support or hinder work and actions in the organisation, then, on this basis, to understand and change them for the better.
Sometimes a simple hostel, sometimes a luxury chalet and everything in between. But they are always meeting and conference venues away from conventional conference technology, close to nature, human, professional - Because: Without a special place, there's no new thinking!
The support for executives towards delivering top performance for the purpose of the company or organisation, on the basis of their personal strengths, values and needs.
Developing innovative solutions together with the team, the department, the company, or across various groups. In this, the Common Ground is a vital requirement.
The basis for cooperation, clarified in group, company or organisation, jointly and via direct communication, and thus a key to success. The following are key elements of the Common Ground: 1. a shared vision, 2. a goal that all participants can identify with, 3. intentions, with respect to the goals, that are clear to everybody concerned, 4. shared rituals and institutions, 5. open and honest communication, 6. clear roles and fields of competence, 7. shared values, 8. mutual appreciation, 9. commitment. Malfunction of the Common Ground impedes cooperation.
Discovering Experiential Learning
A practice-oriented way of learning that specifically draws on a person's own experience and only teaches theories as a second step. This strengthens own resources and significantly eases the approach to any theory.
A group between 40 and 2000 people.
It describes the rules, roles and stages of group development, that each team and each group experience. It can be purposefully designed.
Leadership behaviour, anchored in the organisational or corporate culture, ‘taking along’ and leading employees on the basis of a motivating vision and a jointly clarified objective.
High performance team
A team whose members have clarified their work-related interpersonal issues, uncertainties and areas of conflict with each other sufficiently enough, so that the entire energy can flow towards achieving goals (see also Common Ground, group dynamics).
Organisational development, systemic
Strategy for a change of organisational and corporate culture and for the integration of employees in this process. In systemic organisational development, the whole system of structure, processes, roles, responsibilities and relationships within the organisation/company is taken into consideration.
Organisational anthropology, applied
The science of occupational and organisational culture. Applied organisational anthropology conveys a vivid picture of the implicit rules and mental models that shape the actions of members of an organisation and delivers recommendations for practical implementation.
The conscious and unconscious values, assumptions and beliefs, commonly shared by the members of an organisation or company, that determine their actions at work.
Artificial word, composed of the words presence and sensing. It is a term from Theory-U by Otto Scharmer, which describes the trainable ability to use collective perception and collective intelligence for developing sustainable solutions together in a group.
Conclave workshop at a secluded place, close to nature, for developing effective and innovative solutions for strategy, vision and/or cultural change processes, away from work routines.
Im Kontext der Arbeits- und Organisationskultur angesiedeltes, wiederkehrendes und in seiner Ablaufgestaltung klar strukturiertes Ereignis, das dazu dient, das Wir-Gefühl der Mitarbeiter zu stärken, Event, clearly structured in its procedure and recurring, located in the context of work and organisational culture, which serves to strengthen the staff's feeling of community, to provide orientation, and to design changes. Rituals have a meaningful character and they strengthen community. Informed ritual design is an effective instrument, especially in times of change.
Theory U / U process
Integrative leadership approach for global and internal organisational/company change processes. Theory U assumes that effective and sustainable change will only work on the basis of a broad and profound involvement of stakeholders. In the course of the U process, viable solutions are jointly developed and tested as prototypes. In this process, a series of tools and techniques with a participative approach are applied, such as action research, dialogue interviews, mindfulness exercises, exchange in World Café settings, creative techniques, development of prototypes.
Proven workshop technique for groups of 12-2000 people, based on the assumption that there is collective knowledge that can be effectively used for the solution of questions and challenges. Procedure: In several rounds of exchange, at tables with rotating teams, prospects are discussed on the basis of previously prepared questions, and later brought together by facilitation in plenary session.