Advising 
organisations

Organizational development & transformation support

Change management comprises targeted measures to transform processes, structures and systems of an organization in accordance with the goals of this organization and to encourage employees to develop further. Prefabricated, standardized answers do not provide solutions to do justice to the individuality of the company and to succeed under the conditions of hyper-complexity and uncertainty.

With these circumstances in mind, our (hypno-)systemic experience and the empirical foundations of work and organizational psychology and neuroscience provide us with effective starting points for successful transformations. We address these by ...

• using the latest scientific findings (including behavioral, learning and organizational psychology) to increase the likelihood of success. 
• adopting the perspective of hypno-systemics and evaluating current patterns of communication and interaction for their usefulness. 
• Observe how organizations and systems react to interventions and draw conclusions about how we can strengthen self-control and self-efficacy. 
• Set up spaces and time for "explore formats", which may also be playful, but which at best allow the beaten tracks of the past to be forgotten. 
• address emotional, cognitive and action-oriented aspects in equal measure and thus create sustainability. 
• work with metaphors and analogies to make the inexpressible tangible. 
• Design levels of intervention in a cross-hierarchical and transdisciplinary way, thereby mobilizing new fields of energy. 
• Consciously define time windows and methods for reflection work so that perspectives can be exchanged, assumptions discussed and new insights gained. 
• Work out what is worth preserving and thus strengthen the willingness to change. 

"Designing change architectures" is a supreme discipline in change management: It is about the planned and flexible design of roadmaps for the development and/or implementation of "the new" in such a way that these processes contribute to viable, sustainable and at the same time expandable results in terms of a strategy - so that those affected find the new meaningful, live it and actively develop it further.

When exactly can we say that a change process has begun? There is no doubt that all diagnostic and analytical procedures are interventions that have an impact on the organization and its employees and must therefore be considered part of a change architecture. Ultimately, every change architecture defined at a certain point in time always remains a "work in progress" concept whose effectiveness must be continuously evaluated in a systemic sense and whose elements must be continually adapted and, if necessary, supplemented.  

Good architectures enable those affected to get involved in a variety of ways, open up perspectives and introduce changes that make a difference (G. Schmidt, personal communication, 2024). They create "bridges" and "stepping stones" that facilitate pattern changes, encourage and promote access to one's own resources. Our hypno-systemic starting points are also useful here because they also address other, more sustainably effective levels of our understanding and experience. 

The communication concept: ensuring orientation in the transformation process

The analysis of successful and less successful change processes clearly shows that targeted communication strategies, clear "change frames" or authentic "change stories" and appropriate storytelling are key success factors in change processes.
A lack of communication or unclear change frames and statements such as "We are driving on sight" have been proven to devour productivity. The question of orientation or "Who knows what? - Who knows more?" usually occupies people more than daily business.
The following graphic shows which elements a communication concept should contain and the likely consequences if these are not addressed.