The reasons for organisational changes are manifold and range from “hard” aspects, such as the optimisation of business processes and procedures, the improvement of interface management and the increase of flexibility, quality or innovation, to rather “soft” goals such as increasing employee satisfaction, identification, motivation and the ability to learn or the reorientation of power structures or hierarchies.
Typical questions brought up by my clients are:
Employees should act in concert and work together constructively to achieve the company’s goals.
Turbulences caused by changes in the company should be reduced so that all participants can work with confident again.
Conflicts, whether within the team, between two employees or between manager and employees, should be defused and permanently resolved
As an Agile Coach I support your organization in becoming adaptable and self-learning.
The result of this work
adjusted processes in the organization, and on the other hand also
an organization that changes its processes independently as needed.
As part of the process support not only
collaboration will change but also
intrinsic values, beliefs, abilities and
the knowledge of the individual team members in a now self-learning organization.
In the context of agile coaching
I observe and reflect on collaboration models and at the same time bring my practical experience from many different organisations to the table. It helps me to know the principles behind agility not only in theory, but to also recognize in reality their (non-) application and to communicate what I have seen in an appreciative way.
When an organization takes the first steps towards agility, this usually means
a letting go for the management.
less direct instructions,
more decision-making space for the subordinates.
This disengagement however is not a passive “doing nothing” and just observing.
Quite the contrary is the case. As the management gives fewer direct instructions it opens up space to do more on another level.
Set out and shape the context and framework,
promote more direct interactions,
ask more questions etc.
This is a personal change process in which I am happy to support managers and offer them a conscious approach to the associated fears, so that in the end their own (learning) success and the new design options outweigh the fears.
A change in the organization, e.g. through a new strategic orientation or a merger is a delicate change of “key”. This is only possible if all employees play their part in the implementation. I accompany the change in your company – analytically, holistically and systematically.
I attach great importance to the fact that all participants have a clear goal in mind. That they understand why there must be change. That they are motivated to contribute to the successful implementation of change. And that there are realistic timetables.
From my point of view, the following factors are important if you want to be successful in a change management situation:
Clarity with regard to the goals
Participation of those concerned
Change as a constant process of dealing with and adapting to changing external conditions
Transparency about roles, responsibilities and parties involved
Comprehensive, continuous and honest communication right from the start
Closed, decisive and at the same time sensitive action and leadership by the management
difficulties and crisis in the change process to be put on the table – and clarify the issues
fast delivery of first visible achievements and milestones
Most important, in my opinion, is the attitude of the management and its willingness to face the manifold challenges of the change process with all its surprises. This also means being open to learning and understanding one’s own difficulties and fears as well as the worries and fears of the employees.
An attitude of questioning and searching for solutions combined with continuous monitoring of the process creates an important basis for this – also for one’s own credibility towards the employees.
When conflicts do not lead to solutions, ultimately the entire company will suffer. Here mediation helps. As a mediator, my focus is on functioning solutions, whereby I am always neutral towards the conflict parties. I want to achieve a result that is viable and feasible for all parties. Such win-win situations are achieved when the common interest in a solution is greater than in failure.
In the past, mediation has enabled me to solve many dissonances in very different constellations: with individual employees, managers or entire teams.
Requirements for mediation
Mediation can only be deployed when the following prerequisites are met to everybody involved
Participation is voluntary.
Participants are willing to communicate fairly.
The parties to the conflict are open-minded about the solution.
The conflict is confined.
The content of the mediation meetings will be treated confidentially.
The participants are prepared to disclose all the content required for clarification.
Mediation typically takes place in five phases, which cross over into each other in practice. It begins with the preliminary phase with making contact and informing the participants about the procedure. This is followed by the five phases
Kick-off meeting to clarify the mediation topics
Point out the individual participants’ views
Conflict analysis and understanding each others standpoint
Development of solutions and remedies
Making agreements to which the participants agree unanimously
The end result is the implementation of solutions and agreements in practice.