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Change Management
Change and transformation processes are now the norm in companies and organizations. They have become a constant concern for employees and managers. In many cases, different change processes run parallel, without clear starting and end points. Those who work with this constant change therefore face the great challenge of managing, structuring and proactively shaping complex change processes: Not only must the change itself be guided, coordinated and implemented - the people affected by the change must also be involved in the transformation process through professional and transparent communication. The change must be communicated empathetically, honestly and comprehensibly. Especially at the beginning of the change process, there is a need to unite all those involved in the transformation process with a vision, to overcome fears of change and resistance, and to implement the planned and necessary processes in a specific and goal-oriented manner.
In this context, professional change management and targeted organizational development describes the planned management of change processes in organizations. A planned transformation process includes all aspects that need to be considered for a far-reaching change. Central topics here are: the strategy, i.e. the long-term orientation of the organization; the structure, i.e. the way hierarchies and responsibilities are organized; the processes that comprise the organizational procedures as well as the culture, i.e. the mental mindset of the organization.
The questions that are central to those involved in a change process must be answered: What remains as it is? What will change? What does this mean for me in concrete terms, for my department, for my further job-related requirements and my professional career? What are the global benefits of the change for my company? What benefits does it have for my department and more specifically for me? Only if these questions are taken seriously and integrated communicatively into a transformation process can doubts be dealt with and the motivation for change be generated.
Transparent change communication is essential for organizations and companies in change processes. Without it, entering new territory or refocusing the goal orientation are usually doomed to fail.
Our consulting approach is based on the principles of development-centered organizational consulting, which takes appropriate account of the importance and influence of employees in the context of process-related development. At the same time, we bear in mind that the change process places high demands on the further development of the processes, but also on the employees concerned. They often have to break away from old certainties and predictability, possibly abandoning an old management culture and embracing a new one. Such a change can trigger fears of excessive demands on some employees. This creates potential internal resistance which must be kept to a minimum by means of professional change management.
In addition, person- and development-centered change management aims to create a positive attitude towards the change processes among all those involved in the change process. Consequently, we attach great importance to listening to and integrating the different departments, functionaries and interest groups in the change process. By consistently perceiving the controversial points of view, the commitment and problem-solving potential of those involved in the change is released for a diagnosis and transformation process in which the entire organization can develop successfully.