Ausbildung Organisationsentwicklung

Wanting to change organizations means appreciating and valuing the culture. "First reconciliation, then change" is an important core insight. Based on this, you can provide effective impulses from within or outside to initiate the process of change. A precise analysis often contains the paths to suitable changes. Craftsmanship is accompanied by Detective Columbo with his curious questions, the formation of theses, and the reading of patterns. Throughout, the systemic guiding principle applies: "Flirt with the thesis, but don't marry it." Here's what you will learn specifically:

• Dealing with traps and temptations Approaching complexity and agility with moderation Generating hypotheses and observations and presenting them in an acceptable way Using change stories

Development needs a path that members of the organization can orient themselves on. "Visions are runways for goals." Even in a complex world, an organization needs target images and future paths. Hardly anything is more powerful than an emotional vision. A personal customer example always impresses me: "We make a modest contribution against hunger in the world every day." - this is stated in the mission statement of a company. We can move around like Alice in Wonderland, who already thinks of six impossible things for breakfast. Here's what you will learn specifically:

• Principles of Change Architecture AI and Organizational Development Future Concepts and Creativity Planning and Conducting Strategy Workshops

The appropriate organizational form and structure at the right time enable the full potential of people and machines to be realized. First, we discuss different models of organizations with their respective advantages and disadvantages, as well as their opportunities and requirements - also in an intercultural context. What matrix do we need and from which structures do we break out similar to Neo? Teams as the central structural element of many organizations are at the center of this module. Increasingly, the complexity of organizational relationships is described, often responded to with simplification. Here's what you will learn specifically:

• Design team processes as the core form of modern organizational development
• Use the instrument of the Team Climate Inventory
• Create learning organizations
• Utilize agile forms of enterprise

Consensus and dissent are both important parts of development processes. Development means striving for the best solution, considering differences to derive the most functional approach, and clarifying one's own positions. We practice this in concrete conversations and group situations so that it does not end up like a war of the roses, where both parties only have the desire for mutual destruction (cf. Glasl). Here is what you will learn specifically:

• Analyzing conflicts Making conflicts between two people discussable Using escalation stages according to Glasl De-escalating conflicts between teams