Change Management & Reorganisation
„ Humans are afraid of change because they do not yet know the new “
Why do agile and matrix organisation often fail in the transformation process ?
Reorganising a company creates a considerable amount of uncertainty and, in some cases, resistance among employees in the organisation. The change is significant. From a vertical “power” leadership to the horizontal self-organized leadership.
The traditional “privileges” of a boss will disappear as project teams have more autonomy and decision-making power, when teams should not only generate value, but also optimize value for the customer (see also Agile Fluency Model). Due to the structural change and the generational change employees are required and the question of vision and values in dealing with each other are in the foreground. Confidence, mutual appreciation for performance and taking on responsibility in the team is the biggest challenge in the agile “community models” of the digital future.
Most of the money the company is losing durig the transformation is due to its own friction loss. On the one hand, matrix organizations and agile structures often fail because of people who do not identify with the common values and vision, but pursue individual values and goals. They do not act in public interest. On the other hand, interpersonal cooperation is always about questions of power. Again and again discussions are held about who is “right”. And every employee naturally wants to be seen and recognized for his/her competence in content, opinion and organizational position.
Actually, managers and decision-makers want a different situation, but they are bound to take all sides into account and it often follows that ultimately none of the employees takes responsibility. In the worst case, no clear decisions are then made and the agile system practically “eats” itself up.
The management, which carries out a reorganisation to the best of its knowledge and belief, bears a great responsibility, because the old no longer works and the new does not yet exist. Numerous models and options are discussed based on functions and processes.
However, for a new organisational development to be successful, the human being and the recognition of existing conflicts, needs, values , generations and the challenges they pose, is the turning point. Especially in complex matrix and agile organisations with a high diversity of employees, values and cultures.
How to successful implement new agile and matrix organisation structures ?
Through change management workshops we get to the heart of the conflict. We first make people aware (through systemic work) of the organisational conflicts and the beliefs and patterns they have acquired under the ‚iceberg‘ of the existing organisation. The goal is to allow senior management and leading executives to recognize the patterns and uncover what lies at the root cause of the problem of the current organisation. This can be done in teams or in private sessions in order to then develop new options for action. Based on this knowledge, we then jointly develop new organisational structures, models, teambuildings, communiation and “mindset” trainings , taking into account all relevant influences, values & stakeholders.
“If you want to build a ship, don’t round up people to get wood, assign tasks and divide up work, but rather teach people the desire for the vast, endless sea” Antoine de Saint-Exupery
Workshop: Re-organisation – Culture Change – Agile Mindset
Analyzing systemicallythe state of the organisationorganisation of the “is and should be” state
- Identifying conflicts, fears, beliefs & patterns as a basis for new organisational structures & resource distribution
- test future options (leadership, money, investment, customers, employees, partners, competitors, teams and products)
- test of new organisational models & options
Communication and Conflict Training (models, tools & self-reflection)
Communcation competence training ” listening to each other at eye level” Aren’t we already so shaped and conditioned by our education that we believe that a person of authority (teacher or parents) is always right? This conditioning then runs the risk of bringing up feelings of being a child in the adult person that is not heard, perceived and appreciated. In meetings and discussions, the situation often arises that everyone involved wants to assert their own beliefs of doing things, especially in cross-departmental meetings and not consider other beliefs. Everyone wants to be seen with her or his opinion. This can often lead to a power struggle between individuals and the departments meaning that there will have to be a loser! For if one is right, the other must be wrong and does not feel valued. Teams narrow themselves down by trying to be right.It is therefore important to change the culture of discussion in such a way that employees can actually listen more, set new impulses and take up new views. A culture in which they do not discuss who is right, but in which they can open themselves to all sides and in look at different perspectives of the situation in order to achieve the greatest possible knowledge and the greatest possible solution potential together.
- The different aspects of communication and messages ( Johari Windown & more )
- Openness in perception, value-free & message crystallization “Separate the messenger from the message.”
- Illustration of Self and External Perception in a Dialogue
- Transactional analysis
- Communication conflicts & exercises
- Learn the different “I perspectives” and aspects in dialogue and in decisions reflecting
- Conducting value-free employee appraisals and constructive team meetings
- Learning and practicing mindful communication
- Cross-cultural communication & diversity conflict management
Teambuilding through shared values, focus and a new vision as a prerequisite for joy and success
It requires a high level of competence to develop a dream and a vision in which the employees and all players of an organisation can pursue in order to enjoy their work. Agile systems in particular require focus, openness, courage, effectiveness, appreciation, trust and mutual recognition.
- Shared values are the absolute prerequisite for productive cooperation
- Awareness of personal & common team values and vision
- Development of the individual & team potential
- Recognizing the conflict in the system/ team & making people aware of their needs
- Development of new options for action & common vision through creative processes
- Sustainable anchoring & realistic implementation
Leadership Training “Conscius Leaders as role models”
Mindset: The potential to unfold & develop into ones´s own power
Reflection – Blind Spot and the Unconscious
Elaboration of personal & collective negative beliefs into positive beliefs
- Elaboration of personal & conflicting beliefs and values underneath your subconscious iceberg
- Which personality traits get us out of the inner center?
Compensation Strategies & Patterns
- Sharpen presence & mindfulness – Training to a “New State of Consciousness”
Recognizing unconscious needs & unfolding further potential
- Unleashing creativity potential
When the must becomes the will, the ability begins!
The change management workshop can be undertaken in English, German, French or Spanish and in most parts of the world (as required)
Please contact me if you have any questions and to discuss tailor made workshops.
Contact: Victoria Hess, firstname.lastname@example.org or (Switzerland) +41 76 778 5700
I look forward to your enquiry!