Method
In our training courses, the practical transfer takes place in the seminar. The focus is on the concrete experiences of the participants, which are processed using experience-orientated methods. Learning through personal experience means:
- Long-term, sustainable change
- Concretely realisable strategies and tools
- Little theory – lots of practice
We work systemically and use methods that allow our participants to experience their own behaviour through the eyes of their counterpart. A change of perspective and empathy are therefore important methodological components. We work in a highly process-orientated way, i.e. the needs and issues of the participants with regard to the given topic determine the training. We offer both company-specific seminars and coaching sessions.
Topics
- Leadership
- Support in difficult negotiations
- Transcultural training
- Conflict management
- Team development
- Communication in difficult situations
- Constructive, appreciative communication
Approach
It is important to us not to deliver standardised training courses. Every seminar is different, because every seminar is attended by different people. We assume that there are few patent remedies, because people are different, work contexts and corporate cultures are different and solutions must be different accordingly. Our training courses therefore focus on the issues that participants bring with them, what is on their minds and what questions they need answers to. This leads to a high degree of practical relevance, the participants very quickly realise that they really benefit from the training and quickly implement the content effectively. The result: sustainable change becomes possible.
Leading change management to success: Understanding corporate culture in order to change it change it appropriately.
Publications
Spülbeck, Susanne 2009: Organisationsethnologische Forschung und Beratung: Neue Perspektiven in der Unternehmensberatung
Schwinge, Brigitte und Susanne Spülbeck 2002: Unternehmenskultur und Organisationsethnologie: Warum Ethnologen in der Organisationsentwicklung so erfolgreich sind
Czarniawaska-Joerges, Barbara 1991: Culture is the Medium of Life. In: Frost P. et al. (Hg.): Reframing Organizational Culture. London.
Allaire, Y. und Firsirotu, M.E. 1984. Theories of Organizational Culture. In: Organization Studies 5/3, S. 193-226.
Hofstede, Geert, Neuijen, B., Ohayv,, D.D., and Sanders, G. 1990: Measuring Organizational Cultures: A Qualitative Study across Twenty Cases. Administrative Science Quarterly 35:2, 286-316.
Dewhurst C. Kurt 1988: Art at Work. In Pursuit of Aestethic Solutions. In : Jones, Michael Owen et al. (Hg.): Inside Organizations. Newbury Park.
Das, T.H. 1988. Relevance of Symbolic Interactionist Approach in Understanding Power; A Preliminary Analysis. In: Journal of Management Studies 25/3, S.251-267.
Fiol, C.M. 1989. A Semiotic Analysis of Corporate Language, Organizational Boundaries and Joint Venturing. In: Administrative Science Quarterly 34, S.277-303.
Rafaeli, Anat und Monica Worline 2000: Symbols in Organizations. In: Ashkanasy, Neal M., P. M. Wilderon, and M. F. Peterson (Hg.): Handbook of Organizational Culture and Climate. Thousand Oaks, CA: Sage.