Methodology
Our programs ensure that the transition from theory to practice occurs directly within the seminar environment. We center the curriculum on the lived experiences of the participants, utilizing experiential methods to ensure deep integration.
The result is profound:
- Sustainable Behavioral Change: Long-term shifts in mindset.
- Actionable Strategies: Tangible tools for immediate implementation.
- Practical Immersion: High-impact practice over abstract theory.
We adopt a systemic approach and employ methods that enable participants to experience their own behavior through the perspectives of others. Perspective-taking and empathy are thus integral methodological components. Our work is highly process-oriented, meaning that the needs and topics of the participants shape the training in relation to the subject matter at hand. We offer both company-specific seminars and coaching sessions.
Core Topics
- High-Impact Leadership
- Strategic Negotiation & Influence
- Transcultural Competence
- Conflict Resolution & Management
- High-Performance Team Development
- Constructive & Appreciative Communication
Approach
We prioritize the avoidance of standardized training programs. Each seminar is uniquely
tailored, as every group of participants brings different perspectives and experiences. We recognize that there are no one-size-fits-all solutions, given the diversity of individuals, work contexts, and organizational cultures, which necessitates varied approaches.
Our training focuses on the issues participants present, their pressing concerns, and the questions they seek to answer. This leads to a high degree of practical relevance; participants quickly realize the tangible benefits of the training and effectively implement the concepts learned. The result: sustainable change becomes achievable.
Driving Success in Change Management: UNDERSTANDING THE CORE OF ORGANIZATIONAL CULTURE TO SHAPE RESONANT TRANSFORMATION.
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.