Those who occupy themselves with change cannot avoid engaging with the change process that changes the world. Since Darwin this process has been described as ‘evolution’. A phenomenon is described thus, when ‘something’ unplanned for arises, which has stability. A coincidence becomes a necessity, as expressed by Jacques Monod. Something which happens is re-utilised, gains …
Ignorance is commonly undervalued. In a world which becomes ever more complex, where all knowledge is easily obtainable, and systems are overrun with information, ignoring becomes more and more important. Organisations, teams and people are quickly overburdened when they lack ignorance competence. This is inefficient and ineffective. He who ignores something, must be able to …
If the thesis is right, that, there are no objective criteria in order to decide between the poles of the guiding processes, then the search for a fitting way becomes a type of feeling one’s way situationally. Therefore, decisions about the guiding distinctions always occur under ‘this as well as that’ conditions, under the caveat …
The existential (consultancy) method is based on the assumption that people can only change when they can experience something. The psychologists call this process-related activation. Many people, however, try to solve their problems with thinking and talking. It is possible, though, to talk about fear without activation of those areas of the brain, in which …
The coach needs an orientation during work, which allows him to create correlations, to form and hold a focus, to separate the relevant from the non-relevant and to express it concisely: i.e. he must understand. For this, he requires information on all levels (verbal, non-verbal, own resonance). In addition, he needs a diagnostic concept about …
Working phenomenologically in coaching means that one does not primarily evaluate events via concepts, cognitive constructs and intellectual presumptions (=contents), but rather, occupies oneself, as much as possible, without prejudice and judgment with that, which the person being coached, reveals. In coaching this means that one begins with several assumptions: • The person being coached …
The underlying thought is quite easy: No one can be human on their own. Where there is no community, there is no individuality either. Being a person is always based upon being in relationship to others. Being in relationship to one another leads to a constant flow which determines life, and which cannot be held …
This theory is not intended for scientific purposes, but rather it wishes to offer a way of engaging associatively and playfully with a consultancy approach which deals differently with the many unresolved questions in consultancy work, and which, in its thinking, interlinks many varying and disconnected theories. We wish to stimulate your own thought processes …
By now systemic has become a meaningless label, because too many different variable, incompatible and superficial things are hidden under it. Nevertheless, we describe a certain way of working as systemic, because we consider this method as indispensable. What do we mean by this? Systemic (not system theoretical!) is a procedure which takes into account …
The systems theory of the Bielefeld School (N. Luhmann, P. Fuchs, D. Baecker, F. Simon, A. Nassehi, O. Jahraus, W. Vogd, R. Wimmer) is an essential benchmark and reference point for our metatheory of change. It is the most detailed, and elaborate theory, which does not take its stance from the unity, clarity, unambiguousness of …