Waltraud Glaeser

In times of digitalization and agile transformation, the appropriate design and motivating architecture of the development or change process are crucial. I understand “change management” as a consciously initiated and intentionally designed change process. This can be embedded in organizational development, but has a clear motive, a beginning and an end. When accompanying (entrepreneurial) processes and developing leadership competencies, I follow systemic principles: In this way, with a view to intended results, those affected change into participants, the organization learns in the process of change to recognize its own patterns and to distinguish whether these are helpful or hindering, and can try out new patterns. Kurt Lewin aptly put my attitude as a process facilitator this way: “For your information, let me ask you some questions.” In this sense, I mean that there can be no right action without an interested diagnosis and that the solution potential is to a large extent already present in the organization itself and often only needs to be catalyzed appropriately.

At the beginning of a joint process, I am therefore always observing, inquiring and understanding, i.e. primarily open, curious, registering, appreciative and non-judgmental. This enables me to find out what is specifically ‘going on’ and which topics need to be worked on. After all, according to Steve de Shazer, it’s all about ‘more of what works’ rather than change per sé. Once the system has gained a better understanding of its origins, persistence and inertia, new possibilities for ‘what to do’ open up. The focus is on motivations and potential initiatives of the stakeholders as well as on the capabilities of the organization itself to change.

My contribution to such management processes is to stimulate and activate potentials for self-organization. And, at the same time, to train the participants in a targeted manner to successfully manage themselves. The conceptual linchpin for all participants is the willingness to assume clarified responsibility – for example, in an organization for one’s own role. Experience shows that such processes usually lead to a sustainable change in the corporate culture and the people who support it.