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.