Let’s start fundamentally and scientifically: Systemic organizational development is based on the systems theory of sociologist Niklas Luhmann.

What does this mean exactly? What assumptions do systemic consultants take as a basis for their work?

• The systemic approach is used to explore according to which (unwritten) rules the organization functions – and finds out which well-functioning processes and challenges may arise as a result.

• The approach is understood as dynamic-processual instead of only looking at a company’s formal, static structure (e.g., organization chart).

• Through a holistic-integrating approach, complex interrelationships within organizations as well as their environment, are taken into account.

• Systemic consulting is participative and includes the views of each member. In this way, a solution can be found that is supported – and lived – by all.

The systemic perspective differs in many ways from the standpoint of classic management consultancies:

• Focus on mechanisms and complex patterns instead of just formal processes and hierarchies. By analyzing open and hidden structures, changes can be initiated more sustainably.

• There is no focus on industry-specific best practice solutions but rather on developing customized processes and solutions that fit an organization exactly.

• Inclusive instead of prescriptive: not prescribing supposedly necessary changes to achieve goal x, but joint development involving employees. Systemic consultants recognize that organizations are experts in their processes and solutions and that change can only come from within. Here, consultants act as supporters to awaken the dormant potential for ideas and change.

• Focus on resources and strengths: Instead of looking exclusively at problems and weaknesses, systemic consultants also focus on existing resources and strengths in the existing system that can be built upon.

That depends entirely on the question, the size of the team or the people to be involved, and the time frame available to them.

In past consulting assignments, it has proven helpful and practical to hold an initial joint workshop after a detailed clarification of the assignment (and, if necessary, further individual discussions to obtain a differentiated picture). The participants could take away initial impulses (and questions) from this. Then, after a few weeks, meeting again and discussing the changes could be helpful. Then, other workshops or individual coaching sessions can follow depending on how many further topics emerge from this.

The best is to arrange an initial (online or in-person) meeting. This offers the opportunity to get to know me and my work – but also, I can also get a first impression of the company or team and the challenge to be worked on. Then, we can jointly consider how the next steps can be sensibly designed based on this. I would be happy to suggest in this regard.