It becomes more apparent time and time again that managers, executives, project managers, technical experts, personnel developers and other role bearers in organisations, demand competency enhancement with regards to professional consulting. You are in the right place with us if you value field-tested, theoretically sound and pragmatic systemic consulting knowledge.
- Process and specialist consulting
- Empathy and distance
- Multipartiality and symmetry
Read more >>
Systemic organisational consulting
At C/O/N/E/C/T/A we are committed to a systemic organisational approach to consulting. The following aspects describe what exactly this means:
- We always consider all relevant players in a system.
- Everything depends on everything else, the only question is: how?
- We observe behaviour, as opposed to intentions or motives.
- We expect the system to find its own solutions.
- Tensions, conflicts, resistance etc. have an important function within the entire system.
- The system is represented by its leadership.
- Every observation is a construction that is driven by interests.
- Interests and motives cannot be observed, they can be developed hypothetically.
- Hypotheses about intentions, interests and motives must be reviewed and strengthened by further observations.
- There is no such thing as “objective” truth, truth comes about through consensus or repetition.
On the menu, click “Company” to the find the names of some of the key management thinkers that influence us at C/O/N/E/C/T/A.
Process consulting and specialist advice (“counselling” and “advising”)
When we train people to become consultants, we strengthen their skills in process consulting. This means show them how to help other people to seek and find their own solutions. “Counselling” can be clearly distinguished from “advising”. Specialist consultants have superior knowledge in a specific field. Together with the customer, process consultants create the path (“process”) to a solution that is suitable for the customer. Many consultants and experts come to use to build open their knowledge advantage with this special form of customer orientation. For managers, process consulting skills are helpful if they want to teach employees how to develop their own solution proposals (“empowerment”).
World view and methods
The systemic consulting toolbox is full to burst. Many methods are very philosophical because systemic thinking is strongly linked to a particular world view. We at C/O/N/E/C/T/A benefit from being able to explain the, often complicated, systemic theory development in a simple and practical way.
Here are some key systemic-constructivist counselling methods:
- System definition: what do I see as a system and where are its limits?
- The system-environment analysis: the system in relation to its environments
- Systemic questions: questions about gaining and generating information
- Hypthesising: how do you explain the connection between different observations?
- Intervention planning: what does a consultant do to activate the solution in the system?
- System conflict resolution
- Analoge interventions
Empathy and distance
A combination of empathy and distance is very important to us. Empathy is what systemic consultant need in order to be able to recognise unspoken emotions as well as spoken rationality and, if necessary, to put it into words. Distance is needed by systemic consultant in order not to blur the lines between the client system and the consultant system.
Impartiality and symmetry
Impartiality is a core concept of systemic consulting. At the same time, it is probably the theoretical component that is most difficult for managers and experts to integrate into their daily work lives. Impartiality means taking all the perspectives from every player within the system into account equally, as all players have an important function within the entire system. This requirement is easier to maintain as an external consultant rather than with an internal role. But ever with an internal role, it is important to always remember that each player fulfils an important role within the over all system.
On the other hand, symmetry can easily be achieved in any role. Symmetry means that all players meet as equals, regardless of their role within the system. This enables employees and top managers to communicate with each other symmetrically, if they are aware of the differences in their respective roles and the associated responsibilities and are able to address these differences. Interestingly, it is the employees from the lower levels of the hierarchy, where the drive must come from.