When organisations, SMEs or start-ups go through change processes, the question often arises: Do we need a Bcounselling or a Accompaniment? 

Both approaches aim to make transformations successful, and there are significant differences in their approach. 

Consulting: Technical expertise and strategy development

The Counselling focuses on supporting organisations with specialist knowledge and structured methods. It analyses existing structures, identifies weaknesses and develops strategies to optimise processes. Consultancy often takes place in clearly defined phases and aims to provide concrete solutions or a basis for decision-making.

Typical characteristics of counselling:

• Analysis and diagnosisThe consultants conduct interviews, workshops or surveys to record the current state of the organisation.
• Expertise and best practicesBased on their expertise and experience, they make specific recommendations.
• Solution orientationConsultancy provides concrete recommendations for action, often with a clear timetable and action plan.
• Project-based collaborationCounselling often takes place within a limited time frame with clearly defined objectives.

Example: An organisation wants to improve its internal communication structures. The consultancy analyses the existing channels, develops a new communication strategy and trains employees in its implementation.

Support: shaping sustainable change

The Accompaniment focuses less on external solutions and more on supporting people in organisations in the change process and promoting sustainable developments. The focus here is on actively involving employees in shaping change.

Typical characteristics of accompaniment:

• Moderation and reflectionAccompaniment offers space for dialogue and supports teams in developing their own solutions.
• Dynamic approachInstead of proposing a ready-made solution, the change process is designed together step by step.
• Long-term supportChanges are not achieved with a one-off concept - process support accompanies organisations over a longer period of time.
• Strengthening self-organisationThe aim is to enable the organisation to overcome challenges independently.

Example: An organisation is undergoing a structural change, which naturally has an impact on the culture of cooperation. Instead of prescribing a fixed concept, process support offers workshops, moderates conflicts and supports teams in anchoring new values and working methods.

When does what make sense?

Both approaches are justified - the choice depends on the organisation's objectives and starting position, and we often find that a change is necessary. 

At SOCIUS, we often suggest at the beginning of a collaboration that we can hold individual or focus group discussions with those involved. It is important to us not only to hear the voices of the management or board members, but to have discussion partners from all areas of the organisation. We want to get to know and understand the organisation from different perspectives. As a rule, we write an (anonymised) summary of the discussions and reflect this back to the organisation. This then forms the basis of our collaboration. 

From here, adjustments are often made to the process planning, especially if we learn that the views on the topic under discussion are very different and conflicts are imminent or already active. Then the rule is: relationship before matter! 

This approach is more in line with what is understood by guidance. We don't know at the beginning what will come out at the end, even if the direction has been set. We don't know beforehand how the team will move, what hurdles or enrichments will emerge along the way. And at the same time, we can draw on our many years of experience in and We can fall back on the advice of our consultants and often anticipate what will happen when the team decides to do x. 

Sometimes we compare it to a hike: the hiking guide knows the terrain, is familiar with the trails, has the destination in mind and yet doesn't know what adventures await them that day with this group. The person accompanying the group therefore needs to be confident and flexible so that they can also offer advice if necessary. 

We at SOCIUS also often say: „We can do symphony and jazz.“ As free spirits and philanthropists, we love jazz and improvisation, are curious, adventurous and present in the moment. We accompany. 

As friends of clarity and reliability, we love symphonies. We consider bars, scores, methods and tools to be helpful along the way. Nobody should set off on a mountain hike in flip-flops, and symphonies are difficult to play without a conductor. 

In our experience, our consulting skills are often in demand at the beginning of a process, the usually long middle section is mainly about support, and at the end of our assignment, consulting in the sense of recommendations is often useful again. 

Conclusion: making the right choice

Consultancy is useful when organisations Professional expertise which can become part of organisational knowledge through in-house training, for example. Accompaniment is the better choice when it comes to this, Anchoring changes sustainably and empowering the organisation itself.

Before you decide, ask yourself the following questions:

• We are primarily looking for Knowledge and solutions from the outside or do we want to Shaping the change process yourself?
• Is our problem clearly defined or do we need a Accompanying reflection?
• How important is it that all employees are actively involved on a permanent basis?

Regardless of whether you opt for counselling or support - the decisive factor is that the support you choose suits you and your specific needs.

We can help you to find out in a joint discussion.