Orientation

Process architectures serve as a shared model of change. They are vessels within which change can unfold and at the same time they are orientation and guardrails that provide security along a still untravelled path.

Holistic approach

A suitable overall architecture is both handiwork and a dip into the creative box to combine different qualities – the analytical view with spaces for encounters, hands-on development work with a transparent decision-making structure. Holism also requires an integrated view of development: structural work without cultural development comes to a standstill; a new strategy cannot fly without structural adjustments; cultural change needs structural practices that bring the „new normal“ to life. Effective process designs weave different approaches and levels into a coherent whole.

Momentum

OE processes require energy. Sometimes it is individuals or small groups who provide the decisive impetus; at other times, it takes the strength of everyone. We provide you with suitable formats to maintain energy and to continuously bring back on board and involve those whose focus remains on the day-to-day business of your organisation.

Ownership

Do you want to get everyone involved without spreading yourself too thin? From surveys and large group workshops to joint management in process groups, there are a variety of proven formats for participation. We work with you to develop a manageable process that takes all perspectives into account and is in line with your framework conditions. Because the most important thing is that participation creates a sense of community, identification and responsibility!

Example

Classic process model

Every organisational development (OD) process is unique, yet we do not always start from scratch. When designing a process architecture, we adapt proven models and sequences to your needs and possibilities.

We use this process model when a change project is complex, but can be easily planned due to a relatively stable environment. It results in a comparatively high overall workload in the organisation (many people are involved in work processes at the same time). If individual interviews are too time-consuming, we also conduct focus interviews with sub-teams or integrate the assessment into the start workshop. The milestone between development and implementation is a formal decision-making moment (e.g. checkpoint by management committees) that should be formatted very clearly.

Example

U-process

Deep transformation requires deep spaces in which we can reflect on our practice and change the underlying values and attitudes. The U-process described by Otto Scharmer offers a helpful framework for this: We accompany the review of existing work realities and the recognition of formative interaction patterns in the „immersion“, create inspiring spaces „in depth“ in which the collective and personal foundations of these patterns can be transformed and moderate the formulation of jointly supported principles of a new practice in the „emergence“.

Example

Agile process model

We use this process model if the development project takes place in a very dynamic environment or if only limited human resources can be freed up for the process at the same time. The sequential processing of construction sites in sprints requires development initiatives to be self-contained and realisable as a project. The rolling planning of sprints enables an adaptive process with an open goal. 

Final thought:

Regardless of whether you meet for one day for a retreat or schedule a year for a series of workshops - development lives in the process, not in the event. The preparation and follow-up of a meeting, the tension between two sessions, the good conversation while tidying up, the sharpened attention and the constant testing of new practices in everyday working life are the essentials - not the post its that hang on the wall at the end of a retreat.