Change works ... with our Participation
A change process is normally segmented into five phases: analysis, strategy development, involvement of employees/implementation, success orientation and anchorage. This procedure has proven to be successful in most processes we have assisted in. However, that does not mean it is the one and only possible solution to your particular challenges. In fact, it is in our interest to assist you in a way that suits your company.
Phase I: Analysis: Detecting the Status Quo and creating Awareness for the Urgency and Necessity of Change
During this phase we first interview selected employees and create hypotheses on the current situation of the company. We see the interviews as a first intervention – since often through the interview process employees begin to reflect on the current situation more specifically. We then present the hypotheses to our client and then, on the basis of this, discuss and develop further actions. We give feedback on a regular basis with regards to how decisions are being made within the enterprise and what progress has already been made.
Phase II: Strategy: Developing a clear and motivating Vision on where the Company is heading
The "vision of the future" supports all employees in identifying with the company. That is why we try to engage as many people as possible into the vision process.
Phase III: Involvement and Implementation: Communicating Results
It is indispensable to repeatedly communicate the vision and the need for change to all employees. To accomplish this, various platforms and communication channels will be utilized and opportunities will be given to use two-way-communication. All employees should be given the opportunity to bring in their ideas to the implementation and the problem solution. Change must happen in such a way that it can be experienced on an emotional level. Images or working with metaphors and symbols might facilitate this process. At this point of the process we like to work with large groups and use methods that are based on experiential learning.
Phase IV: Success Orientation: Planning and Rewarding short Term Successes
Successes will then be communicated to all employees. Accomplished improvements need to be extended further and the focus should be set upon the accomplishments. (Usually employees automatically focus on what's missing anyhow...)
Phase V: Anchoring Change and Successes
In order to permanently anchor the accomplished change, we introduce systems such as target agreement and feedback systems as well as process documentation, initial training schemes, etc. We, furthermore, measure the success of change processes by means of previously defined milestones and indicators, as well as so-called soft factors, such as employee motivation and involvement of employees.
