The principles of effective development work are, firstly, a comprehensive
clarification of the task, which is important to ensure the transfer into practice.
Here relationships are detected and analyzed and the causes, symptoms and real
problem structures are identified. This usually happens in discussions with several
company representatives on site. The second principle concerns the involvement of
stakeholders. This is the opposite of the standard approach, which presents finished
solutions, as expert consultants usually do. Focusing early on the participants’ fears
and concerns activates them and creates energy for the change work. By recei-
ving individual and concrete feedback, participants experience a sense of “we are
listened to.”
The third objective is to overcome “thrust and suction forces,” as my colleague
Hubert H€olzl once put it so nicely. Situations are resolved, both internal and
external trends are analyzed together, and a vision is developed. In this context,
and on the basis of future perspectives (trends), the current strengths and weak-
nesses of the participants are considered. Thus the actual work is integrated. The
fourth principle is that any effective development work requires “travelling compa-
nions with energy, endurance and desire.” Yet humor is also important.
4.1.3.2 Corporate Theater and Fishbowl
To demonstrate the diversity of working with a systemic approach, in the following
I will present some methods that we frequently use at the Academy, which need
to be combined with an approach specifically tailored to the needs of the target
group. Although these methods are practiced by coaches and consultants, they are
to some extent also suitable for managers who want to keep their department or
their company on their toes. However, interested managers should consult with the
Academy or other experts about possible risks and side-effects. Sample methods
include:
Trance and sitting in a circle without any “protective” tables. The only thing the
executives have to do is listen. In a monotonous voice the consultants talk about an
intellectual journey through upcoming workshop days, taboos, fears and
apprehensions, verbalize any reservations and risks and then go into the content.
In this way, the typical superficial courtesies and manners that you encounter in
business are quickly left behind. In the next step, issues are focused on, e.g. what
kind of thoughts and feelings did I have here today? Am I really willing to accept
my share of responsibility for the impending change process? What is my role in my
team, my area, my company? How direct is the communication within the com-
pany? How clearly and constructively are conflicts verbalized?
Fishbowl. The customer and consultants form an inner circle of chairs. The external
managers sit in an outer circle and do nothing but listen, thereby sharpening their
perception. The consultants have an interview with the client who both senses their
respect and feels the freedom to truly act as a person. The conversation is conducted
as if it took place behind closed doors. The talks deal with the necessary
4.1 Can Relationships Be Learned? A New Approach to Leadership Development 201