With our organisational analyses you can actively listen in on your company to gain new perspectives, focus on resources and receive in-depth feedback on your organisation as observed from different points of view. Every analysis is a staring point for constructive discussions and may trigger positive change.
You can choose between our different types and topics for your organisational analysis:
Our Life Factor Screening is an online questionnaire that quickly provides you with an overview of the "state of mind" of the entire company or of individual units.
Our Qualitative Analyses demonstrate to you in detail how things are going in your organisation or in your management and recommend effective actions that take the current situation as a starting point.
Resource-centric methods mobilise a positive attitude towards the future and reveal hidden strengths. They focus on solutions and opportunities.
The method we have developed gives an overview of the fundamental issues which managers have to deal with, constantly and on a regular basis, to make an organisation fit and successful. We call them "life factors".
Our online questionnaire puts your focus on these seven life factors.
Life Factor Screening helps you to manage your organisation and make decisions.
It sheds light on the matters that need more attention and reveals resources that can be tapped more intensely.
If everyone in your company gives attention to these topics and factors on a regular basis, frictional losses are minimised and energy can flow more easily towards implementing projects and reaching the goals of the organisation.
Profound change processes consume energy, money and attention - nevertheless, they often fail. A qualitative organisational analysis allows to determine a joint integral view of the initial situation before the change process and of the essential factors that are crucial for success.
During a qualitative organisational analysis we use open-ended interviews to listen in on your company, we observe and we ask questions. Our set of proven socio-scientific methods helps to identify even latent, i.e. subconscious or unexpressed functional factors.
We focus on the organisation and its environments, and not so much on individuals or their traits and relationships. In that way, it is possible to visualise and discuss the topics that are critical to success without the organisation being blocked by arguments about who might be to blame or who might be responsible.
Case study (German): Eine Tiefenstrukturanalyse verändert Führung (Ana analysis of underlying structures changes the management)
Oliver Schrader: Licht ins Führen bringen. Qualitative Führungsanalysen als Grundlage für Veränderung, German (The bright side of leadership. Qualitative management analyses as a basis for change)
Oliver Schrader, Lothar Wenzl: „Die Spielregeln der Führung“ (German)
For every organisation it is a hard and tedious task to achieve changes. Therefore, it is essential for the success of any attempted change to ask how it is possible to mobilise and increase the energy of change, and to make it flow.
Appreciative Inquiry (AI) is at the same time philosophy and instrument of change, which uncompromisingly addresses the strengths, capabilities, resources and potentials that exist in an organisation. The central idea of AI is the notion that any change is most likely to be successful if the largest possible number of resources from within the system are identified and used. AI is one of the methods from the field of "positive change" which is based on scientific principles and has proven itself for decades.
1. A problem is a cause to learn, evolve and change. Therefore, every AI process starts with describing the situation that is called the "problem", the current situation.
2. Behind every problem there is a desired reality, a concept how it should be. We identify this desired situation, which then becomes the focus and the intended outcome of the change process. This conceptualised target will be the benchmark for the entire change process.
3. Starting from the target concept the organisation will then be scrutinised:
The main instrument of this method are "appreciative inquiries", i.e. interviews which can be conducted individually or in a group.
The analysis can be done internally - i.e. by members of the organisation (usually based on a training received from an AI specialist) - or by external consultants.