Those who recognize the need for change and quickly prepare themselves for it are likely to be successful, provided that they are able to fully involve the people around them (department, unit, team, employees) in the change process.
 
In recent years, many companies have undergone a range of takeovers, restructuring processes, mergers, downsizing and consolidation of individual units and departments. As a consequence, many managers and staff have become immune to further necessary change.
 
We have extensive experience in designing, supporting and optimizing change projects at companies and organizations. Handling objections and resistance in a respectful and constructive manner is a key success factor for any change process.

All of our project-related activities are based on the "Four Factors of Change" model that we developed in collaboration with a task force at a major automotive manufacturer. The model is based on the idea that even the most complex change processes involve the same four factors. The following factors must understood subjectively - in other words, from the perspective of those who are expected to change:
 
1. The attractiveness of the target situation
2. The consequences of doing nothing (particularly the psychological strain)
3. Subjective assessment of one's own knowledge and skills
4. Subjective assessment of whether the environment will provide support
 
Each of these factors must be taken into account, and we work with precise tools to recognize specific opportunities. However, one of the four factors clearly dominates.
 
Would you like to know which one? For more information on this topic, you can either read the interview with Dr. Hans W. Hagemann (CEO at Munich Leadership Group), or simply contact us. We would be pleased to help you find out how you can save a lot of time and money in your change process.