This mostly looks like traditional training for managers and leaders. That´s where “traditional” ends in our offering.
We take a deep dive in the underlying assumptions behind managing and leading people: why organizations and their practices typically look the way they do. It becomes clear that practices dating back to the early 20th century do not work that well anymore. Because of their omnipresence these obsolete practices nevertheless tend to feel like the only possible way to get things done in organizations. Especially so when entire industries operate in the same way. Until some organization acts in a totally new way and succeeds in an unprecedented manner.
The vast majority of organizational development is about trying to improve something that should not be done in the first place. A classical example would be “how to motivate” people who have been dis-empowered and alienated from their work with dysfunctional organizational structures. We should be much more interested in fixing organizational structures than in trying to fix individuals.
We co-create very different solutions with our customers. We are all smart, accountable and active human beings. When we stop “motivating” others and quit telling people what to do with sneaky questions (a common practice often called “coaching”), we can focus our energy in genuine collaboration and achieve much better results with a lot less friction.