Wie gehe ich und wie gehst Du damit um, dass alles immer anders ist und wird als vorgestellt und als geplant. Was heißt das für mich selbst privat und was heißt das für mich als Begleiterin oder Begleiter. Was ist Erfolg ? Der Workshop beginnt mit einem »Steinpiel« und entwickelt sich voraussichtlich anders als erwartet..

Sprache / Language: Deutsch
Name / Name: Florian Fischer
Land / Country: Deutschland
Persönliches Profil / Personal profile: Florian Fischer ist Jahrgang 1940. Er war Tischler, Designer, Manager, Professor, Agenturgründer und Unternehmer. Seit 1997 arbeitet er als freier Berater und Publizist, Moderator, Coach. Im November erscheint sein Buch "Der nächste Schritt. Schau mal! Es geht. Geschichten vom Verhältnis zwischen Intention und Intuition, zwischen »ich selbst« und »von selbst«, ein Handbuch für Begleiter und Begleitete".

Wenn der Change ernst wird und greifen soll, melden sich Grenzen und Grenzwächter, die den Prozess strukturieren oder verhindern wollen. Grenzen schaukeln sich auf, polarisieren sich: es wird heiß. Gefühle kommen in den Raum und das ist im Business ungewöhnlich bis Tabu. In der Theorie U sind wir hier an der Stufe zwischen sensing und presencing.

Folgende Fragen werden uns bewegen:
Was tun als Facilitator, der einen solchen Change begleitet? Wie lassen diese Grenzen und Grenzwächter sich integrieren und konstruktiv für den Prozess nutzen? Wie bekommen die auftretenden Emotionen Raum und Bewegung? Wie schafft es der Facilitator den Raum und den Prozess so zu gestalten, dass Gefühle sich zeigen dürfen und die Angst vor der Eskalation in den Hintergrund tritt.

Sprache / Language: Deutsch
Name / Name: Renate Franke und Barbara Zuber
Land / Country: Deutschland
Persönliches Profil / Personal profile: Barbara Zuber und Renate Franke arbeiten seit 1995 mit Führungskräften auf verschiedenen Ebenen und begleiten Unternehmen in Veränderung. Ihre Kunden sind im Schwerpunkt mittelständische Unternehmen. Sie werden oft gerufen, wenn Veränderungen nicht gegriffen haben, obwohl sie logisch richtig sind. Ihr Vorgehen hat den Menschen und sein Umfeld in Organisationen im Fokus. Ziel ist es, die Bereitschaft sich auf das Neue einzulassen und verantwortlich mit zu gestalten zu erleichtern. Die dabei auftretenden Dynamiken und Konflikte zu integrieren sind wichtige Meilensteine auf dem Weg zu einer erfolgreichen Strategieumsetzung. Diese Art zu arbeiten nennen Sie Facilitating.
2007 haben Sie gemeinsam mit weiteren Kollegen die School of Facilitating gegründet und seit dem ca. 80 Führungskräfte in einer 7 stufigen Ausbildung zum Facilitator entwickelt.
Die Trainer kennen mittelständische Unternehmen auf allen Ebenen, vom Geschäftsführer bis zum Monteur, und wissen um die Herausforderungen in den aktuellen Dynamiken.

Change Management in der öffentlichen Verwaltung? Geht das? Es geht gut. Die öffentliche Verwaltung ist nicht change resistent auch wenn dort gescheiterte Projektmanager das gern behaupten. In diesem Workshop haben Sie die Möglichkeit, mehr über praktisches Change Management bei der Einführung der virtuellen Akte und elektronischen Vorgangsbearbeitung für 2500 Mitarbeiter zu erfahren. Darüber hinaus lernen Sie den angelsächsischen Change Management Ansatz von Prosci kennen, der auf best practices beruht und ein rationelles Vorgehen ermöglicht. Prosci ist aus Sicht einer wachsenden Anzahl von Unternehmen weltweit der "best-of-the-best provider for change management methodology, tools and models".

Sprache / Language: Deutsch
Name / Name: Andrea Streese
Land / Country: Deutschland
Persönliches Profil / Personal profile: Ich bin Dipl.-Kauffrau mit Schwerpunkt Personal und Organisation und war als Personalberaterin, Personalleiterin und Projektmanagerin tätig. Insgesamt verfüge ich über mehr als 25 Jahre Berufserfahrung, die ich überwiegend bei internationalen IT-Dienstleistern gewonnen habe. Seit 2006 berate ich Unternehmen bei Veränderungsvorhaben. Ich bin zertifizierte Beraterin für den Change Management Prozess nach Prosci und spezialisiert auf die Umsetzung komplexer Projekte. Neben meiner Beratungstätigkeit unterrichte ich Methodenkompetenz, Strategisches Management und Change Management.
Webseite: http://www.change-management-consultant.de

Passionierter Salsa-Tänzer über Deep Democracy & Change - Interview mit Caspar Fröhlich

Der Workshop hat das Ziel, den Ansatz 'Deep Democracy' darzustellen und aufzuzeigen, wie diese Philosophie im Rahmen von Change Management Projekten Anwendung finden kann. Der Ablauf des Workshopes besteht in einem kurzen Input-Referat und einer Gruppenübung in der man durch die klassichen Phasen eine (prozessorientierten) Gruppenprozesses durchgeht.

Sprache / Language: Deutsch
Name / Name: Caspar Fröhlich
Land / Country: Die Schweiz
Persönliches Profil / Personal profile: Caspar Froehlich ist Unternehmensberater, Executive Coach und Trainer von Deep Democracy Leadership- Seminaren für Führungskräfte. Er ist Mitglied der Redaktion der Zeitschrift 'OrganisationsEntwicklung' der führenden deutschsprachigen Fachzeitschrift für Change Management und Unternehmensentwicklung und lebt in Zürich.
Websites: www.froehlich-coaching.ch; www.deepdemocracy.ch
Twitter: casparfroehlich

Veranstaltungen und Prozesse zu planen ist der Alltag vieler Berater/innen und wir haben alle unsere Methoden dazu entwickelt. Im Rahmen dieses Workshops wollen wir die von mir - angeregt durch die Interaktion im Procederenetzwerk (www.procedere.org) - entwickelte Planungs- und Analysematrix nutzen um ganz konkret die Voraussetzungen für gelingende kooperative Prozesse und Veranstaltungen zu reflektieren. Die Anwendung der Matrix kann meiner Auffassung nach einen wesentlichen Beitrag zur Qualitätssicherung im Design und Redesign leisten. Besonders freue ich mich auf den kollegialen Austausch und darauf, dass auch andere Kollegen/innen uns Einblicke in ihre Methodik erlauben.

Sprache / Language: Deutsch
Name / Name: Oliver Kuklinski
Land / Country: Deutschland
Persönliches Profil / Personal profile: Dipl.-Ing., Stadtplaner, Organisationsberater, seit 1993 selbständig. Leiter und Inhaber des Unternehmens PlanKom in Hannover.
Arbeitsschwerpunkte: Kooperative Prozesse von der Konzeptentwicklung über die Durchführung bis zur Evaluierung; Organisationsentwicklung auch mit Großgruppeninterventionsmethoden im öffentlichen Sektor und im unternehmerischen und wissenschaftlichen Kontexten. Politik- und Unternehmensberatung. Wirtschaftsförderung. Forschung im Stadtentwicklungs-Kontext. Innovative Veranstaltungskonzepte. Lehraufträge und Qualifizierungen, Tagungs- und Konfliktmoderation.

Social Media beschleunigt den Wandel? - Interview mit Claudia Kostka

Das Zusammenspiel von Change Management Prinzipien und Social Media Tools erleichtert es, Hierarchien in offene Netzwerkkulturen (Wisdom auf the Crowd) zu wandeln. Dabei werden Machtverhältnisse neu sortiert, Organisationsstrukturen flexibilisiert, Kommunikationswege neu eröffnet. Doch Achtung: Die neuen Medien erzwingen authentische Führung mit klarer Zielsetzung, stimmiger Vorgehensweise und glaubwürdiger Kommunikation. Anhand von Obamas Wahlkampf 2008 und vielen weiteren Beispielen zeigen wir im szenischen Vortrag inklusive Comedy wie Organisationsentwicklung unter Nutzung von Social Media neu gestaltet werden kann und führen Sie ein in New Enterprise Organisation (N.E.O.).

Sprache / Language: Deutsch
Name / Name: Dr.-Ing. Claudia Kostka, Dr. Angelica Laurencon
Land / Country: Deutschland
Persönliches Profil / Personal profile:
Dr. Angelica Laurencon arbeitet als Unternehmensberaterin, Coach und Gutachterin für KMUs europaweit u.a. berät sie im Social Media Bereich. Sie lehrt an der ESC Management School Clermont. Seit 2008 leitet sie das Berliner Büro von T&C. Sie pendelt ständig zwischen Berlin und Paris.
Websites: www.translate-communicate.eu; twitter.com/angelicalaurenc; twitter.com/a_laurencon

Dr.-Ing. Claudia Kostka ist Change-­ und Prozessberaterin, Trainerin u.a. für die Haufe­Akademie, Geschäftsführerin von Energetic Change sowie Autorin mehrer Bücher wie Change Management, KVP und Coaching erschienen beim Carl Hanser Verlag.
Websites: www.energetic-­change.de; www.twitter.com/energeticchange

Widerstände und Konflikte gehören zu den natürlichen Begleitern von Veränderungsprozessen. Vor allem können letztere die notwendige Veränderungsenergie „rauben“ und bringen – nicht selten – damit ganze Vorhaben zum Erliegen.
Nach einer kurzen Einführung stellt dieser Workshop unterstützt durch Beispiele eine Leitlinie zum Umgang mit Konflikten bei Veränderungsprozessen vor. Ein wichtiger Aspekt sind hierbei unter anderem neurobiologische Mechanismen, die erst seit jüngerer Zeit bekannt und nachgewiesen sind.

Sprache / Language: Deutsch
Name / Name: Reinhold Poensgen
Land / Country: Deutschland
Persönliches Profil / Personal profile: Reinhold Poensgen, MBA, Diplomingenieur Elektrotechnik, leitet seit mehr als 10 Jahren Veränderungs-, Strategie- und Prozessoptimierungsprojekte bei Beratungs- und Industrieunternehmen mit Branchenschwerpunkt Automobil- und ITK-Industrie. Zuvor arbeitete er langjährig als Projektleiter in der Halbleiterentwicklung bei Industrie- und Forschungsunternehmen im In- und Ausland.
Er ist leidenschaftlicher Moderator in Gruppen- und Veränderungsprozessen und entwickelt und adaptiert hier Methoden in puncto Change Management kontinuierlich weiter. Sein besonderes Interesse gilt dem Schul- und Bildungsbereich, dessen Wandel für ihn eine der großen Herausforderungen unserer Gesellschaft darstellt. Seine Expertise weitet er aktuell in Konflikt-Coaching und Mediation sowie bei Großgruppenverfahren aus.

 

Leaders and their consultants often have implicit stories about change in their heads. They use them as their own point of reference for decisions and actions during the course of change. How do you make these stories explicit? How can you work on strengthening these stories with your client or with a management team? How can you use a story for communicating and co-creating with the client system? In this workshop we will work with a general model that helps to construct a story for change. We will also investigate common failures to develop strong stories for change. Case material from participants can be used as work material or we use material from my own practise.

Sprache / Language: English
Name / Name: Dr Kilian Bennebroek Gravenhorst
Land / Country: The Netherlands
Persönliches Profil / Personal profile: Dr Kilian Bennebroek Gravenhorst is a management consultant. He advises both public and private companies in different kinds of organizational change processes, varying from mergers, to culture change and organizational development. His focus is on the human side of change. In addition he is an associate at Sioo, an interuniversity center for organizational change and learning. At Sioo he teaches in post graduate programs that help practitioners improve their professional competencies. Kilian worked at the University of Amsterdam for over 10 years. He did his PhD on a study of barriers and success factors in complex change processes. Following this study, he developed the Change Monitor, an intervention for monitoring and improving change processes. An international network of certified consultants now work with this intervention.

How to get people energized? - Interview with Paul Tolchinsky

Organization and management concepts are deeply ingrained in today’s businesses. What is called for are more flexible, innovative, and dynamic answers that enable organizations to achieve their capability and be more attractive to employees.
In this workshop subtitled “A Revolution of Positive Leadership” the participants gain insight into the new developments in appreciative thinking and leadership. During the program we provide the models and most important instruments before you and offer concrete stimulations for the conversion from traditional management to Appreciative Leadership.
Topics Include:
• How can you unleash the potential in your organization?
• Focus on reshaping your strategies, structures and processes to implement rapid innovation
• Understanding and tapping the sources of energy in your organization
• The Leadership Map: Leadership modern overview of the essentials of Leadership in the 21st Century
• Bases of the systemic thinking and principles of systemic leadership
• Communication as a core business: - Instruments: Question technology and other methods - communication processes - professional communication tools for uncovering the hope, potentialities and talents of the organization
• Proven examples and case studies

Sprache / Language: English
Name / Name: Paul Tolchinsky
Land / Country: Austria
Persönliches Profil / Personal profile: Dr. Tolchinsky has been consulting to major public and private corporations around the world for the past thirty-five years. He has extensive experience in creating and implementing business strategy; managing and facilitating large system change efforts; new plant design and entrepreneurial start-ups; and redesigning and restructuring organizations (both public and private). Paul's expertise is in the design of organizations, applying sociotechnical principles and Whole-Scale™ Approaches to the process of change in organizations. He is internationally known as a pioneer in the development of Whole-Scale (Whole System) Approaches to change.

The workshop details an exciting and innovative methodology for engaging staff in organisational change. We take a step by step approach to describing the methodology using a unique case study from Virgin Atlantic. By involving a microcosm of the whole organization [everyone with a vested interest in the outcome], the airline was able to design and implement a robust new product development process. Tapping into the experience and wisdom of employees enabled Virgin Atlantic to not only adopt a new way of doing things, but delivered the will to change literally overnight.
We go on to describe how this methodology has been successfully applied [subsequently] to numerous other critical topics within Virgin such as; determining organisational vision and values; strategic planning and deployment; and finally to the discovery of the determinants of employee engagement.

Sprache / Language: English
Name / Name: Moira Nangle and Paul Tolchinsky
Land / Country: United Kingdom
Persönliches Profil / Personal profile: (see profile Paul Tolchinsky above)
Moira Nangle is a creative, perceptive OD professional with qualifications in Training, Counselling, Coaching and an MSc in Organisation Development. She has Board level experience in the commercial, public and voluntary sectors. In her role as Organisation Development Director at Virgin Atlantic Airways she brought a firm focus on the role of employee engagement in delivering customer value. She is particularly interested in helping organizations take an appreciative strengths-­based approach, believing firmly that  problem-solving approach only tackles that which is seen as not working, rather than helping business take a quantum leap forwards.

Paul and Moira have worked together on a number of initiatives since the late 1990s. Our interventions have ranged from creating and deploying a new product development process to employee relations initiatives, organisation design efforts and the creation of organisation values and employee engagement. Our combined internal and external experiences have created powerful solutions that are practical, simple and easily replicable.

The workshop will examine two to three examples of organizations that have used intentionality of place as a tool to effect change. Following an overview discussion of the places a summary of the models of place as a means to effect change will be presented and used as a basis for discussion on how to develop change models incorporating place as a key element.

Sprache / Language: English
Name / Name: Dr Doug Gilbert
Land / Country: USA
Persönliches Profil / Personal profile: Doug Gilbert first presented at the Berlin Change Days in 2010 and was ready immediately to come back based on the value of content and discussion. Doug is the College Campus Chair of the University of Phoenix School of Business at the Colorado Campus of the University of Phoenix. In addition to this role he serves as a city council member for the City of Castle Pines, Colorado, and was one of the City’s founders in 2008. He is also active in the Management Education Division of the Academy of Management and is trained as a accreditation examiner for the Accreditation Council for Business Schools and Programs (ACBSP).
His change management experience includes significant roles in the Sandoz and Ciba-Geigy merger to form Novartis where he acted as second in command to the merger integration team for the Novartis Crop Protection business. Later he served a strategy and transformation consultant for Cap Gemini Ernst & Young for a range of clients in the chemicals and pharmaceuticals area including the formation of Syngenta AG.
Doug hold a Doctor of Business Administration degree from the University of Phoenix, a Juris Doctorate from the University of Iowa, and an MBA from IMD in Lausanne, Switzerland. His primary research interests are change and transformation and especially the role of education in the creation and success of sustainable social enterprise in developing countries. He is working on a book on sustainable social enterprise using a model of strategic change called SELSA®. His website is www.douggibert.net.

Social systems, i.e. organizations, that go through change experience a phase of liminality. The characteristics of this phase is the fluidity and co-existance of different frames of reference as the cognitive landscape needs to adopt to the new circumstances. People experience betwixt- and betweenness, high ambiguity and insecurity (V. Turner). Consultants and managers that guide or leverage change face the challenge to manage this phase of ambiguity and the impact it has on the members of the organization. The workshop will introduce the concept of liminality as well as the challenges that go along with leveraging change/liminality and managing it and reflects on the role of different interventions to introduce and close phases of liminality and change. We will illustrate some measures to prepare and deal with people that face change.

Sprache / Language: English
Name / Name: Ute Clement and Jacques Chlopczyk
Land / Country: Germany
Persönliches Profil / Personal profile:
Ute Clement established Ute Clement Consulting in 1995. Her passion is the facilitation of change processes in international companies. She has more than 16 years' experience in the initiation, conceptual planning and implementation of international projects. She used her expertise while working as an employee at Daimler AG where her responsibilities included the topics 'development programmes for managers' and 'intercultural management'. A host of different people, companies and mentors have accompanied her during her career to date. She has continuously detached herself from the status quo and realigned herself anew. Today, she is a seasoned consulting professional who has lost nothing of her spontaneity or flexibility. Ute Clement holds a university degree in psychology, is a qualified banker and completed further training courses in systemic therapy and consultancy (SG). She is licensed to use the Cultural Orientation Inventory (TMC) and gained qualifications in NLP, group dynamics, psychodrama and intercultural management.

Because change is a journey the uncertainty brings forward sabotaging forces of fear, interpersonal conflict, political infighting, paralysis, stagnation, apathy, or cynicism. Almost always, one can trace these problems to a breakdown in trust for moving forward. It not only destroys collaboration, it also inevitably creates some degree of misery, annoyance, fear, anger, frustration, resentment, withdrawal and resignation.
In contrast, in successful teams/organisations & change programmes, where people are innovative, engage in productive conflict and debate about ideas, engage in reflections and dialogue about their achievements and challenges ahead and have fun working together, one can find strong trusting relationships.
Having the trust of those you work / you are engaged with in a change process is too important not to be intentional about understanding, building and maintaining it.
Yet how do you measure trust, either at the beginning, during or at the end of a change intervention? What models of trust do you use during a change intervention? During this session we will explore how to develop and use trust models at different levels (individual, team and organization) to navigate through uncertainty of a change journey.

Sprache / Language: English
Name / Name: Carl Dolan and Eldisa Zhebo-Lloshi
Land / Country: United Kingdom
Persönliches Profil / Personal Profile:
Carl Dolan currently works as a Programme Change Leader on a £1bn transportation project in London. His primary outcome is to create a collaborative culture than brings success at individual, team, business & societal level. He has 30 years of business expertise in areas where people matter - organisational change, people development, action learning & executive coaching - creating an environment where people think big rather than small. Carl is particularly fascinated & inspired in equal measure by the profound impact that trusting & being trusted has had on him personally and those close to him, as well those he works with. He looks forward to exploring the world of trust with you!.
Eldisa is the founder of the Institute for Change and Leadership in Albania (ICLA). She holds a MSC in Communications from the University of Tirana, Faculty of Philology and is completing a Master of International Relations with International University of Struga, FYROM. She comes from 15 years of professional development experience at managerial level. She is also  experienced as a trainer, consultant and facilitator working for private and public organizations. She is a passionate people person, and she feels great when there is a dialogue; "the more you get into it, the more you'll learn and discover". As a change facilitator she is one of the very few in Albania and also a member of internationally and regionally recognized bodies with regard to change and facilitation.
Website: www.icla.co

Your attitude speaks volumes before you utter a word. Like your shadow, you often are unaware of it. Your attitude permeates everything about you: the way you think, the tone of your voice, what words you choose, and even how you move your body - your body language. While you may think that your thoughts and feelings are purely private, your body is mirroring and in fact is speaking your mind. What you are thinking and feeling gets translated into your body language that is always speaking to others. In addition you create mind molecules that impact your biochemistry and are transmitted to those around you. In this experiential workshop we will be exploring how positive or negative intention impact you personally and how you can intentionally choose to create a positive experience for yourself and those around you..

Sprache / Language: English
Name / Name: Jim Peal
Land / Country: USA
Persönliches Profil / Personal profile:
Jim Peal PHD is an expert in architecting and managing organizational change, and transforming dysfunctional leaders and groups into high performing executives and teams. Jim coined the term Real Conversations and has trained thousands of executives and health professionals and worked with hundreds of corporate teams globally across the Pharmaceutical, Biotech, Manufacturing, Utility and Retail industries in his 20 plus year consulting career.
Website: See Jim Peal at HR Conference Singapore

We would like to invite you to a learning journey let by the following questions: How can we create knowledge networks by appreciating what we learn from each other? What if we stop promoting ourselves and make a shift to value the people who share their knowledge with us? Is our private and business world ready for a new way of knowledge networking, ready to identify the people who share knowledge best rather than being good at promoting themselves? When we were growing up we discovered the world in little adventures, surrounded by our playful friends and the wisdom of our grand mothers. We never questioned how we learn. It was the most natural thing to learn from the people around us and we appreciated it. And this has never been a one-way learning. Later in school and university acquiring knowledge became more and more a duty and factual knowledge was king. In our professional lives, we invest a lot of time in acquiring knowledge and promoting our skills. In our society, knowledge has become a competitive advantage and collecting and promoting it appears to be the world championship everyone is interested in. But wait! Let’s stop for a moment and take a deep breath.? What has actually changed? We still learn from the people around us! It’s just that the number of people has increased with whom we are connected. What if we appreciated more the people we learn from? What happens if we tell more often that we’ve learned from someone and what could that mean for organizations and society?

Sprache / Language: English
Name: Jörg Fehlinger und Karen Schmidt
Land / Country: Germany
Persönliches Profil / Personal profile: Jörg and Karen are Co-Owners and Managing Directors at Becota. Jörg has been working as a Business & IT Consultant for over 10 years in various industries. Before joining Becota he has established and managed the international consulting branch of a German software and consulting company in London. His consulting expertise is specifically characterised through multi-cultural management as he has worked on many international projects in Europe, North America and Russia.
Karen's academic background is in business and innovative learning. Before joining Becota, she held a variety of positions in consulting, sales and international management. As a consultant, Karen aims at connecting different cultures and perspectives within organisations to create sustainable project results. Her assignments have been mostly within large private sector companies and European public administrations.
Website: www.becota.com

“You can argue ‘til the moon turns blue, but you’ll never get him to change,” or, at the other end of the scale, “She changes her mind at the drop of a hat.” Extremes, maybe, but they demonstrate the fact that people are different in the way they approach and respond to change. Some see change as an exciting adventure, a challenge; others as a threat, something to be avoided – but why the difference? What provides the foundation that creates the ‘run and hide’ or ‘embrace with open arms’ reactions, or the multitude of intermediate behaviours that manifest themselves as a result of different perceptions of change?
People are different, and they behave differently towards an encounter with change. But what of change itself? We can define four broad stages through which the change cycle passes; each having a very different potential for engendering or triggering different responses.
In this workshop we will examine and discuss differences in behavioural style in the context of different stages of the change cycle. The objective will be to produce a change management model indicating how best to support individuals of different behavioural style through different stages of the change cycle.

Sprache / Language: English
Name: Chris Warren
Land / Country: Ireland
Persönliches Profil / Personal profile: Chris’s substantial experience in Human Resources Management and Organisation Development has been gained in both the UK and Ireland, in a broad range of commercial, industrial and not-for-profit sectors covering both public and private organisations. His work has covered both operational and administrative functions and the application of strategic thinking in support of organisational development plans and creation and maintenance of high achievement culture. Much of this has been in the shift in culture from hierarchical organisations to flatter structures based on effective teamwork, empowerment of stakeholders, leadership skills and the creation of an environment where responsibility is taken rather than authority given. Achievement has been founded, of necessity, on a clear and comprehensive understanding of personal and inter-personal behaviour and skill in change management for individuals, teams and whole organisations.
Websites: www.pods-ireland.com, LinkedIn Profile

How can enterprises change to adapt to new social interactions in an unpredictable environment? Traditional geographic, physical, and time notions are all challenged, and so are the traditional business relationships: today’s clients may be tomorrow’s partners or yesterday’s competitors. Generation Y is challenging the traditional boundaries of influence and power, we are witnessing the breakdown of the “Command & Control” model and social media and communities increasingly define the company’s reputation.
Questions that we will explore together in this workshop include:
• Which enterprise frontiers are currently challenged?
• As a reaction to this, what should the enterprise “let go”?
• What opportunities can we identify in this new organizational paradigm?
• How can we organize and manage the transition?
• So how can the enterprise prepare itself for this new reality?
Certainly, recipes from the past will not help in defining the future!

Sprache / Language: English
Name: Christian de Neef
Land / Country: Belgium
Persönliches Profil / Personal profile:
* Christian de Neef describes himself as seasoned business consultant, project director, working at the crossroads of innovation management, knowledge management & learning organizations.
* Christian is owner & lead consulant at Fast Track
* He is also involved with peer-to-peer projects in developing countries and a strong believer that social media can drive social change (sm4sc).
Website: cdn.fasttrack.be

Behind every word, we have our own images and experiences. These influence our behaviour. Clean Language gives you a way to find out about how other people perceive 'reality', by giving you a set of Clean Questions (questions that will not allow you to stick on your own perceptions), and by developing and using your client's metaphors.
Finding out about an organisations' metaphor for a change process, or about their desired outcome of this change, provides a 'quick way in' to underlying patterns, truths and structures (like a 'zip file', metaphors contain lots of information in a compressed form). Formulating metaphors with (a part of) an organisation, provides a clear frame of reference, a shared reality and a shared language to use in the change process.
In this workshop we will:
• Explore our own metaphors for 'successful change processes'
• Using and practicing with some of the basic Clean Language questions (as developed by David Grove)
• Experience a short & sweet version of an Alignment process
• In the process, find out more about the underlying assumptions in our own perception of change
• And how these influence our perception of change processes we are involved in

Sprache / Language: English
Name: Drs. Wendy Nieuwland
Land / Country: The Netherlands
Persönliches Profil / Personal profile: Drs. Wendy Nieuwland has been working as a management consultant and change facilitator for 14 years, after a masters in Communication Science. She has worked with both public and private companies, focussing on how to make the desired changes come to life within the organization. She focusses on the systemic characteristics of organizations; on the interaction between people, parts of organisations and desired outcomes and behaviour. Wendy has started working with Clean Language & Systemic Modelling since 2005, finding it has become more and more an integral part of her approach, also in combination with other methods.
Wendy is one of the three partners of 'Gewoon aan de slag', the organisation that has translated and delivers the Dutch version of Clean Language training Modules up to Certified Facilitator. They have developed a number of applied modules, and work with the founders of Clean Language in the UK to keep developing the methodology.
Website: www.gewoonaandeslag.nl, LinkedIn Profile

Der Visionär, der Katalysator, der Coach (see below for the outline in English)
In Zeiten ständigen Wandels fällt den Themen Führung und Kommunikation in Unternehmen und Organisationen eine entscheidende Rolle zu.
In einer Verzahnung von neuesten wissenschaftlichen Erkenntnissen, praxistauglichen Werkzeugen und praktischen Übungen vermittelt dieser Workshop

• Prinzipien der Kommunikation
• die Fertigkeit des Zuhörens
• unterschiedliche Feedback-Bedürfnisse
• die Macht  positiver und negativer Intention
• Wege und Selbstcoaching-Tools vom Drama-Dreieck ins Leadership-Dreieck
• Rapport
• „Echte Gespräche“ und die Zutaten dafür

Beim Durchlaufen dieser Schritte und Inhalte wird klar, dass Führung in jeder Situation und aus jeder Rolle heraus gesetzt werden kann. Konstruktive und Lösungs-orientierte Kräfte werden in jeder an der Kommunikation beteiligten Person freigesetzt und damit eine wertschätzende und erfolgreiche Kultur und Umgebung erschaffen.

Mehrere tausend Mitarbeiter der US Administration haben dieses Programm durchlaufen.
Dieser dynamische Workshop wird diesmal simultan in Englisch und Deutsch geleitet.

The Visionary, The Catalyst, The Coach
In times of constant change leadership and communication within companies and organizations have a crucial role.
Integrating the latest scientific findings, practical tools and exercises, this workshop provides:

• Principles of Communication
• the skill of listening
• different feedback styles
• the power of positive and negative intent
• Ways and self-coaching tools from the „Drama Triangle“  to the „Leadership Triangle „
• Rapport
• "Real Conversations" and the ingredients for it

While moving through these steps and topics it gets clear that leadership can be chosen in every situation and in every role. Constructive and solution-oriented forces are released in every person involved in the communication and thus creates a respectfull and successful culture and environment.

Thousands of US Government employees have gone through this program.
This time this dynamic workshop will be conducted simultaneously in English and German.

Sprache / Language: Deutsch
Name / Name: Eriko Kopp-Makinose
Land / Country: Germany
Persönliches Profil: