I use the systemic approach primarily for analytical purposes. It helps to ‘read’ organisations and their change dynamics and enables me to gain an in-depth and comprehensive understanding of the organisation and its dynamics. The systemic view helps to grasp the big picture and to explore the interplay between the various players and factors. Based on this analysis, I make decisions about how I design my consulting interventions.

In the second step, the Gestalt approach specifically helps me to facilitate and support change in my client organisations. In doing so, I rely primarily on the ‘Cycle of Change’ of the Gestalt Institute of Cleveland. Creating an awareness of change, mobilising the energy for change and dealing with resistance in an appropriate way pave the way for innovative changes off the beaten track, with the aim of achieving the highest possible, concrete added value for my clients that can withstand the daily challenges.

When implementing specific measures, I take elements from agile project management, such as short feedback cycles, continuous learning, flexible control and readjustment in change processes, high customer orientation and transparency in decisions and processes. I embrace the agile principles and am familiar with SCRUM and Design Thinking.

Espeacilly when it comes to creating strong connections between team members or resolving conflict in a team, I add nervous system-based approaches to my work. I also use elements of the Polyvagal Theory to give virtual and hybrid meetings a much more humane and natural athmosphere.