[ultimate_heading main_heading=”Considering all three dimensions in consulting” alignment=”left”][/ultimate_heading]

It is our declared goal to support organizations in identifying internal and external challenges at an early stage and to develop adequate process architectures that set the course for foresighted self-renewal. The 3rd mode of consulting differs fundamentally from the traditional form of expert consulting, in that, in addition to the processing of the content-related dimension, the social and time dimensions are equally considered, synchronized and integrated into the architecture right from the start.

3rd Mode

Subject dimension

Processing of a task-related system problem in order to secure or further develop the organizational performance.

Social dimension

Indirect processing and further development of the cooperation quality and decision-making ability of the involved team or other organizational communicative processes, respectively.

Time dimension

Monitoring and shaping company’s development over time and synchronizing different time horizons in the various fields of activity.

[ultimate_heading main_heading=”High dynamics in social systems” alignment=”left”][/ultimate_heading]

Consulting according to the 3rd mode takes into account the high dynamics in social systems, the existing self-reference of organizations and the associated resistance to change. Furthermore, the natural disposition of actors in organizations to not only pursue organizational goals, but also to bring a high degree of self-profiling and influence into a process in order to achieve personal goals, is considered.

Consulting according to the 3rd mode does not take place in the client organization, but in a “social structure” created for this purpose: the consulting system, which the client organization and external consultants form by communicating with each other, without dissolving their organizational boundaries. A consulting system has the function of clarifying assessments, findings, interventions and solutions for complex challenges. These can only arise through the interaction of players within and outside the organization, who are influenced by their specific possibilities and limitations.