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Organization development

Today, more than ever before, almost all companies, regardless of their size and industrial sector, find themselves in an area of conflict between economic success on the one hand and pressure to change on the other. And the changes are happening at breakneck speed. The pressure for change is not only caused by an exceptional situation such as that created by Covid19, but is constantly exerted by employees, the market, society and the regulatory environment.

In this area conflicting interests, it is important to develop the respective organisation in such a way that it can continue to be successful in its environment in the future and find individual answers to the challenges of the 21st century, especially those of digitalisation, sustainability, climate change or demographic change.

In this field of Organization Development (OD), which has been evolving since the 1960s, when Kurt Lewin established the foundation of OD I cooperate with experienced partner organisations (Scherer Leadership Center, MovingMountains, imu Augsburg).

Since the beginning of OD the wold has moved and so has OD. So I believe today OD is best approached with an integrated multi-layered process as developed by Ken Wilber and Graves/Beck around the turn of the century. On the basis of Wilber’s four quadrant model/development lines together the value levels of Graves/Beck, known as Spiral Dynamics a detailed integral analysis can be performed. This analysis enables users to work with the deep complexity of this model. Frederic Laloux has described this model in his book „reinventing organisations“ and imu Augsburg has put this into a great visual interpretation.

OD based on the integral competence model can be used to aligning companies in a new, holistic and sustainable way. A powerful, clear and authentic picture of the future opens up for the organisation. Relevant areas in the 4 quadrants such as processes, products, technologies, organisational structures, leadership behaviour, cultures of encounter and inner attitudes are looked at and integrated into the future picture to make companies ready to remain successful in current times.

Value based leadership types shown following Frederic Laloux's table

None of them is better or worse than the other. Each individual leadership style is based on values needed during a lifetime and different stages of an organisation. This means, that all of them are important. What needs to happen is, that leaders need to be aware of the different qualties and use them when appropriate. In order to do so freely they to be integrated and readily available when needed …

Do you know which leader you are most of the time? Would you want to find out?


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