In coaching, I engage with my counterpart, and we develop a trusting relationship. This allows for an individualized, in-depth exploration of the issues. In coaching, I rely on various approaches based on systems theory, supplemented by tools from solution-focused thinking and brief therapy. A substantial amount of psychological training and self-reflection helps me further develop my skills and keep the concerns of my coachees at the forefront.
Working with me encompasses not only the content (the factual level), but also other relevant dimensions, such as relationship dynamics and the sensory-somatic level (feelings, inner experiences). My experience as an organizational consultant and executive is particularly valued in leadership coaching sessions with executives and management teams.

Since Taylor and Weber, there has been a desire to design organizations as machines and use people as resources. I work with people and organizations that want to harness the power and potential of social systems and humans. My role as an organizational consultant is to design communication processes and select appropriate formats for addressing the issues. Sometimes facilitating a workshop is sufficient. For more complex issues, I accompany you from design and planning to implementation, or even partial phases. It is important to me that the organization and its people learn to design and implement sustainable and viable solutions on their own.
Central elements of working with organizations are purpose (Why do we exist? What do we want to achieve?), effectiveness (How do we do things? Impact), and leadership. I create a framework for reflection on one’s own doing and help leadership teams identify relevant changes in society and the markets. This often provides starting points for micro-interventions and even more comprehensive initiatives for the organization. In the spirit of Kaizen⁽¹⁾ – the art of small steps.

(1) Kaizen is a Japanese term composed of the words “change” (Kai) and “for the better” (Zen).

A central question in conflict resolution is: How do we gain access to what the other party really wants to say? Conflict consulting for organizations requires more than just moderating the conflict. The conflict area must be carefully identified and processed. In doing so, I base my approach on the “Solution-Focused Conflict Survey”⁽²⁾, a method I developed specifically for conflict consulting for organizations. If the conflict dynamics can be turned into constructive ones, the immediate establishment of new (communication) structures can be part of a sustainable solution. That’s why I tend to design interventions with the end of the conflict work in mind which can be the beginning of organizational development.
The reverse order also often occurs. Mediative formats can be part of organizational consulting and team coaching. If a conflict is recognized during consulting processes or coaching sessions, I adapt the consulting format accordingly. Since conflicts are a completely normal and important part of leadership work, the opportunity to address them in the course of consulting projects is advantageous.

(2) Solution-focused Conflict Survey: Positive Selbstdiagnose bei Konflikten in Organisationen. Chris Zvitkovits, Hampp Verlag 2015