B2B · WORKSHOPS
Working together on common issues.
When a work-related issue affects several people, it can help to explore their different perspectives together.
Workshops provide a structured framework for this. The starting point may be collaboration, roles, interfaces, communication, change, or work-related strain. The structure and methods depend on the question, the participants, and the organizational context.
A business format for teams, leadership groups and organizations, not group psychotherapy.
POSSIBLE QUESTIONS
When multiple perspectives come together.
A workshop can be useful if a professional question does not concern only one person and different roles, experiences or interests should be considered together.
Cooperation
If it is to be clarified how cooperation is experienced, what already works and where there are different expectations.
Roles & Responsibility
When roles, responsibilities, scope for decision-making or mutual expectations are to be considered together.
Interfaces & Communication
When coordination, information flows or collaboration between people, teams or functions is an issue.
Change
If new roles, structures or framework conditions require orientation and joint discussion.
Conflicts & Different Perspectives
When interests, expectations, or perspectives differ and the group wants to understand them more fully.
Strain & Working Conditions
When a group wants to examine the demands, resources, and conditions that shape everyday work.
STARTING POINT
The question shapes the workshop.
Before a workshop, we clarify the reason for it, who is commissioning it, who will take part and which perspectives matter. Equally important is what should be clearer in the end, which topics are explicitly not included and which framework conditions must be taken into account.
A workshop on roles and interfaces needs a different structure than a workshop on change, burden or collaboration. We choose the methods and format after clarifying the brief.
TARGET GROUPS
For teams, leadership circles and organizations.
Teams
For common questions about cooperation, roles, communication, expectations or changes.
Working Groups
For groups where different tasks, functions or perspectives need to be coordinated.
Leadership Groups
For joint reflection on leadership, responsibility, decisions, cooperation and organizational change.
Organizations & Organization Units
For questions where several roles, functions or levels are related.
APPROACH
Develop a common view of the situation.
Clarifying The Brief & Goal
Which questions should be dealt with together and what should be clearer after the workshop?
Including Different Perspectives
How do different parties experience the situation? What are the experiences, expectations and interests?
Making Connections Visible
Which roles, relationships, interfaces, communication channels or framework conditions play a role?
Recognizing Resources And Differences
What already works? Where are there similarities and where are different perspectives or needs?
Possible Next Steps
What questions, agreements or possibilities for action arise from working together?
These perspectives do not form a fixed sequence. Depending on the brief, we may focus on different points or return to an aspect more than once.
METHODS
Not just talking to each other.
Discussion and exchange remain important. Depending on the question, relationships can additionally be visualized, spatially represented or viewed from different perspectives.
System Board & Spatial Representation
Roles, people, functions or relevant elements can be arranged spatially to make relationships and different perceptions more visible.
Change Of Perspective
A situation can be viewed from the perspective of different roles or stakeholders.
Systemic Questions
Questions about expectations, relationships, differences and possible effects can make other aspects of a situation visible.
Visualization
Roles, interfaces, expectations, topics or relationships can be presented in a structured manner together.
Small Groups & Reflection
In the case of suitable questions, partial aspects can first be considered in smaller groups and then combined.
We choose methods to fit the brief and the group’s setting.
RESULTS
What may be clearer after the workshop.
Possible work results are documented perspectives, more precisely named roles and expectations, visible open questions as well as collected resources and already functioning aspects. From this, possible next steps can be formulated and responsibilities for agreed steps can be recorded.
We can also identify topics that need further work beyond the workshop. Which results are meaningful and realistic depends on the task, topic, stakeholders and available framework.
TRANSFER
From the workshop back to everyday work.
A workshop provides a defined space for working together. At the end, we can record what to pursue, who may take responsibility for next steps, which questions remain open, and whether further discussion is needed.
If a different question arises, we can consider whether systemic consulting, another B2B format or other suitable support would be a better fit.
FRAMEWORK
Clarify the task and handling of information in advance.
The commissioning organization and participants may have different roles and expectations. Before the start, we therefore clarify who commissions and participates, which goals and topics are part of the brief and how possible results are documented or passed on.
It is also agreed what information the client receives and what remains within the group. Participants should know the setting in which they are speaking and how results or feedback are handled.
MORE BUSINESS SERVICES
If another format fits better.
A workshop addresses a shared question. An individual format may suit a personal work situation better; other B2B services may be suitable for prolonged strain or specific emotionally demanding situations.
BACKGROUND
Organizational experience and knowledge about people.
More than 20 years of work in international business and organizational contexts shape my view of workplace systems. As an international business analyst and country coordinator for processes in eight countries, I have learned about different roles, interfaces and forms of cooperation from organizational practice.
Knowledge from psychotherapy science and systemic psychotherapy complements this experience with perspectives on human experience, relationships, communication, emotions and recurring patterns. In workshops I combine these perspectives for common professional issues; I do not offer economic business analysis or process optimization.
B2B & PSYCHOTHERAPY
Workshop and psychotherapy are different contexts.
The workshops address common professional and organizational issues. They are not group psychotherapy and do not replace psychotherapy or medical care.
Personal psychotherapeutic concerns are not addressed within a B2B workshop and require a separate framework.
CONTACT
Which question would you like to address together?
In a first exchange, we can clarify what it is about, who is involved, which organizational context is relevant, what should be worked on together and which format could be suitable for it.