Organisation: Intervention techniques Change Lab® - The “Lab“ method which was developed by the company CSC Index at the  beginning of the 1990s refers to an interdisciplinary team of executives and persons working  on the key points of the future organisation of a company over a period of several weeks. This approach assures the validity of results by including all expertise available in the company,  and therefore decisively increases the chances of a successful implementation. I personally  assisted the development of the Change Lab® method and applied it very successfully in  more than fifteen restructuring and merger integration projects. Work Out® - The Work Out® method, developed by General Electric in the 1980s, enables  dealing with a targeted problem in companies throughout a very structured workshop of one  to three days in a multifunctional and participative way. This method was the basis of the  redevelopment and cultural reorientation of GE under the leadership of Jack Welsh. More  than 200,000 of the 240,000 GE employees participated in the Work Out® workshops and  thereby added to GE becoming one of the world’s most successful companies. Large group events - Large group events, such as e.g. the open forum (Open Space  Technology®), Future Search® or the World Café® have shown that they are very suitable for delivering excellent results for groups of twenty to several hundred people. Such approaches  require a very thorough preparation. The participants discuss matters very openly - they are  encouraged to listen and to speak themselves, neither having to care about the precise  wording of their ideas nor about “correct” statements - they are however bound to a previously determined procedure at the same time. This method of solving problems, of active  consensus and cooperation has two basic features, since they awaken the participants’ sense of responsibility who have an expert point of view  each and have to organise themselves together in order to find a solution. They thereby move from the role of the onlooker into the role of an active participant, they move from  opinion to consideration and from evaluation to responsibility, are strong bearers of social ties: networks form and strengthen one another, and  common knowledge is shared.  I regularly use this method for groups of up to 300 people. Traditional approach - For a number of my projects I applied a traditional consulting  approach, the same I used for over a decade in leading American consulting companies,  which is based on individual and group meetings, workshops and the decision-making  process of the steering committee. This approach is often useful for new definitions of specific processes, it however reaches its limits when dealing with deeper structural changes which  require a more intense application and a greater acceptance from the key persons.
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