Organisational Development

Organisations, companies, administrations and non-profits all have to change. Nothing is more constant than change, as Heraclitus already knew. Whether it comes to the reduction of bureaucracy, more effective application of funds or enhanced orientation toward achievement and efficiency, the respective management needs to consistently optimise the processes and reform the structures. However, habits are powerful and employees defend them persistently. All that is new first appears to be inconvenient or even threatening and so new concepts inevitably encounter resistance.

The most approved strategy to prevent this happening is to include employees at an early stage. They are the experts of their own processes and no one knows better than they do where things don’t run smoothly. Therefore it is they who can best scrutinise and restructure them, assisted by Martina Schubert as the experienced coach. If the employees themselves identify and solve the problems of their work routine, the solutions will withstand everyday life and will most probably be being backed by everybody.

Martina Schubert assumes different roles in the process. As a translator, she arbitrates between the groups involved and ensures that they come to an understanding across the boundaries of their field of expertise. As a facilitator, she moderates the change processes or discussions and workshops. As an expert she scrutinises organisational structures and evaluates the achievement of objectives. As a doer, she combines professional knowledge with tangible pragmatic approaches.