Individual session on system layouts
"For me, systemic constructivist and systemic phenomenological approaches are
It has proven equally effective in organizations and organizational placement workshops. It is a particularly effective complementary and reinforcing combination.”
– Gunthard Weber
Gunthard Weber developed organizational arrangements, mainly based on family arrangements, "based on Hellinger". He extended the principles of order postulated by Hellinger to organizational systems. Today, his method of work is widely known by the term "classical organizational arrangements".
Through many experiments and concepts, this new form of layout has gradually been refined and developed. In the process, several new and different approaches and schools have emerged.
"In system layouts, on the one hand, a problematic situation is visualized, and on the other hand, it is possible to develop creative options for solving the problem. At the same time, a possible framework becomes visible within which the use of system layouts in organizations is meaningful and useful."
– Claude Roselet
Claude Rosellet combined system deployments as a company consultant with the concept of the "learning organization" and other systems methods. He called his deployments "management deployments". Here, the emphasis is on management issues, for example, the results of a new strategy or a changed organization, or the involvement of individual departments in a new process.
Initially, organizational layouts were mainly a topic of discussion among consultants. Their practical application came later.
"Systemic layouts are a methodology for externalizing transcultural mental contents through spatial outlines, which we might call a world language."
– Peter Schlotter
Peter Schlotter is a PhD in Economics, a certified engineer, a management consultant, a psychotherapeutic companion and a trainer. He has conducted a lot of empirical research in the field of system layout, mainly in the area of organizational issues. He has worked with companies such as Bosch and Daimler.
In companies and organizations, he has worked with organizational deployment methods on issues such as management, leadership, and teamwork. He has developed the KT method - Communication Tachometer, and is the author of books. He has made documentary films about his research in both Germany and China.
FRUEQUENTLY ASKED QUESTIONS:
Organizational constellations is a unique diagnostic and rehabilitation tool that allows you to see a live map of your organization. With the help of a facilitator, points in the system that require attention are clearly revealed. In this process, you can not only identify individual problems, but also see possible solutions in the big picture. Organizational mapping can concern both specific people and departments, as well as general strategic directions.
Working in this format is especially useful when an organization needs to make decisions, manage change, improve communication between employees, or evaluate new opportunities.
Organizational constellations is effective when an organization is at a critical juncture. For example, when developing a new strategy, entering a new market, or making internal structural changes. It is also very useful if there are misunderstandings, disagreements, or communication difficulties within the team.
Often, organizational alignment helps when a leader or team feels something is wrong but cannot pinpoint the problem. It is during alignment that such vague signals can be investigated.
Organizational constellations provides an opportunity to see both the internal and external processes of an organization. It can help to transform relationships between employees into a conversational environment, eliminate misunderstandings, and create easier communication.
In addition, you gain a new perspective – a broader view that shows how the organization functions as a whole. This view helps leaders and teams effectively integrate new approaches, goals, and structural changes.
The process begins with a conversation with a facilitator, where current issues and common themes are discussed. Then, a specific working topic is defined and an appropriate method is agreed upon.
Then comes the main part of the session, where the dynamics of the organization and its hidden structures are revealed through systemic alignment. After the session, the experience gained is analyzed and a specific work plan is developed. Organizational alignment can be conducted both one-on-one and in a group – both formats are effective, whether it is a face-to-face meeting or an online environment.