Approaches in organizational consulting fall into three main categories. One group – which focuses on optimizing processes and structures – grew out of conventional task analysis. Another group consists of approaches which put one or more areas in the spotlight, such as Lean or Total Quality Management. The last group’s approaches have one central element in common: employees’ work relationships and their dynamics within the onset of organizational change processes.
To leverage the benefits of all three groups together, the Steinbeis Transfer Center Innovative System Design and Development of Staff Skill developed Neuroenergetic Leadership and Organisational Development (NELOD), a new approach to consulting which reflects both the purely organizational tack (laying out tasks, processes and structures) and the leadership system tack while drawing on technical and methodical tools.
NELOD also looks at employees’ ever-increasing stress levels right from the start – a factor which continues to gain in importance. This balances the organization’s objectives with the needs and wants of everyone involved, e.g. customers, principals, employees and suppliers. The outcome should be efficient (cost-efficient), effective (innovative) and accommodating, with people-oriented structures, processes and relationships − and it should come about in ways specific and tailored to each consulting environment.
Leadership and organizational consulting spans five stages and moves forward in 12 steps (each is assigned to a different stage). The procedures and methods used for each step, how principals and employees become involved, getting and presenting results – all of these are based on neuroscientific findings. Why is this important? Participants’ existing energy levels are considered and give an indication as to their emotions and how ‘driven‘ they feel.
One barometer of progress used in the procedure looks at the extent to which this approach raises energy levels – in other words, meeting more of the participants’ needs. The procedure and methods were put forth by the Steinbeis Transfer Center Innovative System Design and Development of Staff Skill as part of a skills development program over several stages and were also included in selected degree programs at Steinbeis University Berlin.
Prof. Dr.-Ing. Franz-Josef Heeg
Steinbeis Transfer Center Innovative System Design and Development of Staff Skill (Bremen)
stz319@stw.de