Coaching
Our coaching sessions are individually tailored to fit the needs of executive and middle management executives.
Do you want to further develop your professional personality? We can assist you, utilizing your strengths more effectively in both the deployment and optimization of your coping strategies. We will help you to sharpen your perception of yourself and to define and improve your perception of your counterparts and members of your institutional environment. In this way you increase your response capacity and acquire a larger scope.

Do you want to deal confidently with crises and conflict situations? We identify the structure of conflicts and the strategies of conflict partners. We analyze your entanglements with them and create new methods of self-management in stressful situations. You will be encouraged to resolve conflicts constructively and for the benefit of all parties involved.

Do you want your new leadership position to be successful from the start on? Your first hundred days in the role will, both formally and informally, greatly influence the nature of that position. Following reflection and analysis of responsibilities and personal strengths, business leaders will be encouraged to identify and potentially modify rules and standards. Thus, management styles will be adjusted to optimally fit to the framework of the organization.

Are you looking for someone to bounce your ideas off or maybe even verbally spar with? We can provide you with a conversation partner that likes to spar as much as you do, because we know it can be “lonely at the top.”  Having a conversational sparring partner will allow for reflection onto how situations have been handled.  Additionally, notes can be shared on how to best maintain a balance between your work and private life.

Do you need on-demand coaching?  After having established a viable working relationship between the coach and those being coached, the option becomes available to initiate long-term coaching based on greater time periods in between independent sessions or short series of meetings. Over time, these meetings will support career development.

Supervision of Teams and Project Groups
Teams and project groups are critical core units of an organization. In clinical and psycho-social organizations and increasingly in administrative and educational facilities, regular team supervision has come to represent a mark of quality providing organizations with a competitive advantage.

Team supervision supports teams in order to:
• accomplish tasks effectively
• develop concepts
• reduce tensions
• strengthen networks
• assist in dealing with customers

Supervision is aimed at teams with relatively close cooperation and at geographically separated teams that communicate entirely by virtual means.

A special feature of supervision is that the length of supervision time is variable and dependent upon the shifting needs of teams and project groups.

The added value of psychodynamic supervision is that challenges will always be measured in respect to independent tasks, roles and specific requirements, which are relevant to the environment of the organization - and are thus not reduced down to "personal problems". The conscious and unconscious side of these issues is then clarified by the team members’ supervisor. This method initiates and enlightens developmental processes while preventing burn-out.

Case supervision
-will be submitted by Thomas Giernalczyk

Reflecting Team
The "reflecting team" is a method often used at workshops, future conferences and change projects to reflect the process and beget new perspectives.
The reflecting team engages an ongoing process of consultations and workshops, which are coupled with periods of reflection. The reflection involves at least two outside observers (team) in metalog who analyze in front of the customer the ongoing process and perception of the current situation (reflection).
The communication of the advisory system, made up of members of the organization, officers and workshop participants, isn’t explicitly but rather indirectly made through the reflection of the two consultants. This method allows the advisory system to listen in a way they can develop ideas and designs without necessarily feeling the need to take an immediate position ("non-directional communication").

The Reflecting Team, which was first used by Tom Andersen in 1990 as part of a systemic family therapy process, is an extremely effective tool in changing the processes of families. Reflecting teams have since been extremely successful in many other areas such as organizational development, supervision and team development.

Team Development
Psychodynamic team development is a management method that supports teams in effective task completion. It helps teams to define their own independent potentials by both broadening and optimizing their scope of services.

The following services are tailored to your needs:
• Team diagnosis
• Intervention
• Evaluation of team development.

Diagnosis
In order to establish value-added team work, we will define a clear diagnosis of your team. The typical diagnostic survey makes atmospheric strengths visible but it also uncovers the weaknesses of the team in relation to specific work functions.

Intervention
Depending on the results of the diagnosis and development of your goals, we focus, for example, on the establishment of new skills and processes to improve the interface and reduce friction losses.

Evaluation
Following the intervention, we examine the resulting effects including the perspectives of important stakeholders.

The psychodynamic approach sheds light on hidden dimensions within your organization that are often seen as taboo to expose. We provide the necessary framework and guidance to allow your team to successfully navigate through change.

Balint
With Balintwork, covert interpersonal relationship structures are made visible and exposed at a conscious level. This gained knowledge provides alternative means of contact between customers, colleagues and competitors.
Balint was developed as a group-work method, by the Hungarian physician and psychoanalyst Michael Balint in London's Tavistock Institute. Balint originally consisted of eight to twelve doctors led by a trained psychoanalyst who studied the relationship between a practitioner and his patient. The aim of this working group is to develop the conscious and the unconscious meaning of these relationships and have the ability to recognize and use them to provide better treatment of the patient.

The participation in a Balint group in Germany has become mandatory for various medical specializations and the training of psychotherapists is now applied in all areas in which the success of company can be d by the success of their human relationships.

Future Conferences
The future conference is a method in which we work with a large group of about 70 people over the course of two days on potential issues. Here, the large group is divided into smaller sub-groups which work on problems independently.  The work of the sub-groups is then presented to the large group which allows for evaluation.

Key principles for future conferences are:
• An entire system, that is, all members of an organization, being brought
..together at one definite time for evaluation
• Thinking globally, acting locally
• Focusing on the future rather than on problems
• Working in self-managing groups

A key strength of this method is that it develops future projects based on current trends. The projects will then be carried out and implemented by active members of the organization.

Example: The future of aging in Bad Hersfeld Rotenburg
Future Conference "Living together - Aging as a chance"
See:
http://www.klinik-am-hainberg.de/upload/File/presse/bericht.pdf 
http://www.klinik-am-hainberg.de/upload/File/presse/20091221-hz.PDF

Organisationsberatung
„Organisationsberatung“ ist einerseits ein Oberbegriff für alle beraterischen Aktivitäten in Organisationen, meint andererseits als spezifische Beratungsform die Entwicklung neuer Strukturen und Ablaufprozesse in Organisationen. Der rasche Wandel im Bereich von Kundenwünschen, die Entwicklung neuer Geschäftsfelder und die Einführung neuer Technologien und Arbeitsweisen erfordern ein change management, das der Organisation hilft, angemessen zu reagieren und ein Klima von Innovation und Verantwortlichkeit zu fördern.
Das Spezifische der psychodynamischen Organisationsberatung besteht darin,
dass die Mitarbeiter im Sinne des Projektmanagements aktiv in den Veränderungsprozess einbezogen werden und Blockaden gegen Veränderungen auf dem Hintergrund bewusster und unbewusster Konflikte verstanden und thematisiert werden können.
Damit werden Führungskräfte und Mitarbeiter in ihren persönlichen Interessen
und als Träger von Rollen im Entwicklungsprozess angesprochen. Sie können so
von einer passiven Position des „Veränderung Erleidens“ zu einer aktiven Position
des „Veränderung Gestaltens“ finden.

Annex