Dare the impossible, act professionally according to the situation ... and win everything!

The current practical experience

Companies experience every day that the world is becoming more complex. Multiple crises/challenges are now practically part of everyday business life at all levels. Similar to acute infections, this reduces performance, lowers motivation and can even pose an existential threat to stakeholders and organisations.

Particularly frustrating for stakeholders are crises that are initiated by companies in the market or social context, such as idealistically justified deficiencies, difficult communication/interaction as a result of bureaucratic flooding or competitive disadvantages due to the pursuit of external agendas and a destructive, amateurish understanding of core market-economy relationships.

To date, individual players and organisations have only been able to react passively to this if a change of location is not a useful or feasible option. The shrinking of familiarised creative spaces leads to an increasing stress load for stakeholders, which cannot be transformed into moments of action, which dramatically inhibits the successful implementation of improvement and change projects. According to current studies, the rate of successful change projects in companies is no more than 5% to 25%. For reasons of efficiency alone, these figures are no longer acceptable in today's business environment.

The ensuing frustration often causes fatigue, resistance to change, depressing feelings of being "at the mercy of circumstances" or burnout due to self-exploitation and social trauma. The resulting barriers and rigidities increasingly block the ability of living systems to avoid critical developments in a smart way or to actively and agilely compensate for / master them.

The art of strengthening immunity

This is precisely where the concept of strengthening organisational immunity comes in, which aims to significantly increase resilience competencies (i.e. the ability to compensate). Increases in competences are already evident after the first implementations in a growing ability to process and cope with challenges without stress floods or similar symptoms of overload. symptoms of overload.

Appreciative respect for the core needs of the stakeholders is essential, as any increase in social resilience competence as a cultural characteristic is based on discursive exchange at eye level (modelled in the image below). It should be clear that a desired increase in resilience exposes all forms of destruction, dependency and discrediting in the change process as unsuitable, but this does not necessarily mean a lack of rigour in the change. Every exchange is always followed by trend-setting decisions and pragmatic, balancing recursions as well as a lively, dynamic networking of the communication/contact points of the system.

Overall, the approach reflects a number of aspects of modern training science, such as so-called differential learning, selective destabilisation, maturity level checks and the oscillation between sympathetic stimulation and parasympathetic recovery/relaxation. All of this is associated with the well-known term "supercompensation".

Strengthening the immune system for more successful change?

In order to manifest and reproduce successful developments in the long term, organisational and individual structures, processes, regulations as well as action and steering aids are implemented in line with requirements. The binding framework created in this way promotes the ability to oscillate between activation and recovery and brings about (often unconscious), lively, continuous balancing with maximum regulatory ability. The associated increase in attention is useful for detecting repetitive errors and unfavourable developments at an early stage and preventing them, which also significantly reduces the stressful experience of complexity.