With my consulting work I support the organisational development of educational actors (associations, non-profit organisations, foundations and their programmes as well as public institutions and companies, whose impact is achieved mainly or partially by providing or enabling educational programmes or events – or whose main profit is realised by offering educational services and products for (young) adults).
I support the development of my clients’ organisations considering the specific needs of education programmes. For that I design, together with the team I consult, suitable and integer development strategies, meant to serve both the realisation of the organisation’s strategic goals and to meet quality and ethical standards of educational work with (young) adults. The aim is to enable the organisations to offer activities which correspond to their mission & vision and best satisfy the learning goals of their target groups. This can be enabled by supporting the development of various working areas: from suitable organisational structures, through satisfying & effective teamwork up until skilful educational designs, successful authentic marketing & external communication.
To support such specific organisational development needs, I offer the following services, which can also be used in combinations.
- Competency Profile Development: supporting educational programmes to name, differentiate, systematise, visualise, consider in educational-event-design and communicate successfully the variety of competencies they foster by their learners with the educational programmes they offer;
- Quality Management Design: this service is developed to support organisations to design, introduce, establish successfully and continuously improve tools for monitoring, maintenance and evaluation of their educational-work-quality;
- Impact Evaluation: design and implementation of long- and short-term educational programmes’ impact measurement designs. Considering programmes’ specifics and needs; involving all relevant actors as respondents to consider, the impact evaluations can put into light hardly measurable effects of educational work;
- Trainings for pedagogical staff: individually designed capacity building events for adult educators in different competency fields, such as educational event design, professional contract clarification, evaluation of learning processes etc.
- Strategic Meetings & Team-Development: Through moderation of strategic meetings, I support teams to discover or redefine their short and long-term strategic goals, which can guide them in good and bad times upon a north star with meaning. Good teamwork, being for me a fruitful relationship between mature individuals, aware of theirs and others’ needs, depend greatly on mutual agreeing to see challenges as chances for individual and collective personal growth. In team processes I moderate I put focus both on developing constructive communication patterns and on establishing together practises, which can insure the sustainability of good teamwork.
- Specific request: Not sure what your organisation exactly needs? Feel free to contact me, we will figure out together what best fits to your organisation’s needs and desired outcomes.
The way I work
The following notions describe well what is important for me and leads me in my work with organisations and educational actors.
Holding Brave Space
When a safe, brave and honest space is created, in which all relevant topics, opinions and perceptions of the persons involved find appropriate valid space – clarity and collective integer development and shared ownership become possible. As a systemic coach, trained at using both systemic tools and PBSP® – a body-mind approach to emotional wellbeing and personality development, to create and hold brave space is my way to support teams and their organisational development towards work, which satisfies and matters.
Fostering healthy Relationships
Many organisations nowadays strive to establish, sustain and improve lean structures, liberated from hierarchies. Their aim is to take decisions collectively as often as possible or to enable high extent of participation within their core-teams and stake-holders. The evolved democratic consciousness, visible in this trend, is a beautiful progress – and yet in the same time puts them in front of a considerable challenge: how do lean structures go along with differences in the employment (employed vs. freelance) and involvement (paid vs. volunteer) types as well as competencies (low vs. high expertise level) and the inevitable influence those differences have on ability, responsibility, ownership as well as access to major resources and decisions in the organisation (such as staff management and payment policy, for example). This creates naturally inevitable power relations. The organisation exists then in a complex controversial reality of sharing ideals for democratic structures & procedures while position descriptions & requirements of the different team members and stake holders differ. Misusing or denying power are often strategies which seem the only way to deal with this ambivalence. Both may lead to internal conflicts and damaged trust in the team. And last, but not least – to the hard-to-bear feeling that the team cannot live up to their ideals – the loss of integrity.
What helps organisations to go through such bursts of growth, finding a place of satisfaction and maturity for all, is the raise of role competency. It can allow professionals to recognize and find peace with the leadership, inherent in their professional roles, enabling them to own their power and to make transparent, conscious and fair use of it. The accompanied collective comprehension and acceptance of the existing (and sometimes both needed and impossible to fully overcome) ambivalence while securing satisfying practices of participative decision making also helps. Inspired by the belief that this balance is possible, my consulting work aims at enabling this type of integrity for organisations, who want to walk their talk and live up to their democratic values.
Having supported organisations and educational programmes in different parts of the world, whose teams establish and maintain diverse working cultures, I have grown sensitive about different mindsets, working styles and cultures. Aware of those, my consulting support tries to enable organisational development in tune with the respective organisational culture, while mapping possible horizon widenings within the cultural space the team perceives the world and interacts from.
Respect for human dignity and for gender, race, ethnical, religious, cultural and social-background diversity as well as environmental consciousness matter to me. I am willing and best able to support through my work organisations, whose people live and act driven by the energy of those values.