We all know this scenario: things are stagnating in the company, either economically or in terms of employee motivation. This can have various causes. Often, a certain level of frustration has built up among employees. Fundamentally, people would be enthusiastic and can identify with their work. However, many are at their limit of resilience, and progress is slow. <\/p>\n\n
Here, it makes sense to bring together leading individuals from the company. However, hierarchy is not the only factor; leading individuals also include those who are eager to contribute and for whom good collaboration, i.e., the family-like character of the company, is important. <\/p>\n\n
In our workshops, we bring these individuals together; a group size between 5 and 20 people is best suited. And now we delve into exploring the cause of the imbalance. We ask volunteers to share situations that have frustrated or offended them. Then, we analyze these situations using special tools. In these processes, the affected person is guided to distinguish between external factors of frustration and how these interact with their own internal factors, their belief systems, thereby triggering the emotions experienced. <\/p>\n\n
The process usually has a very liberating effect and helps to retract the projection towards the individuals who caused the hurt. Since the process takes place in a group, it also has a significant impact on those who are not at the center. Their frustration often stems from similar systems, and thus a liberation begins for the “uninvolved individuals.” <\/p>\n\n
Resolving emotional entanglements and hurts does not, of course, solve the real problems of a company, such as cost pressure, market conditions, economic cycles, etc. However, it has been shown that solutions at the practical level are much more achievable when emotional well-being is at a higher level. All involved parties can then access increased creative potential to commit to solving real problems. <\/p>\n","protected":false},"excerpt":{"rendered":"
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