Humanity. Belonging. Change.
Process support for organizations
How change begins to move
Change rarely follows a straight line. Organisations move between understanding, reflection, experimentation and continued learning – and sometimes back again.
My role is to create the spaces and conditions in which people can shape this process together.
Depending on the situation, different formats may be used: workshops, reflection spaces, supervision, mediation, coaching and consulting.
A Process shaped by Your Reality
Every process begins at a different point and develops its own dynamic. The individual movements are therefore not fixed steps. They may repeat, overlap or take on new significance as the process unfolds.
Which formats are most useful depends on what the people and the organisation need at that particular moment.
The following example from my work shows what this can look like in practice.
Change needs space
An insight into a process spanning several months
Starting point
How can an organisation support people not only in recognising discrimination more clearly, but also in taking responsibility in their everyday work and actively contributing to change?
This question marked the beginning of a process spanning several months with employees of the cantonal administration of Basel-Stadt. People from different departments and professional roles came together to explore racism, belonging, their own conditioning and the possibilities for action within their organisational context.
From the outset, it was clear that the aim was not to convey as much knowledge as possible in a short period of time. What mattered more was creating a space in which uncertainty, different experiences and difficult questions could have a place – and where reflection could gradually develop into agency.
What Did the Process Look Like?
The process unfolded over approximately six months. An initial in-person day was followed by six shorter online modules at intervals of three to four weeks. The process concluded with another full day together in person.
This rhythm was an essential part of the process. Time was deliberately left between sessions: for experiences in everyday work, for observation and reflection – and for questions to emerge that could then be brought back into the shared process at the next meeting.
The content was not designed as a rigid programme either. Themes such as belonging, psychological safety, racism, power and privilege, language, responsibility and possibilities for action were interconnected and repeatedly related back to the participants’ everyday work.
A variety of formats were used, including reflection and dialogue, body- and awareness-based exercises, perspective-taking, working with concrete situations, and interactive methods such as World Café and Forum Theatre. What mattered most, however, was not any single method, but the space that developed over the course of the months: a space in which uncertainty could be held, familiar assumptions questioned, and new ways of thinking and acting explored.
What Changed Through the Process
In the conversations following the process, a clear shift became visible. What had initially been marked, in part, by uncertainty – What am I allowed to say? What if I get something wrong? – developed over the course of the months into a space in which uncertainty, different perspectives and difficult questions could all have a place.
With this growing sense of safety, participants’ perspectives began to shift as well. They became more aware of their own conditioning and privileges, structural barriers became more visible, and situations in everyday work were perceived differently. At the same time, their capacity to stay with complexity grew, without feeling the need to immediately find the perfect solution.
Reflection increasingly led to responsibility, and responsibility to concrete agency. Participants described noticing situations earlier, responding differently and making use of possibilities for action they might previously not have seen. Change therefore became visible not only in the way people thought, but also in their everyday professional practice.
Something else emerged as well: across departmental and professional boundaries, a network of people developed who could share experiences, support one another and help carry the process forward.
For change to have lasting impact
A process can set something in motion. But for this to develop into lasting change within an organisation, more is needed: time and resources, support from leadership, clear responsibilities, and spaces where reflection and dialogue can continue.
This, too, became visible over the course of the process. Change does not end with the final workshop. What matters is whether what people have learned and experienced continues to be carried into everyday work – and whether the organisation creates the conditions that support this ongoing development.
Change needs space. And it needs people and structures that carry it forward.
For change to have lasting impact
A process can set something in motion. But for this to develop into lasting change within an organisation, more is needed: time and resources, support from leadership, clear responsibilities, and spaces where reflection and dialogue can continue.
This, too, became visible over the course of the process. Change does not end with the final workshop. What matters is whether what people have learned and experienced continues to be carried into everyday work – and whether the organisation creates the conditions that support this ongoing development.
Change needs space. And it needs people and structures that carry it forward.
Where Would You Like to Set Something in Motion?
Perhaps your organisation is at a point where a new perspective or a shared process could be helpful. I would be happy to explore with you what is currently on your mind and what kind of support might be most useful.
Let’s start a conversation.