My consulting approach or what you as a client can expect from my consulting – and what better not. An orientation guide and handouts.
He who solves the wrong problem well is worse off than he who solves the right problem badly.
Here you can find out what I can offer you as a coach and consultant who has a complex and differentiated meta-theoretical and psychodynamic knowledge of change processes and which of your concerns I should refuse – for your own benefit.
If you look for advice in the face of pressing problems, you are quickly surrounded by solutions: Recipes, best practice concepts, clearly designed procedures, evaluated approaches wherever you look.
Even at this early stage, you might ask yourself whether it is wise to assume that what has helped others must therefore also help yourself – at least when it is not about supposedly trivial matters such as repairing a car or restoring teeth, whether the person selling headache pills is not too easily tempted to discover headaches in all customers, and why consultants who have such clear solutions to difficult questions in their pocket do not themselves run successful companies.
People have inner and outer conflicts – everything has a life of its own. Everyone knows: “Life is what happens, while you make other plans! (John Lennon). And yet many hope that counsellors and coaches know the plans that protect against the perils of life.
Only consultants know the future as little as their clients. Therefore, the most important thing you can rightly expect from counseling is that it helps you to develop your ability to better deal with the unexpected, the unknown and the new, and to know if what is decided, communicated and done is really helpful and appropriate for you. In the following, therefore, my inner guidelines, which make my consulting services transparent. If you are interested in what is important, it is worth the effort:
There are no recipes for change.
How you apply something is more important than what you do.
I make no promises that the client will get somewhere safe and reliable through consultation.
Consulting is always about the central question: Does a system (you) limit your freedom of choice?
If the client system restricts its freedom (and only then does it need advice), it needs an understanding of where (=leading processes), how (=decision patterns), why (=function) and with what consequences (=symptoms) it does so.
In mental and social systems, a change in the capacity for irritation goes hand in hand with the ability to name phenomena that have been unobserved up to now.
On a theoretical level, cognition is blind. On a practical level, action causes damage.
success cannot be stabilized or measured.
Process pattern changes basically have the old stability against them. Change is therefore always ambivalent.
There are no recipes for change.
What is right one time is wrong the other time. The world is not repeatable. Man has no clear order and nothing and nobody resembles anything else. Effective consulting (theory) must therefore be individual and tailor-made, because no situation of one client is like another. Every form of standardization makes it easier to connect (=sell a product). Then you as a customer know which product you are getting, but feel more secure. At the same time it makes a situation-specific approach more difficult. You as a customer must know this.
My approach at this point is that there is no clarity in the world.
Recipes, manuals, tools or change plans assume that dealing with oneself