As an owner of a company or a top decision-maker, you are confronted with the interpersonal challenges listed below. I claim that the typical career path of a business economist or engineer does not provide the solutions needed for these complex human challenges.
As your service provider, I will use my E. A. G. L. E. approach to ensure that stagnant topics and projects are successfully completed.
Additionally, with my support as your sparring partner, you yourself will be made fit for all future human challenges.
In DACH countries in particular, there is no established culture of dispute. People pretend to conform on the outside and give the impression of a consensus but engage in sabotage in the background.
Furthermore, there is no established culture for discussing human needs or interpersonal issues. By proxy, these issues are dealt with through mock battles through factual communication.
“Is it worth it for me?” is the question that preoccupies us as humans and makes us egoists. A solution that does not explicitly recognise human egoism and looks for a win-win solution is usually doomed to failure.
In general, we humans like our comfort zone and therefore do not like receiving external pressure to change.
Particularly in DACH countries, people are afraid of mistakes and punishments because of the blame and justification culture.
Having said this, solutions that come from above (e.g., from you as a manager) or from outside (e.g., from a consultant) are very likely to be met with a massively resistant attitude from the employees concerned during the implementation phase.
The power of habit ensures that we repeatedly – despite knowing better – deviate from the planned path and return to old routines.
An active approach to this issue is the mandatory prerequisite for successful project implementation.
For a successful project implementation, the mutual role expectations must be clarified in advance, but these are not usually clarified.