Wir unterstützen Organisationen darin, ihre Seele wieder zu entdecken, um für Menschen attraktiver und auf dem Markt erfolgreicher zu werden. Melden Sie sich und wir schauen gemeinsam, wie unsere Perspektiven zusammenpassen.
What does the name subject:RESOUL mean to us?
subject means that in all projects or endeavours we undertake, we will focus on our primary goal, we will always keep the „subject“ in mind. And that is:
RESOUL. RESOUL is a made-up word and means just what it says: bringing soul back into organisations. We believe that the soul of an organisation already exists and that every member of the organisation brings their own soul to work. Currently there typically is just very little room for them (read more on how we understand organisational “soul” here). The conditions for soul are not favourable in our digital, fast paced, complex VUCA world. We want to change that and support organisations in rediscovering and developing their soul. Hence RESOUL. We do not claim to bring back soul, we just help finding it.
Why this new focus?
Our new direction is mainly influenced by three factors. First of all, our view on organisations and leadership is continuously shaped by working with our clients and seeing the challenges they face. Managing and collaborating in our own company in a non-traditional way is the second big influence. And of course, we also observe a shift in social discourse and in our industry. All three factors point us to the fact that sustainable collaboration, respect for each other and the environment, and a shared responsibility will be more important than ever.
Why a new name?
We wanted to acknowledge and emphasise our changed focus. With our new name we put front and center what – in our opinion - really makes a difference in organisations: Soul.
Why did we choose a Sociocratic structure?
We consider ourselves a laboratory for next generation collaboration. Two years ago, we started to experiment with the Holacratic meeting structure and got hooked. Digging deeper into the topic of Holacracy we discovered the original source, so to say the mother of Holacracy: Sociocracy. This structure we liked even better, and therefore, we began to implement it. It gives us all the freedom we need to thrive, distribute responsibility equally, to discuss topics thoroughly and make efficient decisions at the same time.
However, using Sociocracy is not set in stone for us. We will keep on experimenting and see where this takes us.
What is our take on „New Work“?
Currently there is a big hype around the term “New Work”. We will not jump on the bandwagon without thought. We do not believe that Sociocracy, Holacracy, Agile, TEAL, Scrum and so on will change everything and will be the one and only solution. However, we consider it our function to review the – promising – potential of these approaches and customise them to the benefit of organisations. We do that with both passion and joy and a constructive critical distance. Within Förster und Netzwerk we always worked according to the principles that are now discussed as “New Work”. In this respect we appreciate the current development in the market. This being said we also know that most organisations use traditional management approaches. We support our clients in identifying areas where adjustments are beneficial for them and we have the experience to decide which method and tool is needed.
Shouldn't all organisations implement more self-organisation and agile methods?
We do not believe that these are one-size-fits-all approaches. Every organisation has to decide if and how collaboration should be adjusted, and not every organisation has to become a New Work Flagship. We do believe that to win the future, it will be crucial for organisations to develop more flexibility and agility which require a different way of collaboration. We also believe that having clear responsibilities and taking decisions on lower levels of the hierarchy are key success factors for any organisation. But you don't necessarily always need to change your company structure to achieve just that.
How to implement New Work elements effectively?
It is important for us to examine thoroughly if an adjustment of the operating system is useful and reasonable for our client. Not every organisation needs self-organisation. If we discover potentials together with our clients, we implement new structures carefully and gently. Many habits have to be newly learned, e. g. take responsibility, make decisions, collaborate in an honest and open manner, but also set back your own opinion and stop playing political games. This learning process takes time and has to be supported in a professional way.
What about our other topics like management development programs, team development, coaching, peer consulting etc.?
No worries, nothing will be lost. Our key question always is: What makes sense to tackle your topic? We will work that out together. The second step is to decide which kind of intervention architecture will benefit you most. Our toolbox with proven methods and tools is still at hand. Over the last years we only added some “soulmethods” that we are passionate about and that combine perfectly with our previous approach.