Dominik Ruppen & Marco Ronzani
>We are an experienced >team of consultants with a tried and tested supporting >network of specialists.
We work as a team in all consultancy processes .
We are convinced that the team is the appropriate approach to mastering the complexity with which we are nowadays faced in development processes within organizations and companies, and in advising those entities. Only in a team is it possible to carefully reduce complexity, which is essential for >model changes and real innovation. As part of a team that works well together any one of us can take on the role that is essential and appropriate in the order, process or development stage.
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We are convinced that the team is the appropriate approach to mastering the complexity with which we are nowadays faced in development processes within organizations and companies, and in advising those entities. Only in a team is it possible to carefully reduce complexity, which is essential for >model changes and real innovation. As part of a team that works well together any one of us can take on the role that is essential and appropriate in the order, process or development stage.
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If a larger team or special abilities and skills are needed for a consultancy process, Ruppen & Ronzani will put together a suitable team from a network of specialists.
The network is tried and tested, because Ruppen & Ronzani know each individual in the network personally and has experience in working together with each individual. [back]
Our network partners include:
Ursula König, König Mediation and Consulting, one of the most experienced internationally active mediators in the public sector. For example, she was on the team of mediators at Vienna airport. Amongst other things, we have also worked together in a regional development project in the Canton of Bern. Languages: German, French, Spanish, English, and Italian.
Franziska von Blarer, negaholics, a versatile theatrical teacher, who also has experience as a director and actress and was a lawyer in her first profession. She works with us in corporate contexts, if theatrical teaching aids are used for development processes or if clients need to make successful impressions. German, French, English.
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The network is tried and tested, because Ruppen & Ronzani know each individual in the network personally and has experience in working together with each individual. [back]
Our network partners include:
Ursula König, König Mediation and Consulting, one of the most experienced internationally active mediators in the public sector. For example, she was on the team of mediators at Vienna airport. Amongst other things, we have also worked together in a regional development project in the Canton of Bern. Languages: German, French, Spanish, English, and Italian.
Franziska von Blarer, negaholics, a versatile theatrical teacher, who also has experience as a director and actress and was a lawyer in her first profession. She works with us in corporate contexts, if theatrical teaching aids are used for development processes or if clients need to make successful impressions. German, French, English.
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>We are experts in >development processes in organizations and companies.
The means are the end. We are convinced of this, because the means decide which way we go.
The means become apparent as we go along, taking many small steps, actions and decisions. Each step results in changes. If the change makes a difference on the way to achieving the desired state, then we talk of development. We describe these steps and changes together as the development process.
As experts in development processes, we advise organizations and companies or parts of such organizations and companies, such as departments or teams, on how to structure such processes. With our help they will take those steps, which make a difference.
We even see consultancy itself as a development process, during which the consultancy service is created with the help of the client to produce a service that it tailored to his/her needs.
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The means become apparent as we go along, taking many small steps, actions and decisions. Each step results in changes. If the change makes a difference on the way to achieving the desired state, then we talk of development. We describe these steps and changes together as the development process.
As experts in development processes, we advise organizations and companies or parts of such organizations and companies, such as departments or teams, on how to structure such processes. With our help they will take those steps, which make a difference.
We even see consultancy itself as a development process, during which the consultancy service is created with the help of the client to produce a service that it tailored to his/her needs.
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>We work >inter-culturally in the language of our client - in English, German, French and Italian – and in other languages with our partners from the network.
Consultancy processes succeed best if they are carried out in the language of the client. Therefore we work as closely as possible to the language of the client.
Firstly, this means that we work in the language that the client speaks. We ourselves have a good command of English, German, French and Italian. For other languages, we have partners in the network.
Whenever possible we communicate with the client in his/her mother tongue. This way the client is best able to make himself/herself understood and to contribute towards achieving an understanding.
More and more people in organizations and companies speak different mother tongues. For us who have grown up and live in a country with a multi-lingual culture, this is nothing special. We are accustomed either to working in the language of the other party or according to the principle of “chacun parle sa langue”. Thus everybody speaks the language of which each has the best command. Usually group translation processes are then spontaneously created, which simultaneously create efficient development processes of common understanding. We also frequently make use of language in this way, where the process has not yet been established.
Secondly, we see language as an embodiment of reality. The language of the client is his/her world or, more precisely, “map”, by which the client moves about in the world (according to Korzibski). Therefore, language is also our means of entering the client’s world. As we work towards changing and developing the world of the client and as the development processes take place there, in our consultancy process we dedicate our full attention to this and to the language of the client.
If you understand language and its application like we do, then it is clear that consultancy always means intercultural understanding, whether on a small scale between two people or on a large scale between groups, organizations, institutions or peoples.
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Firstly, this means that we work in the language that the client speaks. We ourselves have a good command of English, German, French and Italian. For other languages, we have partners in the network.
Whenever possible we communicate with the client in his/her mother tongue. This way the client is best able to make himself/herself understood and to contribute towards achieving an understanding.
More and more people in organizations and companies speak different mother tongues. For us who have grown up and live in a country with a multi-lingual culture, this is nothing special. We are accustomed either to working in the language of the other party or according to the principle of “chacun parle sa langue”. Thus everybody speaks the language of which each has the best command. Usually group translation processes are then spontaneously created, which simultaneously create efficient development processes of common understanding. We also frequently make use of language in this way, where the process has not yet been established.
Secondly, we see language as an embodiment of reality. The language of the client is his/her world or, more precisely, “map”, by which the client moves about in the world (according to Korzibski). Therefore, language is also our means of entering the client’s world. As we work towards changing and developing the world of the client and as the development processes take place there, in our consultancy process we dedicate our full attention to this and to the language of the client.
If you understand language and its application like we do, then it is clear that consultancy always means intercultural understanding, whether on a small scale between two people or on a large scale between groups, organizations, institutions or peoples.
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>In our consultancy work we interweave our wide know-how of >organizational and corporate development with >appreciative communication, constructive >conflict management, >solution-focused work and >setting up systemic structures.
Our understanding of consultancy, organization and development processes is marked by the concepts and interpretation of organizational development of Friedrich Glasl.
Together we obtained in-depth knowledge with Fritz at his “OD workshop” of the theory and practice of organizational development. We have learnt what it means to organize development processes in organizations and companies through participation, i.e. with the employees. From Fritz we adopted the interpretation of the organization as a living and developing organism, even before the systematists discovered it. Together with Fritz we have, in particular, obtained a deep understanding of development processes.
The models created by Friedrich Glasl together with Lievegoed - and refined with the Trigon colleagues – of the phases of organisational development and the 7 natural elements of organization, as well as the concept of the 7 basic processes of organizational development (see Glasl, Kalcher, Piber, Prozess Consultancy, 2005), are important parts of our own theory and method ensemble.
With Fritz we also recognized our preferences for vision and resource-led processes and for a holistic understanding of method. Metaphors and parables, scenic representation and role-play, painting, music and movement supplement cognitive methods as subconscious sources of learning and development processes. And, last but not least, like Fritz we build on the value and strength of humour, play and enjoyment in the consultancy processes.
We are closely linked to Fritz and his consultancy firm, Trigon, through joint consultancy projects.
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Together we obtained in-depth knowledge with Fritz at his “OD workshop” of the theory and practice of organizational development. We have learnt what it means to organize development processes in organizations and companies through participation, i.e. with the employees. From Fritz we adopted the interpretation of the organization as a living and developing organism, even before the systematists discovered it. Together with Fritz we have, in particular, obtained a deep understanding of development processes.
The models created by Friedrich Glasl together with Lievegoed - and refined with the Trigon colleagues – of the phases of organisational development and the 7 natural elements of organization, as well as the concept of the 7 basic processes of organizational development (see Glasl, Kalcher, Piber, Prozess Consultancy, 2005), are important parts of our own theory and method ensemble.
With Fritz we also recognized our preferences for vision and resource-led processes and for a holistic understanding of method. Metaphors and parables, scenic representation and role-play, painting, music and movement supplement cognitive methods as subconscious sources of learning and development processes. And, last but not least, like Fritz we build on the value and strength of humour, play and enjoyment in the consultancy processes.
We are closely linked to Fritz and his consultancy firm, Trigon, through joint consultancy projects.
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Marshall Rosenberg’s “non-violent” communication is an attitude as well as practice of radical value-appreciation. For us, this form of communication represents a synthesis in many respects .
First of all, Marshall reminded us that we should distinguish between descriptive and judgmental observation and taught us to regard judgments, diagnoses, interpretation etc., as a form of violence. This sounds somewhat surprising. However it is easy to understand if we consider that judgments are experienced as restrictive and often devaluing for all, apart from the speaker.
Secondly, Marshall provided us with an understanding of the connection between feelings and needs, which interprets feelings as an expression of satisfied or unsatisfied needs and not as the effect of “good” or “bad” actions or decisions of others. With this he reminds us that we ourselves are responsible for our feelings if we regard ourselves as responsible for satisfying our needs – and not others.
Thirdly, Marshall reminded us – with an eye to strategies for satisfying our needs - to distinguish between request and demand. The difference lies in the fact that unlike the demand, the request respects the freedom of the person addressed to come to a decision. This is possible only if freedom to make decisions is respected.
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First of all, Marshall reminded us that we should distinguish between descriptive and judgmental observation and taught us to regard judgments, diagnoses, interpretation etc., as a form of violence. This sounds somewhat surprising. However it is easy to understand if we consider that judgments are experienced as restrictive and often devaluing for all, apart from the speaker.
Secondly, Marshall provided us with an understanding of the connection between feelings and needs, which interprets feelings as an expression of satisfied or unsatisfied needs and not as the effect of “good” or “bad” actions or decisions of others. With this he reminds us that we ourselves are responsible for our feelings if we regard ourselves as responsible for satisfying our needs – and not others.
Thirdly, Marshall reminded us – with an eye to strategies for satisfying our needs - to distinguish between request and demand. The difference lies in the fact that unlike the demand, the request respects the freedom of the person addressed to come to a decision. This is possible only if freedom to make decisions is respected.
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Conflict management plays a central role in development processes. We eagerly welcome the occurrence of conflicts for two reasons.
In the first place, conflicts are an indicator that development is indeed taking place; development is linked to the extension of possible actions, but a conflict presupposes that there are at least two possible modes of action. Conflicts are also always opportunities for development, because solutions to conflict almost always presuppose or enact changes, which make a difference.
We consider the ability to handle conflict creatively and constructively to be a central, social development skill. The following all help in this: firstly, knowledge of the dynamics of conflict escalation and de-escalation and the associated escalation phenomena as they affect people, groups and organizations; secondly, a wide repertoire of action and intervention methods; thirdly, efficient strategies to find solutions; and fourthly, the ability to negotiate and mediate (Mediation).
As we are proceeding on the basis that we do not understand the content of the conflict and the solution, it is not an issue for us that there should be satisfactory solutions to each conflict; for us, satisfaction means that the solution is not at the expense of one of the parties involved. For us, solutions mean win-win results.
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In the first place, conflicts are an indicator that development is indeed taking place; development is linked to the extension of possible actions, but a conflict presupposes that there are at least two possible modes of action. Conflicts are also always opportunities for development, because solutions to conflict almost always presuppose or enact changes, which make a difference.
We consider the ability to handle conflict creatively and constructively to be a central, social development skill. The following all help in this: firstly, knowledge of the dynamics of conflict escalation and de-escalation and the associated escalation phenomena as they affect people, groups and organizations; secondly, a wide repertoire of action and intervention methods; thirdly, efficient strategies to find solutions; and fourthly, the ability to negotiate and mediate (Mediation).
As we are proceeding on the basis that we do not understand the content of the conflict and the solution, it is not an issue for us that there should be satisfactory solutions to each conflict; for us, satisfaction means that the solution is not at the expense of one of the parties involved. For us, solutions mean win-win results.
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“We realize that the problem has been solved when it disappears.” This sentence out of the Tractatus Logico-Philosophicus by Wittgenstein describes the central idea of solution-focused work as developed by Steve de Shazer and Insoo Kim Berg at BFTC in Milwaukee (Wisconsin, USA) .
Steve and Insoo characterize the solution-focused consultant as an expert in solution-focused questions and the clients as experts in responding to these issues. However, solution-focused issues are not merely a technique. Steve de Shazer himself said: “Without the right attitude it’s not even a good technique.” The deciding factor is the appreciative attitude towards the client and the certainty that the advisor does not, in fact, know the answers, whilst the client is the only one who does.
The meetings with Insoo, which further developed the solution-focused approach for organizations, developed at the BFTC, had a far-reaching impact on our work.
Solution-focused work draws attention to solutions and not to the problem. The problem remains the reason for the work but not the subject of it. Instead of concerning ourselves with the problem and its analysis, we concentrate on creating conditions for solutions. We no longer see our duty as helping the client to understand his/her problem better, but as helping the client to develop and implement solutions to his/her concerns and problems.
This has made us not simply a good bit quicker and more efficient; the work is also more stimulating, lively and satisfying, both for the client and us. We have obviously not become problem-phobic as a result; we are still aware that the problem causes the client suffering and acknowledge this by our great respect for the fact that the client takes on the strenuous work of solving the problem.
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Steve and Insoo characterize the solution-focused consultant as an expert in solution-focused questions and the clients as experts in responding to these issues. However, solution-focused issues are not merely a technique. Steve de Shazer himself said: “Without the right attitude it’s not even a good technique.” The deciding factor is the appreciative attitude towards the client and the certainty that the advisor does not, in fact, know the answers, whilst the client is the only one who does.
The meetings with Insoo, which further developed the solution-focused approach for organizations, developed at the BFTC, had a far-reaching impact on our work.
Solution-focused work draws attention to solutions and not to the problem. The problem remains the reason for the work but not the subject of it. Instead of concerning ourselves with the problem and its analysis, we concentrate on creating conditions for solutions. We no longer see our duty as helping the client to understand his/her problem better, but as helping the client to develop and implement solutions to his/her concerns and problems.
This has made us not simply a good bit quicker and more efficient; the work is also more stimulating, lively and satisfying, both for the client and us. We have obviously not become problem-phobic as a result; we are still aware that the problem causes the client suffering and acknowledge this by our great respect for the fact that the client takes on the strenuous work of solving the problem.
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Matthias Varga von Kibed and Insa Sparrer, together with Fritz Glasl, Marshall Rosenberg and Insoo Kim Berg, are amongst our most important teachers. They have trained us in prejudice-free systemic thought, transverbal language and the grammar and practice of systemic structure constellation.
Apart from the clear grammar of the structure constellation, we owe Matthias and Insa for such important instruments as the Tetralemma and polarity belief triangle and access to such inexhaustible sources as Wittgenstein, Korzibski, Milton Erikson and Steve de Shazer. What we learnt from them, and then developed for ourselves, is comparable with the transition from >”Straddle“ to “Fosbury flop” in the high jump; a new process model that allows us more efficient, in-depth and sustained process consultancy.
And because the development of transverbal language has only just begun – the SySt-Institute of Insa and Matthias in Munich has just celebrated its 10th anniversary – we are pleased to follow this trend and put forward our contributions to refine these powerful methods.
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Apart from the clear grammar of the structure constellation, we owe Matthias and Insa for such important instruments as the Tetralemma and polarity belief triangle and access to such inexhaustible sources as Wittgenstein, Korzibski, Milton Erikson and Steve de Shazer. What we learnt from them, and then developed for ourselves, is comparable with the transition from >”Straddle“ to “Fosbury flop” in the high jump; a new process model that allows us more efficient, in-depth and sustained process consultancy.
And because the development of transverbal language has only just begun – the SySt-Institute of Insa and Matthias in Munich has just celebrated its 10th anniversary – we are pleased to follow this trend and put forward our contributions to refine these powerful methods.
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