The diagnosis itself can trigger a reflection process on the part of the members and raise expectations of change.

 

Within the organization, this approach is used within change management to analyze the shared perception of the organization members for the area under consideration. This can affect the entire organization, but also just parts of it  (e.g., a service unit).

 

Surveys on the organizational climate usually attempt to reflect the organizational conditions commonly perceived by the employees. This actual recording is more relevant to the present and easier to change; Organizational culture and the processes that have grown with it result from the past and show a higher level of resilience in change management.

 

It’s all about the positive mood! - A good group atmosphere inspires teamwork!

 

While accompanying management committees over a certain period of time, the mood and group climate is measured and further developed. The behavior of managers and their commitment are analyzed and optimize. Previous results show that the willingness to volunteer for the overarching goal / project is based on emotional factors.

 

Superiors are mood makers!

 

Individual moods and the resulting climate  in the management team have a direct impact on teamwork. The effects of leadership behavior are correspondingly, directly proportional. These also become effective through emotional motivation. Managers must first and foremost be mood managers, if they want to give the company and teamwork positive impulses. The importance of feelings in working life has long been underestimated or has been partially ignored.

 

To adequately analyze emotional dependencies within leadership tasks and team development, we offer a „team climate inventory”,, consisting of 120 descriptive characteristics. These enable a comprehensive diagnosis of emotionally relevant facets of teamwork and gives managers at the top of the company important optimization indications for targeted interventions.