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bag schmidt-karinKarin Beutelschmidt is the founder of the School of Facilitating and the divida Foundation. Beutelschmidt studied German, journalism and sociology and acquired an additional qualification in business administration for medium-sized companies. She is the managing director of Ökotopia GmbH and a member of the supervisory board of Oktoberdruck AG as well as the founding founder and board member of the divida Foundation. Since 2002 she has been self-employed as a trainer, coach and facilitator and founder of the School of Facilitating. Together with Renate Franke, Markus Püttmann and Barbara Zuber she wrote the book “Facilitating Change. More than Change Management ”published. More information at All texts by Karin Beutelschmidt.

More than change management: change schedule [+ checklist]

It is a recurring phenomenon in organizations: you hardly have a plan, you have one Concept ABC School Joke Oud developed and begins with the implementation, everything is already out of date. Or at least in parts. What to do?

Causes for problems in change management

This can happen through external influences, for example through unpredictable market changes or political decisions. These can also be internal influences, for example employees who react differently than expected, or new board decisions. But we ourselves can also cause the cause Executive or be the change team. Which influences are also:

We will encounter this phenomenon again and again, we will find again and again that we are not able to plan everything down to the smallest detail in the future and that we have blind spots in us, that is, personality parts that we are not clear about. The factors that can throw the concept off track lurk everywhere. We call this phenomenon the factor X.

Factor X - the blind spot and our openness to surprises

That we will face the factor X is as safe as the Amen in the church. How he meets us and what he brings with us, on the other hand, is uncertain and can lead us in directions that surprise us completely. Nevertheless, we should not refrain from working with plans and concepts. Factor X does not question our theoretical foundations and practical experiences.

On the contrary: He demands of us Respect before the task, enriches us with the components of vigilance and flexibility and demands openness to learning. Today's change processes need this enormous openness for such "surprises" in order not to become unrealistic. The dynamic in which things change and adapt requires us to be able to integrate them - now more than ever.

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The dilemma of order and chaos

At the same time, it is overwhelming for many. We are reaching our limits, the call for stability and continuity is growing loud. We find ourselves in the dilemma that Albert Einstein once well described: “Nothing can exist without order. Nothing can arise without chaos. "

At the beginning of this book, we reported our perception as a limited resource because it is constrained by our attitudes, beliefs, and beliefs. This limitation - above all the problem of too strong targeting - influences our adaptability to reality.

The dance with the system

The understanding of Facilitating Change is to be able to dance with the factor X. The surprises and challenges that we face in the implementation of our assignments are an invitation to approach the blind spots and borders and thus to come closer to the solution. Where is the system sometimes blind, where naive, where too good faith, where is not exactly gogged?

This dance with the blind spots and the factor X requires inner stability, lust and openness with us and those involved in the process. For us, the image of dancing with the factor X is helpful because it has something playful, light and supports us in our openness and desire. We want to encourage that here.

Impulses from the off

However, external factors must also be taken into account: The classic external sources include decisions in the Politics, drastic developments on the stock exchange, changes in the law or simply the influences that are not triggered by human hands, but by the environment and nature. These are all well-known and reliably recurring FaktorXT topics.

Things get more restless on the floor when trading is driven by time and the market and it's all about being faster, better or at least as good. It becomes creative and downright humorous when the impulses come from the "off", so to speak in passing. The answer to a question can suddenly be found in the daughter's school essay, in a play or during a visit to a museum.

Hidden Agendas

Internal factors X are the often cited but unknown "hidden agendas". What else does the shareholder, the board of directors have in mind? What is his real concern? Which political calculations play a role? What information is he holding back - for whatever reason?

The suspected "hidden agendas" are often sources of rumors and radio and have a tendency to become independent. An information vacuum is filled by self-produced information and a new consensus reality is slowly emerging, i.e. knowledge that is accepted by a majority and that is viewed as everyday reality. People begin to act on it. The resulting dynamics are mostly astonishing.

The factor me

The phases of disorder in the change mean that some people use the favor of the hour to place themselves new or better. Sometimes, at the beginning of a process, it is open who will be, how the game looks and where it is going. People who stick to rules and agreements and focus more on content are easily the losers.

In his book “The Logic of Failure” (2003), Dietrich Dörner describes our inability to really plan things through to the end in complex situations.

Planning as a guard rail

For this reason, the invitation here to not give up this illusion of planning genius and thus to protect the employees, the customers and themselves a bit from themselves. - Planning is a helpful guard rail, never the reality.

Another, treacherous factual source is our already much-cited blind spot. We are unclear about our perceptual filters, we overlook signals, or listen to information. In other words, we only see what we want to see, and not the guard rails that stand in the way.

Allow customers access

Our customers usually enjoy reliable change schedules and clear statements from us. An understandable need, but it's hard for us to do justice to it. That is why we draw our customers' attention to the phenomena of the factor X and the lack of real predictability of a change process.

We can give guidance, but the actual events will decide the actual course. We do not want to escape the responsibility of binding commitments, but we want to promote openness and vigilance for the actual happenings.

Stay connected with reality - 4 questions

Just like the client, we also prepare those involved in the change for the X factor. For us this is an “invitation” to stay connected to reality. There can be something light and playful about this and it can be introduced by questions such as:

  • Is there something where we just do not look?
  • Are we traveling too optimistic?
  • What is your employee really busy with: our topic or something completely different?
  • What does the Flurfunk tell you?

How does the adaptability of organizations work?

Dealing with the factor X is an important component of the adaptability of organizations and thus an elementary component of the viability of an organization.

Perhaps you know the film "The Monkey Business Illusion" by Daniel J. Simons: Two teams play ball, one Team is white, the other dressed in black. The task is to count the ball change of the white team and let yourself be surprised ...

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Take the factor X perspective

I would like to make a thesis on this: As facilitators, we know that there are taboos, unconscious and unwanted in every process. These can certainly be factor X topics. Sometimes it is helpful for the process to bring these issues carefully into the room.

We see it as our role to then take up positions or votes that are missing as a substitute. For example, in the form: "If I were to speak here as an affected employee, I would think and feel xy ..." or "As your customer, I could think xy ...".

The deputy position

These deputy positions are an offer for the Group. If the offer resonates, we remain at the aspect. If there is no, we leave the track, because it is either not right or not at the moment.

If you work as a facilitator team, it is helpful in these phases to share the rolls cleanly. The one accepts missing voices or positions and makes offers, the other remains in the process control.

Facilitator self check

The prerequisite for the successful change process is always the meaningful "Facilitator self-check". Questions like:

  • What about our own dealings with the unexpected, the factor X?
  • Where are we open ourselves, where are we fixated?
  • Are we real enough - both ourselves and our environment?
  • How dancid or how rigid are we on our way?
  • Where is our own focus?
  • Is the process just fun or do we want to finish?

These and similar questions help us to remain mobile and open in the process.


Factor X is an integral part of life and is therefore also part of change processes. Think of it as an invitation to openness - both externally and internally.

Factor X is the key to making change successful, acting like a permanent reality check and impulse generator, ensuring our adaptability. In other words, it keeps us alive and is our connection to the dance of life.

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2 responses to "More than change management: change timetable [+ checklist]"

  1. Competencepartner says:

    More than Change Management - Part 3: Change Roadmap & Checklist: Perhaps you know the F… #Profession #Education

  2. Anke Lehmann says:

    RT @SimoneJanson: More than Change Management - Part 3: Change Roadmap & Checklist -

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