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Mental Change? Agile organizations need new »identities«

Mental Change? Agile organizations need new »identities«

On the agile triangle (methods, structure, culture), one of the most difficult aspect remains that of cultural change; that is neither new nor surprising. What we call culture is a combination of many factors that cannot be grasped by causal thought and are therefore hard to influence by the usual methods of change management. Culture is not a thing that we change, it is something we live, that we bring to life by ourselves and our interaction with others. more

Agile organizations and their growing pains

Agile organizations and their growing pains

The group was silent. They stayed silent, even as the inviting manger tried to send an optimistic and constructive message. Questions were ignored or answered with vague and irrelevant responses. Although the conversation livened up a little in smaller groups, it still lacked clear statements that would have explained this highly unusual behaviour for a group in a work environment. I was faced with the remnants of a group, and an organization, in the aftermath of a failed agile experiment: silence, disappointment, sadness, discord. What had gone wrong? more

A plea for learning by experience in group dynamics and against the over-methodization of agile procedures

A plea for learning by experience in group dynamics and against the over-methodization of agile procedures

An unreflected, dominant informal leadership makes potentially so very rich groups even poorer than single individuals can be. This loses us engagement, knowledge and ability. Therefore I issue here my plea for widespread group-dynamic learning in organizations as well as a warning to avoid an over-methodization of those forms of work that are based on emotional involvement. more