The performance of a retailer lags behind. Various process interventions, improvement measures, personal discussions and incentives have no effect. Shortly after the first, the second reorganization follows.
LANZ inventories the situation with the team leader and organizes a workshop. Here, the team leader announces the necessary second reorganization and then leaves the room. His team members reflect the message and then – independently – develop alternatives to change the situation. The team leader comes back and listens to the
ideas of his team. He evaluates this at a later date and sets out what measures he wants to implement and which not. He links his decisions back to the team. The team, in turn, further elaborates the approved alternatives, adjusts them if necessary, and implements the action.
By alternately presenting and reacting to it, and by independently developing and executing alternatives through team members, space, understanding for one another’s standpoints, problem-solving abilities, and finally pooling forces for the second reorganization arise.
Net time investment: 1 preliminary discussion, 2 workshops.