Do meetings work out effectively or do the actual discussions begin only afterwards in the corridors? Are some team members dominant? Or does everyone have the room for input? Is the framework adapted to the subject matter? Can the leader himself discuss matters substantially? Does the meeting result in action and clear steps?

What do we assume?

Process counselling deals with organising, structuring and counselling consultations between people.
Consultations bring about results if the participants are mutually focused, understand each other’s point of view, enter constructive discussions and make solid decisions. Process counselling provides a group of professionals with the opportunity to get the most out of discussion and brainstorming.

The process counsellor, or the facilitator, facilitates the framework for exchanging ideas in an atmosphere, which is as honest and constructive as possible. The content is not important; the emphasis is on the way issues are discussed. The facilitator is result oriented so he confronts the group when necessary, indicates where the group stands, encourages expression of and listening to differences of opinion, creates synthesis and helps reach decisions. The tools used vary in their ability to identify processes and to outline affinities, and include gap-analysis, swot-analysis, etc.

What do we do?

• Moderate meetings
• Organise and guide internal workshops
• Involve employees in the improvement of processes
• Put together independent analysis
• Design active work frameworks for consultation