Action research

The continuity of change determines our thoughts and actions. Consciously shaping the structure of a company, the culture of an organisation, that’s the most efficient agent of change. Because this culture determines how employees act or don’t act, how they communicate or not, how they think or don’t think. Every corporate culture is complex and difficile and at the same time, it is invisible to a large extent. In the analogy of an iceberg: 10% is above the sea surface, 90% is hidden. Using organisational culture analysis, we make the entire iceberg visible and shapeable. Our long-standing expertise in preparing and attending projects with qualitative impact analysis and action research is what stands out. On that you can rely. The combination of qualitative research and classic organisational development, as support for processes, programme and project development.


In a qualitative impact analysis, we carry out semi-structured in-depth interviews or group discussions with employees, executives and other stakeholders, and doing so, we also work with participatory observation.
In-depth interviews are individual or group interviews to grasp the living environments and everyday culture of the interviewee. They help us gaining a holistic understanding of all cultural factors. Advantage: we look back on and reappraise conscious and unconscious cause-effect relationships for you in a descriptive manner. Because understanding is the first step towards change. Our form of reporting is a clear, vivid and demonstrative presentation to you.


Action research goes one step further. We train employees, executives and stakeholders in developing their own questions for learning, in conducting interviews themselves and at actively engaging in research for the purpose of change. We are there to support the analysis process. Advantage: Your employees become active participants in the desired change.


Additionally, we use social network analysis to capture, examine and visualise the relationships between stakeholders. Increased attention is paid to the relationships and their structure, built due to their intensity, frequency and connectivity, instead of the characters of the stakeholders. As an addutuib to qualitative impact analysis with in-depth interviews and participatory observation, the results of social network analysis allow statements about volume and content of relationships to map transformational processes. Thereby, potential capacities and gaps can be made visible, as well as future foci of interactions and project cooperations can be developed.