Read here to find out how a clearly structured tool can provide clarity, commitment and mutual understanding in change projects.
Chaos in the kitchen – or in change
Imagine you are standing in a kitchen with eight people who all want to cook “the perfect dinner”. One reaches for the pasta pot, another starts seasoning the salad, two stand there with their arms crossed and discuss whether it would be better to barbecue. Everyone is motivated, yet confusion ensues because everyone has different ideas about what constitutes the perfect dinner.
Change projects are often similar: the goal seems clear, but the paths to achieving it could hardly be more different. Some demand more structure, others want freedom and creativity. Some want speed, others slow down to get their thoughts in order.
Change management consulting: making perspectives visible and usable
This is exactly where the “State of Affairs” tool from our change management consulting comes in. It brings different perspectives to the table, creates a common picture and derives realistic, jointly supported measures from it. The aim is not to resolve all differences, but to make them visible and usable.
Workshop facilitation that embraces diversity
At flow consulting, we do not believe in one correct perspective. A good workshop is about listening to different perceptions, embracing complexity and forming a picture that everyone can get behind.
“The state of affairs” is ideal for this:
• It combines reflection and future planning.
• It consciously allows emotions such as pride, regret, hopes and fears.
• It promotes understanding between departments and hierarchical levels.
The result is not a smooth consensus, but a solid foundation for the next implementation step.
A practical example: An honest picture emerges
A medium-sized tech company introduced agile project management a year ago. Today, there is little sign of the initial euphoria.
In the workshop “The State of Affairs”, the following happens:
• Cards are collected on the pinboard:
“Teams are working more independently today” is written next to “Since the change in management, there has been a lack of clear priorities”.
• Small groups make notes: pride in successfully completed projects, but also regret about long decision-making processes.
• Hopes for more efficient collaboration are written next to fears that the flood of meetings will increase.
The picture is colourful, multi-layered and not without conflict, but it is real. With the help of workshop moderation, rules of conduct are derived from these differences, e.g. “Decisions are communicated by the management within 48 hours” or “The steering committee prioritises a maximum of three projects at the same time.”
The end result is not only measures, but also a new mutual understanding that supports implementation.
9 steps to give your change project new momentum
- Introduction & input
Management describes the current situation and answers questions. - Assessing the situation
The status quo in three keywords, collected and clustered. - Pride & regret
What went well, what would you do differently today? - Hopes & fears
Looking to the future: expectations & concerns. - Presentation & discussion
Present results, acknowledge differences. - Develop rules of conduct
Formulate principles for action. - Prioritise
Select the most important rules & measures. - Define your own contribution
Specify concrete contributions for each person. - List of measures & presentation
Sort measures & show them to management.
Why the tool works – from a change management consulting perspective
• We use diverse perspectives instead of smoothing out opinions.
• Complexity is acknowledged instead of being hastily simplified.
• Instead of simply pushing responsibility “upwards”, it is distributed.
• Genuine participation increases change engagement.
What’s more, the “State of Affairs” tool doesn’t stop at analysis, but supports those involved in taking action again.
Conclusion
“State of Affairs” is a compact, effective change management consulting tool that supports successful workshop facilitation.
It helps to transform a vague “We should…” into a clear “We are now doing…” – together.
Now it’s your turn: What do you regret about your current change project? What are you proud of? What are your hopes and fears? And: How do the other participants see it? Try out “The State of Affairs” with your tool or let my flow colleagues or me facilitate it…
Best regards,
Silke Engel
You can find more about this and many other tried-and-tested tools in our book Toolbox Leading Change. For everyone who wants to shape change effectively.
picture: pixabay: AI ARTIST KING, 2025-08-28
