{"id":19581,"date":"2025-09-02T13:26:26","date_gmt":"2025-09-02T11:26:26","guid":{"rendered":"https:\/\/www.flow.de\/?p=19581"},"modified":"2025-09-02T13:26:26","modified_gmt":"2025-09-02T11:26:26","slug":"tool-understanding-and-utilising-the-state-of-affairs-in-change","status":"publish","type":"post","link":"https:\/\/www.flow.de\/en\/tool-understanding-and-utilising-the-state-of-affairs-in-change\/","title":{"rendered":"Tool: Understanding and utilising “the state of affairs” in change"},"content":{"rendered":"

Read here to find out how a clearly structured tool can provide clarity, commitment and mutual understanding in change projects.<\/p>\n

Chaos in the kitchen \u2013 or in change<\/h2>\n

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.
\nChange 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.<\/p>\n

Change management consulting: making perspectives visible and usable<\/h2>\n

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.<\/p>\n

Workshop facilitation that embraces diversity<\/h3>\n

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.<\/p>\n

“The state of affairs” is ideal for this:
\n\u2022 It combines reflection and future planning.
\n\u2022 It consciously allows emotions such as pride, regret, hopes and fears.
\n\u2022 It promotes understanding between departments and hierarchical levels.
\nThe result is not a smooth consensus, but a solid foundation for the next implementation step.<\/p>\n

A practical example: An honest picture emerges<\/h2>\n

A medium-sized tech company introduced agile project management a year ago. Today, there is little sign of the initial euphoria.
\nIn the workshop “The State of Affairs”, the following happens:<\/p>\n

\u2022 Cards are collected on the pinboard:
\n“Teams are working more independently today” is written next to “Since the change in management, there has been a lack of clear priorities”.
\n\u2022 Small groups make notes: pride in successfully completed projects, but also regret about long decision-making processes.
\n\u2022 Hopes for more efficient collaboration are written next to fears that the flood of meetings will increase.<\/p>\n

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.”<\/p>\n

The end result is not only measures, but also a new mutual understanding that supports implementation.<\/p>\n

9 steps to give your change project new momentum<\/h2>\n
    \n
  1. Introduction & input
    \nManagement describes the current situation and answers questions.<\/li>\n
  2. Assessing the situation
    \nThe status quo in three keywords, collected and clustered.<\/li>\n
  3. Pride & regret
    \nWhat went well, what would you do differently today?<\/li>\n
  4. Hopes & fears
    \nLooking to the future: expectations & concerns.<\/li>\n
  5. Presentation & discussion
    \nPresent results, acknowledge differences.<\/li>\n
  6. Develop rules of conduct
    \nFormulate principles for action.<\/li>\n
  7. Prioritise
    \nSelect the most important rules & measures.<\/li>\n
  8. Define your own contribution
    \nSpecify concrete contributions for each person.<\/li>\n
  9. List of measures & presentation
    \nSort measures & show them to management.<\/li>\n<\/ol>\n

    Why the tool works \u2013 from a change management consulting perspective<\/h2>\n

    \u2022 We use diverse perspectives instead of smoothing out opinions.
    \n\u2022 Complexity is acknowledged instead of being hastily simplified.
    \n\u2022 Instead of simply pushing responsibility “upwards”, it is distributed.
    \n\u2022 Genuine participation increases change engagement.
    \nWhat’s more, the “State of Affairs” tool doesn’t stop at analysis, but supports those involved in taking action again.<\/p>\n

    Conclusion<\/h3>\n

    “State of Affairs” is a compact, effective change management consulting tool that supports successful workshop facilitation.
    \nIt helps to transform a vague “We should…” into a clear “We are now doing…” \u2013 together.
    \nNow 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…<\/p>\n

    Best regards,
    \nSilke Engel<\/a><\/strong><\/p>\n

    You can find more about this and many other tried-and-tested tools in our book Toolbox Leading Change<\/a><\/strong>. For everyone who wants to shape change effectively.<\/p>\n

    picture: pixabay: AI ARTIST KING, 2025-08-28<\/p>\n<\/div><\/div><\/div><\/div><\/div>\n","protected":false},"excerpt":{"rendered":"

    Read here to find out how a clearly structured tool can provide clarity, commitment and mutual understanding in change projects.<\/p>\n","protected":false},"author":3,"featured_media":19577,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[2],"tags":[3216,3246],"class_list":["post-19581","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-personnel","tag-change-management-en","tag-moderation-en"],"yoast_head":"\nTool: Understanding and utilising "the state of affairs" in change - flow consulting gmbh<\/title>\n<meta name=\"description\" content=\"A tool that provides space for diverse perspectives, recognises complexity and increases change engagement through genuine participation.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.flow.de\/en\/tool-understanding-and-utilising-the-state-of-affairs-in-change\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Tool: Understanding and utilising "the state of affairs" in change\" \/>\n<meta property=\"og:description\" content=\"A tool that provides space for diverse perspectives, recognises complexity and increases change engagement through genuine participation.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/www.flow.de\/en\/tool-understanding-and-utilising-the-state-of-affairs-in-change\/\" \/>\n<meta property=\"og:site_name\" content=\"flow consulting gmbh\" \/>\n<meta property=\"article:published_time\" content=\"2025-09-02T11:26:26+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/www.flow.de\/wp-content\/uploads\/2025\/08\/Changetool-Lage-der-Dinge.png\" \/>\n\t<meta property=\"og:image:width\" content=\"767\" \/>\n\t<meta property=\"og:image:height\" content=\"431\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/png\" \/>\n<meta name=\"author\" content=\"Anneli Gabriel\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Anneli Gabriel\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"5 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/www.flow.de\\\/en\\\/tool-understanding-and-utilising-the-state-of-affairs-in-change\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/www.flow.de\\\/en\\\/tool-understanding-and-utilising-the-state-of-affairs-in-change\\\/\"},\"author\":{\"name\":\"Anneli Gabriel\",\"@id\":\"https:\\\/\\\/www.flow.de\\\/en\\\/#\\\/schema\\\/person\\\/9c894fd4936138c7c8a7ffb95a5f3a5f\"},\"headline\":\"Tool: Understanding and utilising “the state of affairs” in change\",\"datePublished\":\"2025-09-02T11:26:26+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/www.flow.de\\\/en\\\/tool-understanding-and-utilising-the-state-of-affairs-in-change\\\/\"},\"wordCount\":900,\"publisher\":{\"@id\":\"https:\\\/\\\/www.flow.de\\\/en\\\/#organization\"},\"image\":{\"@id\":\"https:\\\/\\\/www.flow.de\\\/en\\\/tool-understanding-and-utilising-the-state-of-affairs-in-change\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/www.flow.de\\\/wp-content\\\/uploads\\\/2025\\\/08\\\/Changetool-Lage-der-Dinge.png\",\"keywords\":[\"Change Management\",\"Moderation\"],\"articleSection\":[\"Personnel & Potential\"],\"inLanguage\":\"en-US\"},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/www.flow.de\\\/en\\\/tool-understanding-and-utilising-the-state-of-affairs-in-change\\\/\",\"url\":\"https:\\\/\\\/www.flow.de\\\/en\\\/tool-understanding-and-utilising-the-state-of-affairs-in-change\\\/\",\"name\":\"Tool: Understanding and utilising \\\"the state of affairs\\\" in change - 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