Get insights and answers to your organizational issues through organizational constellations.

Problems usually have deeper root causes and traditional “solutions” are then often nothing more than symptom relief. CoCoReCo looks at an organization from a systemic perspective. We consider an organization as a living system.

Common symptoms in organizations:

• Changes succeed moderately, they cost a lot of energy and power
• There are conflicts between departments and/or employees
• The authority of management is undermined
• Set goals are not achieved
• The financial position is getting worse
• Relations with customers and suppliers are difficult
• Absenteeism is high
• There is still a lot of untapped potential, employee commitment and motivation is low
• Attracting and retaining people is difficult
• Employee turnover is high
• There is a real gossip and/or “please” culture
• Teams do not function efficiently
• We may not shine as an organization/team

Organizational constellations can be done with table constellations, constellations with own employees, constellations with externals or between horses.

Teamcrafting is an effective way to fully utilize the talent within your organization …

Do you or your organization want to work on:

• A more efficient division of labor in the team with less grumbling
• Clarity of one’s own tasks and task content
• Understanding the tasks of other colleagues
• Encouraging personal growth
• Improving collaboration
• Communicating everyone’s motivations, needs and expectations
• Utilize the untapped potential of your employees
• Promote employee satisfaction
• Increase employee happiness at work`
• Generate more employee engagement
• Create a better work-life balance
• Increase employee productivity
• Self-managing teams that better distribute their work
• Managing change projects after a merger, layoff, …

Teamcrafting is the key to motivation

All members of a team work together to bring out the talents of each individual to form an effective whole. Employees will tinker with their jobs so that everyone is satisfied with their roles, thus building a Happy culture. You can teamcraft at the team level or organization-wide. If taken organization-wide, certain tasks can shift to another team or division.
Research at different levels

Our approach takes place at different levels:

• Team: What are the expectations and tasks for the team? How is the organizational structure set up? What is the team’s place in the organization?
• Team member: Each team member maps their motivations, meaning, needs and expectations.
• Tasks: What tasks make me shine right now? Are there particular tasks they can axe or omit? What tasks does the team take on? Is the work method efficient?
• Relationships: With whom do we have contact and about what? How is the contact and how often? How is cooperation with other divisions? Are the contacts formal or informal? How do people view the team?
• Environment: Are there work-support systems and processes? Are working conditions (salary, working hours, leave, etc.) well established? Is the workplace adapted to the work?

Do you want to work with your team, let your team shine back … Then contact us without obligation.

Organizations face particular challenges that they can no longer overcome with familiar management methods. In addition, organizational traumas are often at the root of stagnation, strikes, high absenteeism, …

We give you a deep insight into the undercurrent of your team(s) and the organization. You gain insight into the cause of organizational trauma and learn how to deal with it.
Some symptoms of organizational trauma:

• The organization is locked, we do not achieve our predetermined results
• We hit an invisible wall, our organization is stagnant
• Employees want to strike, our organization goes into power-off
• There is a lot of absenteeism, absenteeism and presenteeism

We have a unique approach to detect your organizational trauma and turn it around so that your organization is vital again.

The word is out “burnout,” after all, according to a recent KUL study, one in six employees is showing symptoms of stress and burnout. Not so surprising when you think of all the challenges we face every day: high workload, changing circumstances, restructuring, new systems and procedures, new legislation. Dealing with these challenges requires energy. Sometimes too much energy…. Chronic stress can lead to burnout, resulting in a flat battery or even one that breaks down. Resilient employees are therefore an absolute must in an organization.

This track takes you into the world of stress, its effects on yourself, colleagues, the company, recognizing the symptoms, tools to prevent temporary or permanent failure and above all how to form resilient employees.
Hence, it is very important for employees as well as their employer to know how to deal with stress in order to prevent frequent absences or even temporary or permanent outages. The causes of stress usually lie in multiple areas. Not only work-related issues, but also personal characteristics such as perfectionism or the inability to set limits can be at the root of it.

Privately, we like to be authentic, to be ourselves (being). We feel authentic when our behavior matches our self-image. That self-image consists of the norms and values we have, the culture, religion, sex and gender we identify with. Authenticity, then, means being able to behave in a way that shows all that you care about.

Through workshops for employees, team leads and managers, we teach preventive management of stress and burnout.

Transformations frequently fail because during changes in the organization, people focus mainly on technology or processes. The human side gets no or insufficient attention here.Any significant transformation has an impact on the human aspect, just think of new leaders being asked to step up, jobs being changed, new skills and competencies needing to be developed, etc. This results in employees who will be uncertain about the changes. The trick is therefore to deal with this proactively and collectively rather than reactively and case by case.

Pro-activity ensures that the speed of transformation, morale and results are not compromised. Start as early as possible with the creation of a support base e.g. by entering into dialogue with employees.

This track offers tools, guidance and support for everyone in a company in transformation.

We guide your organization in cultural transitions, both in the upper and lower stream.

Almost all organizations have a large untapped potential, which management often estimates at 20%. On the shop floor we often see a much higher percentage of around 50% (or more).

In moments of crisis, organizations often resort to collective dismissals, reorganizations, outsourcing, cost savings, automation or digitalization. This is the easy way out for managers and mainly top-down oriented. The question is whether this actually contributes to increasing the vitality of the organization and what the long-term effect is.
This top-down approach is at odds with the sustainable potential present on the shop floor. Rather, it creates negative effects on employees, creating a kind of cramp and stiffening the organization.

By paying more attention to the ideas, qualities and added value of the employees, the heart of the organization, the organization can become more vital in the short term and at a low investment cost and make optimal use of the untapped potential.