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

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

Common symptoms in organisations:

• 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 organisation/team

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

Teamcrafting is an effective way to fully utilise the talent within your organisation …

Do you or your organisation 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
• Utilise 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 organisation-wide. If taken organisation-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 organisational structure set up? What is the team’s place in the organisation?
• 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.

Organisations face particular challenges that they can no longer overcome with familiar management methods. In addition, organisational 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 organisation. You gain insight into the cause of organisational trauma and learn how to deal with it. Some symptoms of organisational trauma:

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

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

One in six employees show symptoms of stress and burnout according to a recent KUL study. In itself this is 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 organisation.

This course takes you into the world of stress, its effects on yourself, colleagues, the company, recognising the symptoms, tools to prevent temporary or permanent outages and, above all, how to form resilient employees.

Hence, it is very important that employees as well as their employer know how to deal with stress, in order to avoid frequent absences or even permanent absenteeism. The causes of stress usually lie in several areas. Not only work-related issues, but also personal characteristics such as perfectionism or inability to set limits can be at the root of it.

Privately, we like to be authentic, to be ourselves. We feel authentic when our behaviour 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 therefore means being able to behave in such a way as to show everything you feel is important.

Through workshops for employees, team leads and managers, we teach preventative 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 insufficient attention here, if any. 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 organisation in cultural transitions, both in the visible (conscious) part and the undercurrent (unconscious).

Almost all organisations have a huge untapped potential. At the management level, the untapped potential is estimated to be 20%. On the shop floor, we often see a much higher percentage of at least 50%.

In moments of crisis, organisations often turn to collective redundancies, reorganisations, outsourcing, cost-cutting, automation or digitalisation. This is the easy way out for managers and is mainly top-down oriented. Does this actually contribute to increasing the vitality of the organisation, and what is the long-term effect?

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 organisation.

By paying more attention to the ideas, qualities and added value of employees, the heart of the organisation, the organisation can become rapidly more vital with a low investment cost, and make the most of its untapped potential.