With our model of stage development, we have cut a diamond that is the product of our own longstanding development, experience and conviction.
Along this model: problems and disturbances (on an organisational and individual level) can be explained and understood conclusively; we plan interventions optimally suited to the situation, effectively and comprehensibly; do social phenomena suddenly make sense and development needs can be viewed optimistically.
We combine different perspectives into a holistic approach
The four of us originally came from very different directions: Training, coaching, management, organizational development and classical consulting. When we met, we all looked back on many years of experience with stage development models. Our initiative reflects our common conviction that only a holistic understanding and the interlocking of organisational and personnel development as well as classical consulting approaches can bring about real transformation.
We promote the awareness for healthy stage development
We would like to contribute significantly to the fact that the natural phenomenon stage development arrives in the general consciousness and is used quite naturally in order to arrange our future meaningfully.
Stage development enables people and organisations to think and act in a future-oriented way. With its help, companies become sustainable in an intelligent and at the same time appreciative way.
With our promise to our customers we associate a great obligation for ourselves. All our consultants see themselves as part of a development network. They have all committed themselves to continuously develop their personal, professional and consulting skills. It is also part of our self-image that no one can offer all organisational and personnel development competencies in full quality on their own. We therefore use the various professional and personal strengths of the individual people in our network in a very targeted manner in order to offer our clients the best possible advice.
Barbara convinces her customers with her unmistakable feeling for the sweet spot – the point from which development is simple, logical and meaningful. Her solution-oriented questions invite the client to reflect, think and change and her unshakable trust in the potential of people, teams and organisations is so infectious that the potential cannot be ignored. On the joint step-by-step development path, she offers very concrete alternative perspectives, views and ideas for solutions and, if required, she also provides practical support to employees and managers in the development of processes, organisational models, target systems and other management tools.
As an integral consultant, Gerhard is concerned with the optimal interaction of organizational soft and hard facts along the stage development. He supports management and staff teams in the development of organisational tools and combines this work in a natural and sensitive way with individual and social development offers. Every now and then a humorous lateral thinker flashes up, who invites his clients to think around the corner with small irritations.
Claudia accompanies and advises individuals and organizations with heart and mind on their respective change processes. She is very creative and courageous when it comes to leading her clients out of the problem trance into a solution trance. She senses development backlogs and carefully paves the way towards the development of potential by means of a positive vision. Cheeky questions, unconventional ideas and humour help to distance oneself and to relativise rigid convictions. Surprises are not excluded.
Mike sees himself as a development companion. He loves to enter into the complexity and diversity of people and organisational systems in order to regenerate impulses for growth and transformation. With his lively and trusting manner he quickly creates a space in which people feel invited to shake their self-image. Due to his diverse professional and private life experiences he succeeds in penetrating to the core issues with good intuition and ease and embeds them in a good acceptable way into living development processes.
Olivia is a consultant with passion. She sensitively connects with the organisation and its people, looks for what is mature and begins to turn patterns with charming persistence. She inspires, initiates, accompanies and stabilizes, drawing on her vast experience as a leader. The solutions she offers take the pulse of the organisation. They build on the existing and include the dormant potential. The fact that she focuses on the impact of soft skills as well as management tools makes her collaboration an enrichment.
Germán Augusto has been working and accompanying for almost 20 years as coach, transformation companion and consultant. He has 20 years of personal experience as a responsible project manager, specialist and executive from start-ups to major global corporations, and is familiar with the impact and cultural and structural diversity of organizations. His life's path is shaped like a red thread by the guiding principle “Building bridges through contact”. Throughout his entire professional life, he has been able to build bridges with and for people in a creative way that spans cultures, functions and hierarchies, providing solutions and meaning. This has enabled him to develop his perception and empathy for complex networks. His inspiration comes mainly from working with people on topics such as mindfulness, development and the humble handling of complexity – the latter both in the reduction of complexity and in the increase of complexity.
Andreas is a thoroughbred manager, consultant and change coach in one person. His clients benefit from these "all-round qualities" in the form of holistic consulting and development support from strategy and processes to personnel development. His youthful charm makes it easy for him to inspire people for change projects and his perseverance is helpful when it comes to overcoming difficult project phases.
Mit einer Kombination von glasklarem Verstand und grossem Herz ringt Franziska selbst den hartgesottensten IT-Freaks grossen Respekt ab. Sie ist eine Meisterin im Aufspüren von Mustern und Denkmodellen, die die Teams unterstützen, komplexe sachliche Probleme zu lösen. Und wenn diese Issues mal aus dem Weg geräumt sind, dann gelingt es ihr selbst die sachlichsten Teams Schritt für Schritt in eine konstruktive Bearbeitung von zwischenmenschlichen Herausforderungen hineinzuführen.
Als echtes agiles Urgestein, ist Ruedi in der Szene berühmt für sein immenses Wissen und seine reiche Erfahrung rund um alle Aspekte der Agilität. Er wird vor allem auch als Inspirator geschätzt, der regelmässig neuen Denkmodellen und Frameworks entwickelt.
Dank seiner Iteration Zero beispielsweise gelingt es einem Team auch in hochkomplexen Situationen sehr rasch einen gut koordinierten Start hinzukriegen. Im Rahmen der Iteration Zero verschafft sich das Team gemeinsamen einen guten Überblick über die gesamte Komplexität und gleichzeitig setzt es sinnvolle Prioritäten.
Für Ruedi ist schon lange klar, dass Agilität eine Kulturform und kein Werkzeug ist. Die Verbindung von Stufenentwicklung und Agilität ist sein nächster Inspirationsbeitrag, mit dem er eine wichtige neue Entwicklungswelle in der agilen Szene anstossen will.
Our model is based, on the one hand, on several scientifically highly validated psychological stage development models and, on the other, on the theory of a cultural development model in which individual and cultural development influence each other.
What all stage development models have in common
All stage development researchers base their work on the theory that individual and/or cultural development is based on a sequence of stages.
This theory is based on the idea that the individual stages are arranged in an unchangeable sequence, that there is a logic of development. The first research in the early 19th century assumed that this stage logic is genetically based in humans.
Since the middle of the 19th century, however, stage development researchers have favoured the theory that stage development is the result of the individual’s confrontation with his or her cultural environment (interactionist thesis).
Vertical and horizontal development
The stage-oriented development models distinguish between two essential development phases.
Both phases are important for individual, organizational and cultural development.
As part of the horizontal development, the achievements of one stage are trained and expanded.
Within the framework of vertical development, a new form of perception, thinking and acting is emerging – we also speak of a new logic of action.
Stage models that follow a development logic
The psychological stage development models based on the tradition of Baldwin and Piaget follow a similar developmental logic.
The developmental aspects of the following models are considered in the individual Key Step Step Model:
Jean Piaget development model
Ego-Development, Jane Loevinger (and Susann Cook-Greuter)
The Evolving Self, Robert Kega
Moral development, Lawrence Kohlberg
The other voice of morality, Carol Gilligan
Action Logic by B. Torbert
Leadership Agility by B. Joiner und S. Josephs
Scaling Leadership by R. Anderson and W. Adams
Further stage development research by James Mark Baldwin, Herbert Meads, Fritz Oser, Michale J. Parsons
In addition to these stage development models, which focus on the learning task, the phase-oriented models should also be mentioned. In these models, the life phase is at the centre. Every person passes through this phase at the appropriate age. Mature development therefore takes place at any age. The best known of these life phase-oriented models is the development model of Erik H. Erikson.
Value based development models
The Graves Value System, originally developed by Clare Graves, and the Spiral Dynamics model of Don Beck and Christopher C. Cohen based on it, have become relatively well known in recent years. These two models are based on the assumption that the sequence of steps is based on a development of values. The following authors are again based on these two models:
Spiral Dynamics by Don E. Beck, Christopher C. Cowan
Ken Wilber with his integral model
Frederic Laloux with his book Reinventing Organization
Understanding, shaping, changing companies by M. Bär, R. Krumm, H. Wiehle
9 Levels of Value Systems by Rainer Krumm
These models are easy to understand. They also have the advantage that they reflect cultural and individual development at the same time. We believe that these two advantages have contributed to the wide dissemination of the models.
A major disadvantage we consider to be the lack of scientific validation and the sometimes considerable deviations at later stages from the scientifically very well-founded psychological models that follow a developmental logic.
The Key Steps stage model
The scientifically best validated model of Jane Loevinger forms the core of the individual psychological Key Steps development model and is complemented by the findings of the other well validated psychological step development models. The different perspectives of stage development make it easier for our clients to understand the different stages of maturity.
The Key Steps Stage Development Model is further complemented by recent research in the field of leadership and organizational development, all of which are also based on the Ego-Development Model by Jane Loevinger.
The Key Step Stage Model depicts the interactionistic interplay of individual, organisational and cultural stage development. The Key Step Stage Model also shows the interactions of developing people in an evolving social context. In essence, the model focuses on the structural change in stage development as opposed to the change in value orientations in the models in the tradition of Clare Graves.
Since the reliable method of Jane Loewinger is very complex, there are no area-wide measurements. Most of the data is available from managers, often with a university background. If we take into account the various “measurement biases” and compare them with our own observations, we currently assume the following estimates in the adult population in the German-speaking countries.
The difference between personality models and stage development models
Personality models study relatively stable human behavioral styles, most likely mostly genetic. Personality models examine temperament (stamina, threshold, mood, tempo), introversion versus extraversion, preferred thinking style (divergent, convergent, holistic, analytical), formative core motivations (relationship, performance, power, autonomy), etc. The examination of one’s own personality model in contrast to the personality model of people in my direct environment is an important part of coaching and team development and thus an important complement to the stage model.
These models include the PSI theory according to Kuhl (University of Osnabrück), the Myers-Briggs type indicator (MBTI), the DISC profile and also the model of the Big Five.
The different models also show significant procedural differences. MBTI and DISC work purely with predefined texts for which a selection is made. This always involves the risk that people will also answer questions along social desirability. The PSI model therefore combines the selection procedure with a part in which a short story has to be written for each picture.
The IE level profile works on the completion of sentences. In both, the PSI picture story test and the IE level profile, one projects one’s inner structure into the test, which enables more profound insights.