People and organizations move through different systems of thought—or “stages of worldview”—that are shaped by specific values, needs, and perspectives. These stages are often illustrated with colors and build on each other in a spiral form (simplified model shown on the right).

The Spiral Dynamics model illustrates which values drive people and organizations, and how leadership, communication, and cultural transformation can be tailored to different stages of development.

We apply it in cultural analyses and communication strategies - particularly in the areas of strategy, change, and leadership.

For comprehensive organizational analysis, we use the method of chained conversations. This proven tool of organizational development makes invisible behavior patterns within companies visible and actively supports cultural transformation.

As an experienced consultancy, we conduct conversations with a representative selection of employees, develop and test hypotheses, and adjust them flexibly throughout the project. This is an effective approach in change management and change communication.

Change requires communication that takes emotions into account. The Kübler-Ross Curve, also known as the “five stages of grief,” provides valuable insight into the emotional phases people experience during change: from shock and denial to resistance and, ultimately, acceptance.

The model emphasizes the human side of transformation and is particularly helpful in fostering empathy and understanding throughout the communication process.

In contrast to Kübler-Ross, Kotter’s 8-step model is a management-oriented roadmap for successful change management: from creating a sense of urgency and vision to anchoring new structures. Change here is understood as an organizational process that must be strategically managed and supported through communication.

Both models complement one another: those who want to manage change effectively (Kotter) must also understand how people experience it (Kübler-Ross). In transformation processes and change communication, this connection is crucial. That is why we apply both models in our consulting - a practical approach to change management and organizational development.

Why does communication so often fail? This is the very question one of the most well-known models by Friedemann Schulz von Thun seeks to answer. As a systemic communications consultancy, we have come to value it highly in our practice.

Also known as the Four-Ears Model or Message Square, it illustrates the multi-layered nature of communication: every message contains four dimensions - the factual content, self-revelation, relational cue, and appeal.

This means that what we say, how we say it - and what resonates between the lines - significantly shapes how communication is perceived. We use this model to craft messages more effectively, prevent misunderstandings, and develop coherent communication strategies, both internally and externally.

The iceberg model by Paul Watzlawick helps to better understand and analyze the complexity of interpersonal communication. It states that only a small part of communication is visible, while the majority remains hidden.

The visible part represents the factual level, consisting of measurable and assessable factors. The invisible part represents the relationship level, encompassing the emotional and unconscious aspects of communication.

Disruptions on the relationship level inevitably affect the content level: meaning that how we communicate is often more important than what we actually say.

We use the iceberg model in strategy communication, change communication, as well as in media and presentation training.