RTSC conference

from Wikipedia, the free encyclopedia

The RTSC conference (Real Time Strategic Change) is a method of large group moderation and is used in organizational development of companies. Translated, RTSC means "Strategic Change in Real Time" (Real Time Strategic Change - RTSC). The conference will go through four phases within approx. 2-3 days: 1st phase: Current status. 2nd phase: Future vision. 3rd phase: Problem diagnosis to achieve the goal. 4th phase: Need for action to achieve the goals.

aims

RTSC conferences are about winning the participants over to the company's strategic goals. Furthermore, the objective can be to activate them for visions, values, programs and / or projects. People should always share a target state afterwards. Participants are also trained in strategic thinking!

Use

With the RTSC process, many different problems, challenges and opportunities can be addressed at the same time (e.g. strategy , planning, implementation, culture). The participants get to know strategic work at the same time. Simultaneously also means that managers and employees who are not present are integrated directly from the RTSC conference via email and / or telephone. Open communication culture is encouraged.

Attendees

An RTSC conference usually lasts two to three days and is designed for a number of participants from 40 to 600 people. The procedure does not follow a rigid program. Only the basic structure is constant, the design of each conference is individual.

Principles

  • Set the change in motion simultaneously
  • Enable participation of the whole organization
  • Trigger system-wide paradigm shift
  • Renew the "spirit of community"
  • Take on shared responsibility

procedure

In contrast to many other methods, RTSC takes into account the hierarchical structure of the company. The top management defines the topic, goal, process and the scope of the possible. It is made clear from the start that the upper floor ultimately decides. "This results in a realistic connection between the method and everyday life". The exact course of these days is individually designed for each conference.

1. Shaking up

Dissatisfaction with reality is discussed and the same level of information is generated for everyone. At the beginning of the event, the company management uses extensive information to clarify the problem: How do the customers really see the company? What internal changes are inevitable? Nothing is glossed over. It's about opening your eyes to the situation, that's the principle.

2. Identify with goals

The goals of the strategic decisions and programs are presented and discussed. Based on the information about the problem, the participants work on goals and solutions in the following days, with continuous feedback from the top management.

3. Work out and agree on the first steps

The goals and solutions are defined and compiled in order to plan measures for future cooperation.

Results

  • RTSC conferences awaken the energies present and align them with goals
  • RTSC conferences create focus and coherence
  • You work with the image of the entire company
  • The change will jointly participation reached
  • Responsibility is shared together
  • Depending on the duration, z. B. Team goals are developed
  • On request, professional RTSC documentation can be created to accompany the conference in the form of an employee newspaper

literature

  • Hannes Hinnen / Paul Krummenacher: "Large group interventions" Clarify conflicts - initiate changes - involve those affected. Schäffer-Poeschel, Stuttgart 2012
  • Bonsen, Bauer, Bredemayer & Herzog: Real Time Strategic Change. Fast change with large groups . Stuttgart 2008
  • Dannemiller Tyson Associates: Whole-Scale Change: Unleashing the Magic in Organizations . San Francisco 2000
  • Königswieser & Keil: The fire of large groups. Concepts, designs, practical examples for large events. Stuttgart 2000
  • Seliger: Introduction to large group methods . Heidelberg 2008
  • Özdemir: Change Management Practice - Strategic Organizational Development. A guide for executives and consultants . Berlin 2010
  • Dittrich-Brauner, Dittmann, List & Windisch: Large-group process: Learning lively - shaping change . Heidelberg 2008.

Web link