Advanting is a steering and moderation methodology for rapid corporate development that we developed ourselves and have been using successfully for 25 years as a “driver” for change processes. The central element here is the active participation of the people who are affected by a change.
Three factors are important here:

1. The participation takes place simultaneously, as a face-to-face large event, or as a large online conference.
2. All decision-makers in relation to the changes take part and become the authors of the common interpretive authority with the stakeholders in relation to opportunities, risks, measures, commitment, transparency, etc.
3. There are a total of 3 of these events, at intervals of a few months, so that the progress can be experienced by all equally

Background: People often react to changes and new challenges with objections, doubts and resistance. Reasons for this include:

• Being comfortable and lacking a sense of urgency
• Not feeling up to the dynamics and complexity
• Not wanting to give up familiar habits and adapt to new things
• Change fatigue and collective exhaustion
• Inward orientation and internal power struggles
• Loss of trust and togetherness
• Not seeing one’s own ideas appreciated

Advanting unfolds an effect that overcomes these resistances. This is achieved through the consistent application of a few, but non-negotiable principles:

1. The process and results are transparent for everyone, there can be no hidden communication, no information can be lost or distorted. In this way, employees feel that they are seriously involved and that they are co-creators of the change.
2. Through evaluations and feedback loops that are open to all employees, everyone, including the management, is obliged to initiate recognizable improvements and to actively participate in them.
3. Employees are activated and become part of the cultural change, towards an agile change management according to the sequence: “Listen, Discuss, Understand, Accept, Implement”.
4. Employees are given space and responsibility for self-organization and thus take ownership of the process and the solutions developed.
5. Additional weaknesses and potential for improvement not identified by management become apparent. The employees’ point of view becomes a relevant resource for problem analysis and solution.