Company Consultancy with CMG Mind Control
Procedure: Recognize and resolve informal structures preferably prior to any project start and also during ongoing projects
Procedural and interpersonal pitfalls sometimes cause projects to go off track. The formal and informal pitfalls will be identified and resolved with CMG Mind Control. Straight paths shorten project run-times. This saves time, money and stress.
It is highly beneficial if disruptive parameters can be identified from the start with CMG Mind Control.
Step 1: All risks are examined from a cognitive perspective and using logical commonsense, and on this basis the approach and implementation strategy is developed.
Step 2: Now CMG Mind Control comes into play. The informal project structures that you are unaware of on a cognitive level are identified. These emerging structures are named, corrected and if required stopped by actions.
Case 1: Identifying and resolving complications in the data flow
The IT data flow between a client and a logistics company was not functioning as it should. Primarily I was invited to the company to run a coaching session for management. After I became aware of that my coachee is under stress and tension, I asked him what was making him feel uncomfortable. He told me that the IT process had been at a standstill for some time; in other words, it was an operative and financial worst-case scenario. I asked him for a data flow mind map. He tabled a picture of a data flow mind map drawn on a serviette. I used CMG Mind Control to assess the pitfalls in the data flow process and was able to identify two databases which showed complications. I then interviewed the database specialist and the corpus delicti could be circled withCMG Mind Control.
Results: Later on that evening, I received a further call from my client, who confirmed that the real problem lay exactly in one of the databases in which I had identified the main weakness. It saves a company time, money and stress to quickly contact me as a company consultant to clarify uncertain situations and find a solution.
Case 2: Overcoming resistance in a quality control project
In a quality control project in a telecommunications company I had the task of drafting a data room architecture containing hundreds of documents. Furthermore, a process was to be introduced to keep the data room up to date at all times – all this in an extremely short period. The bottlenecks were procedural, finding all documents at the IT suppliers and in the client’s internal departments, and there was an interpersonal bottleneck involving one person who was responsible for setting up the data room structure. This person was very worried about whether the project could be realized, so his resistance was noticeable.
Results: At the beginning of the project, all the parameters were checked with CMG Mind Control using a mind map and the informal structures were neutralized, i.e. the pitfalls removed. When the project was completed within the agreed time, the business units as well as the IT technicians in the company were both equally surprised as they had not expected this, among others due to the volume of data and the interpersonal challenges.
Case 3: Change management project
Two departments which had been merged were causing upheaval in the form of behavior that was bad for business. The reason: Discord between the employees due to their new positions. In this case, individual sessions using CMG Mind Control were conducted with the permission of all the parties concerned. This resulted in a profound understanding and a fresh perspective of the incidents. The emotional trigger points in the past of each individual employee were resolved, which immediately allowed them to deal with their colleagues in a more relaxed manner and improved communication between them.
Case 4: Major project and burnout prevention
A female employee became aware that she could no longer continue working “this way” with her boss on a particular major project, so she called in sick. Communication with her superior broke down and she developed actual physical pain as soon as she started thinking about him. I received the following call: “Ms. Guenther, how long do you need to stabilize a female colleague and to help reopen the lines of communication with her boss and make her fit for work again?” This was my answer: In this context, it’s important to firstly resolve the emotional baggage, i.e. remove the informal structures, and then develop the parameters within which she can work with her boss again. Ok, a total of 90 minutes.”
Filtering out the reasons why she was reacting physically to her boss in the first place, resolving disruptive interpersonal factors and defining the new collaboration enabled her to gain a new perspective of the situation, to see a clear path forward in the yet to be redefined professional role, i.e. same job, but with a new mentality.
Results: After the session, the female employee started communicating with her boss again. She informed him of the parameters which had to be in place for her to be able to work with him again. The physical pain disappeared. These days, she deals with her boss in a relaxed manner and their relationship is better than ever.
Case 5: Strengthen the sales team
A sales representative agreed to a meeting with a client by phone. The phone discussion was polite and businesslike. When the sales representative rang the bell at the client’s door, a man with red hair opened the door and greeted him in a friendly manner. The sales representative’s heart suddenly started racing and he felt very uncomfortable. He had no explanation for why he was feeling this way and simply walked away from the situation. What happened?
During the session, a picture was propelled from his subconscious using CMG Mind Control: He was four years old and in the playground, a man with red hair had slapped him in the face for some unknown reason.
Consequently, this event resonated as a dissonant information pattern, i.e. an informal structure, the entire time in the discussion. The sales representative did not make the deal that he would have liked to have made with the client as his system was shouting: “Get out of here.” In the session, we resolved the pitfall of his original experience.
Results: One-on-one client meetings, no matter what his/her hair color, have been relaxed since then and the visits successful.