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<p>In the practical field of systemic, process- and content-oriented, contextually based organisational consulting, there is a&#xa0;lack of experience-based, theoretically reflected and documented guidance on methodologies that support the implementation of consulting results in client organisations. In this professional context, implementation is understood to mean the realisation of the results and solutions developed in the course of a&#xa0;consulting project in the client organisation.</p><p>The literature on implementation research available to us focuses on two main areas. On the one hand, it focuses on the effectiveness and outcome of implemented concepts in the fields of social policy, medicine, nursing and social services. On the other hand, it focuses on the use of single interventions in consulting processes. In contrast to our focus, however, it focuses less on the entire, concrete process of implementing the concepts developed in consulting processes. We view implementation structurally; as successful interaction between consulting concepts and communication patterns that become visible in consulting processes within an organisation. With this approach, we aim to supplement the existing literature on implementation issues, insofar as it deals with person-related questions of successful implementation.</p><p>As a&#xa0;theory-based contribution to the field of organisational consulting, this article aims to provide a&#xa0;reflective approach to the topic of implementation, drawing on our experience gained in recent years, and to expand on it in a&#xa0;practical manner. We place particular emphasis on the interaction between two categories of experts. On the one hand, external organisational consultants and, on the other hand, internal employees and/or experts on the consulting topic and on establishing the connectivity of solutions found in the organisation concerned.</p><p>The ‘material’ we use for this purpose consists of vignettes from consulting projects we have carried out in various public and economic contexts that we consider instructive.</p>

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Implementierung von Beratungsergebnissen als Kooperation zwischen in- und externen Experten

  • 期刊论文

  • 出版模式：

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  • 发表日期：

    2026年5月11日

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  • Alfred Janes,
  • Karl Prammer

摘要

In the practical field of systemic, process- and content-oriented, contextually based organisational consulting, there is a lack of experience-based, theoretically reflected and documented guidance on methodologies that support the implementation of consulting results in client organisations. In this professional context, implementation is understood to mean the realisation of the results and solutions developed in the course of a consulting project in the client organisation.

The literature on implementation research available to us focuses on two main areas. On the one hand, it focuses on the effectiveness and outcome of implemented concepts in the fields of social policy, medicine, nursing and social services. On the other hand, it focuses on the use of single interventions in consulting processes. In contrast to our focus, however, it focuses less on the entire, concrete process of implementing the concepts developed in consulting processes. We view implementation structurally; as successful interaction between consulting concepts and communication patterns that become visible in consulting processes within an organisation. With this approach, we aim to supplement the existing literature on implementation issues, insofar as it deals with person-related questions of successful implementation.

As a theory-based contribution to the field of organisational consulting, this article aims to provide a reflective approach to the topic of implementation, drawing on our experience gained in recent years, and to expand on it in a practical manner. We place particular emphasis on the interaction between two categories of experts. On the one hand, external organisational consultants and, on the other hand, internal employees and/or experts on the consulting topic and on establishing the connectivity of solutions found in the organisation concerned.

The ‘material’ we use for this purpose consists of vignettes from consulting projects we have carried out in various public and economic contexts that we consider instructive.