Our work is based on four theoretical pillars:

1.) Systems theory

A computer scientist by training, Susanne was fascinated early-on with research in systems theory (system dynamics, industrial dynamics) by J.W. Forrester, Joseph Weizenbaum and Gerhard Niemeyer, her professor in Regensburg. Her first essay in 1979 was titled: "The manager as regulator/stabilizer" - It was about the difference between regulating and directing a system. She was impressed with simulation and object orientation. Times have passed ... the love for all things digital remained.

2.) Linguistics

Susannes second education was in linguistics. She learned about the importance of a single phrase or character. How context determines the imterpretation of a word or character... Her diploma thesis was on automatic error correction. Her work was about an algorithm that found errors without a dictionary - through logic only. Important theorists that have influenced her thinking: Ludwig Wittgenstein, Noam Chomsky, Benjamin Whorf and Gregory Bateson. Her writing was highly influenced by Wolf Schneider.

3.) Systemic organizational theory

Apart from the business fundamentals from MBA classes we found the best approach to organizational dynamics in the works of Matthias Varga von Kibéd and Insa Sparrer. Their working model is called "Tetralemma"-work and we adopted it to to support top managers interacting with their stakeholders (see below). The "St.Galler Management model" was helpful to integrate these theories into our work, too. 

4.) Body psychotheraphy

Our fourth pillar is body psychotheraphy. As a sports person Susanne always felt that we all bring our bodies into the work place. She is particularly happy to see that the video revolution and the transparency of the Internet has brought this into the foreground. Her education here is based on the work of Moshe Feldenkrais, Paul Watzlawick, Boudewijn Vermeulen and Joachim Baur. She owes a lot to actor Armin Berger.

Although interviews are generally more interesting for an audience than a descriptive text, interviews can still fall short for an audience. One reason is due to interviewers being either too aggressive or too friendly. In addition, the information given is often neither deep nor detailed enough to create credibility. Due to the limited time and the multitude of questions, information comes without context. The personality of the interviewee does not become clear, distinctive and understandable. Authors Matthias Varga von Kibéd and Insa Sparrer developed a communications triangle called „Glaubenspolaritätenaufstellung“ which we adapted for our interviews in order to portray the CEO in the most authentic way possible. If a piece of information is given in return to a question of the interviewer, both parties jointly develop a dialogue to embed the information into a context and to subsequently generate trust. Only then is the result satisfying for the audience and will be remembered. This method is neither aggressive nor does it apply false make-up to any statement.

POSITIONING INTERVIEWS™ are like a car-jack. They are useful for regular tasks like changing winter tires to summer tires on a car. They are also very helpful in case of emergency, if a tire needs to be changed immediately.