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Leading in the Age of AI: How AI Discourse Shapes Responsibility and Power

Leading in the Age of AI: How AI Discourse Shapes Responsibility and Power

by Meike Hinnenberg | Mar 18, 2026 | Impuls series, Leadership and AI, Leadership Tips | 0 comments

Leading in the Age of AI: How AI Discourse Shapes Responsibility and Power

Meike’s Reflections on Artificial Intelligence

Do you prefer to listen to this article? Click below to access our AI-generated audio version!

Leading in the Age of AI: How AI Discourse Shapes Responsibility and Power

Meike’s Reflections on Artificial Intelligence

This is the second of seven parts of MDI’s leadership architect Meike Hinnenberg’s new blog reflection series on AI. You can find the first part here! Stay tuned for more 🙂

Chapter II – Lines of Enunciation

By distinguishing Artificial Intelligence as an industrial apparatus from machine learning as a set of practices, Crawford performs a gesture of ethical resistance. She interrupts the smooth circulation of the term, exposing Artificial Intelligence not as a settled object but as a line of enunciation – and in doing so opens a different path through the field.

In Deleuze’s sense, lines of enunciation are neither utterances nor texts, neither speakers nor doctrines. They are conditions of sayability that circulate within a dispositif, delineating what can be named, thought, and acted upon.

Most often, lines of enunciation remain invisible precisely because they work so well. They do not appear as commands, norms, or ideologies; they slip into language as description, into grammar as agency, into names that seem to pre-exist the things they gather. They do not ask to be believed: one does not need to agree with a line of enunciation to use it.

How AI Discourse Shapes Reality and Responsibility

These lines are not primarily repressive; they are productive. They bring objects into being (AI), generate problems (alignment, bias), propose solutions (ethical AI), and sketch futures (AI will transform everything). A critique that treats them merely as false representations, therefore, misses the point. Their force lies not (only) in what they conceal, but also in the realities they help bring into existence.

Understanding this productivity – and, with it, understanding technology not simply as an instrument to be used wisely but as a mode of world-disclosure – is essential, especially with regard to the question of responsibility. We are not outside the dispositif. We are not independent of the social, technological, and linguistic structures through which the world becomes accessible to us. Our relation to ourselves and our access to reality are shaped within them.

How AI Discourse Shapes Reality and Responsibility

Response-ability

What is therefore required is not the illusion of standing beyond these structures, but the effort to understand how the dispositif operates: what realities it brings into being, how we are positioned within it, and how we might relate to it, act within it, or even shift its lines. For now, being independent of these conditions does not mean we would not be responsible. Responsibility may instead take the form that Bernhard Waldenfels calls Antwortlichkeit (response-ability): a responsiveness to what addresses us before we fully understand it, a response that can never entirely catch up with what precedes it.

Let us follow this path a little further to see how it shapes the field. If we turn, for example, to the website of the OECD, we read:

AI holds the potential to address complex challenges from enhancing education and improving health care, to driving scientific innovation and climate action. However, AI systems also pose risks to privacy, safety, security, and human autonomy. Effective governance is essential to ensure AI development and deployment are safe, secure and trustworthy, with policies and regulation that foster innovation and competition.

How Discourse Limits What Can Be Questioned

The OECD text speaks in a language in which Artificial Intelligence already acts: it drives, addresses, and enhances. Politics enters only later, as a moderating hand. In this grammar, Artificial Intelligence appears as an agent capable of benefit or harm, yet never itself fundamentally in question. Within this frame, one may debate safety, trust, and regulation, but more structural questions about extraction, power concentration, or the desirability of AI as such struggle to surface as relevant statements. The force of such enunciation lies not in persuading belief, but in pre-structuring the field of speech itself.

By distinguishing Artificial Intelligence as an industrial apparatus from machine learning as a set of practices, Crawford renders such a line of enunciation visible and thereby intervenes in the field of sayability. By questioning whether Artificial Intelligence is even artificial or intelligent, she shows that what appeared as an autonomous historical actor is in fact a constructed convergence: an industrial apparatus, a planetary infrastructure grounded in colonial continuities and distributed human labor.

What material and historical infrastructures make AI possible?

By shifting the question from “Is AI fair?” to “What material and historical infrastructures make AI possible?”, the unity of the term Artificial Intelligence fractures like the ice layer of a winter-frozen lake.

And another layer of the acoustic landscape begins to surface: the breathing of ventilation shafts, the murmur of moving earth, the metallic heartbeat of drills, the slow chewing of stone by machines, the deep-throated hum of engines, the churning of propellers folding the sea behind them, the wind threading through stacked containers, a quiet choreography of clicks and pauses labeling one image after another, bodies trying to keep time with logistics, repetition measured in beeps, the percussion of parcels in transit – a subdued sonority of work that must remain unnoticed, a human rhythm beneath the supposedly smooth surface of automation.

Meike Hinnenberg

Meike Hinnenberg

Learning & Development Architect

Meike Hinnenberg is a trainer and Learning and Development Architect at MDI Management Development GmbH and specializes in communication, conflict management, diversity & inclusion, and lateral leadership.

  • LinkedIn

Join us on May 5th for our yearly Leadership Horizon Conference!

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AI Ethics for Leaders: Why Context and Critical Thinking Matter More Than Ever

by Meike Hinnenberg | Mar 11, 2026 | Impuls series, Leadership and AI, Learning Transfer | 0 comments

AI Ethics for Leaders: Why Context and Critical Thinking Matter More Than Ever.

Meike’s Reflections on Artificial Intelligence

Do you prefer to listen to this article? Click below to access our AI-generated audio version!

AI Ethics for Leaders: Why Context and Critical Thinking Matter More Than Ever

Meike’s Reflections on Artificial Intelligence

This is the first part of a new AI blog series by our Senior Learning Architect, Meike Hinnenberg. Read her thoughts below and stay tuned for more parts to come!

The history of mining, like the devastation it leaves in its wake, is commonly overlooked in the strategic amnesia that accompanies stories of technological progress. […] As San Francisco drew enormous wealth from the mines, it was easy for the populace to forget where it all came from […] Just like the mines that served San Francisco in the nineteenth century, extraction for the technology sector is done by keeping real costs out of sight.

(Kate Crawford: Atlas of AI)

[…] – that is, as I said, the use of active forgetfulness, a porter at the door, so to speak, a custodian of psychic order, quiet, etiquette. From that we can see at once how, if forgetfulness were not present, there could be no happiness, no cheerfulness, no hoping, no pride, no present.

(Friedrich Nietzsche: The Genealogy of Morals)

It is immediately by deviating from equilibrium of animals, from tranquility – a departure engendered by the fault of Epimetheus – that mortals occur. Before the deviation, there is nothing. Then the accidental event happens, the fault of Epimetheus: to have forgotten humans. Humans are the forgotten ones. Humans only occur through their being forgotten; they only appear in disappearing.

(Bernard Stiegler: Technics and Time, 1)

Introduction

It is the beginning of February 2026 in Berlin; shortly after the big blackout in southern Berlin; shortly after several deaths and devastating losses in southern Europe in the wake of Storm Harry; shortly after a judge of the International Criminal Court was sanctioned by the United States; shortly after a cold wave driven by a destabilized jet stream claimed lives in the U.S.; shortly after deadly storms and floods across South and Southeast Asia left thousands displaced, hundreds dead and entire regions submerged; shortly after Russian strikes left thousands of households in Kyiv without heating while, almost in the same breath, the Ukrainian government entrusted the development of the namesake lithium deposit in the Kirovohrad region to TechMet – an Irish company partly backed by the U.S. government’s Development Finance Corporation and the U.S. financial firm Rock Holdings – drawing the country into the competitive circuitry of the global battery economy; shortly after …

It is the beginning of February 2026 in Berlin, and the air outside is sharp with cold. Inside my aging apartment, warmth gathers despite the leaky windows. The radiators whisper with gas that has traveled from Norway, the Netherlands, Belgium, the United States, or Azerbaijan, holding back the easterly winds for now. I sit in my kitchen. Milk warms slowly on the stove; coffee – probably carried from Africa, Asia, or South America – rises in the espresso pot and fills the room with its wonderful, familiar scent.

I open my computer, assembled through supply chains that fade into opacity, dependent on minerals, infrastructures, and forms of labor that rarely enter the frame. I open it to read the news and to begin research for a series on AI I am planning to write – aware, somewhere in the background, that even a question posed to a machine draws on energies and resources far beyond the gesture of typing it.

From this kitchen table, my orientation turns toward two recent points of departure: Kate Crawford’s Atlas of AI and her video essay  Mapping Empires.

Meike’s Reflections on Artificial Intelligence

Chapter I – The Dispositif of Artificial Intelligence

In Atlas of AI, Kate Crawford peels back the layers – conceptual and material alike – that have accrued around what we have come to call Artificial Intelligence, revealing a construct whose hidden assumptions we inhabit daily, largely unaware of the consequences they set in motion.

Her analysis unfolds as a kind of cartography, recalling Gilles Deleuze’s notion of the dispositif: a field traced by lines of visibility and invisibility, by grand narratives and what they render mute, by modes of subjectivation, fractures, continuities, and crossings – lines that intersect and mutate without ever solidifying into a universal structure.

Technologies of Domination

To draw nearer to this dispositif, to traverse its terrain, Crawford adopts the figure of the atlas. The atlas makes palpable the material and spatial dimensions condensed under the name Artificial Intelligence, even as these very conditions – its infrastructures, labors, and extractive foundations – are frequently displaced from view. 

At the same time, it affirms the situatedness of all knowledge: each map offers only a partial orientation, shaped by choices of scale, emphasis, and omission. In this convergence of aesthetic visual ordering and epistemic claim, Crawford shows that mapping is not a neutral description but a creative and political act.

Even as Crawford insists on the partiality of her own account – presenting her work as an invitation to follow emerging paths, to linger in zones of disparity, and to witness how particular perspectives come into being – she remains attentive to the darker history of the atlas itself. For atlases have never been innocent instruments of orientation alone; they have also served as technologies of domination.

The God’s Eye View

It is precisely this ambivalence that grounds her central hypothesis: that under the name Artificial Intelligence, such cartographic power is once again being mobilized. Along familiar routes of colonial exploitation and driven by an ambition no longer to draw an atlas of the world but to stand in for it, this impulse recentralizes power within the field of AI, advancing claims of universality and totality that rest on extractive regimes.

In doing so, it seeks to translate movement, communication, and labor into data, rendering the world legible from what Crawford describes as a supposedly objective, centralized “God’s eye view”.

Deterritorialization and Reterritorialization

The atlas itself operates through a double movement of what Deleuze would call deterritorialization and reterritorialization. While its cartographic abstractions unsettle fixed spatial relations and open new pathways of thought, they also carry a long-standing capacity for capture and domination.

Crawford’s intervention can be read as an attempt to amplify the deterritorializing potential of the atlas, even as she meticulously traces the reterritorializing operations to which colonialism and contemporary AIrepeatedly return.

The Ethical Task

Dispositifs, as singular and historically situated configurations, neither begin from nor arrive at the universal. And yet, in their operation, they repeatedly give rise to gestures of universalization and ambitions of totality, effects that emerge from within rather than from any transcendent ground. It is for this reason that such claims need to be traced genealogically, followed back along the paths through which they come to assert themselves.

Against this horizon, the ethical task is not to oppose totalization with a quasi-moralistic counter-universal, but to remain attentive to these movements as they unfold: to introduce shifts, frictions, and alternative pathways that keep the field open.

Ethical resistance, if it is to remain worthy of the name, must itself resist the temptation of ideology, universalization, and closure. For wherever resistance hardens into morally indignant certainty or ideological form, it risks reproducing – under the guise of critique – the very logics of universalization and reterritorialization it set out to unsettle.

Meike Hinnenberg

Meike Hinnenberg

Learning & Development Consultant

Meike Hinnenberg is a trainer, Learning and Development Consultant, and Team Lead at MDI Management Development GmbH and specializes in communication, conflict management, diversity & inclusion, and lateral leadership.

  • LinkedIn

Join us on May 5th for our yearly Leadership Horizon Conference!

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Generation Z isn’t the Problem but Our System is

Generation Z isn’t the Problem but Our System is

by Zeca Ruiz | Dec 3, 2025 | Impuls series, International leadership development, Leadership in the digital transformation | 0 comments

Generation Z isn’t the Problem, but Our System is

Do you want to listen to this article? Click here to access our AI generated audio version!

 

Generation Z isn’t the Problem, but Our System is

The discomfort we feel in relation to them reveals that something in us needs to change, because when an entire generation steps away from the same path, perhaps it is not the generation that is lost, but the path itself that is poorly designed.

Zeca is our MDI Trainer based in Latin America and an expert on generational cooperation. This blog article is the first part of a series – read below to find out what he thinks about the youngest generation in the workforce, Generation Z, and let’s start a discussion on LinkedIn!

Today, in leadership conversations, it has almost become a mantra to say that “young people from Generation Z are lost and we cannot expect much from them.”

As a corporate trainer I repeatedly hear complaints or questions that express how difficult it has been for us to relate to this generation.

GenZ – The Useless Generation?

Many leaders describe this generation as immature, fragile, hard to manage, not very committed, rebellious or even disrespectful. And this narrative has become so common that it starts to sound like an absolute truth.

We have reached a point where some companies have simply stopped hiring apprentices from this generation. They have turned their attention to professionals over fifty who, even at the end of their careers, still fit the current ways of working.

As the good contrarian I like to be, I want to bring up a point that only a minority takes the time to investigate.

Reflect, don’t judge!

Reflect, don’t judge!

When we evaluate a behavior only through the lens of the discomfort it causes us, we completely lose the ability to understand its function and existential role.

In the paradigm of complexity, we understand that subjectivity is an inseparable part of the system, including the observer, and that every behavior carries an internal logic that only reveals itself when we examine the context that produces it, not just the effect it generates in us.

It is like judging a book only by its cover. What we feel when we look at the cover, without knowing the real content, says much more about us than about the book.

In the same way, when we look at Gen Z, we do not see only who they are and what they do, we also see the contrast between the Generation Z way of existing and the way we were formed, our beliefs, our world models and the scale we learned to use to measure behavior, ours and others.

And if both the environment has shaped Gen Z and has also shaped the way we judge them, then we need to change the lens of this observation and step away from unilateral judgment.

We need to start asking ourselves, why are they like this, what are these behaviors responding to, which structures taught this generation to act the way it does and what role these responses are playing in today’s society.

Putting Gen Z Into Context

If we look at this Gen Z phenomenon from a systemic perspective, and not a reactive one, it becomes clear that no generation collectively “wakes up” more fragile, more rebellious or more difficult simply by choice.

Every behavior is always a reflection of the environment, always a condition inherent to the context, an adaptive response to specific conditions that are present.

And for me, based on the topics I explore and study, the behavioral expression of Generation Z is not pointing to their weakness, as we like to assume. It is pointing to the deep obsolescence of the system around them.

Every generation is an adaptive response to the environment it inherits from the previous one and Gen Z is no exception. They are a response to a world that has changed faster than organizations have been capable of following.

And let me be clear about something.

I am not here to idealize Gen Z or place them on any pedestal, I also see they carry traits that challenge them deeply, regardless of the system they inhabit.

They can be anxious, impatient, prematurely exhausted, emotionally overwhelmed, and often unprepared to sustain prolonged discomfort. These are real characteristics that demand development, maturity and guidance.

But acknowledging their difficulties does not contradict what I am saying, it actually reinforces it. Because the turning point comes when we stop looking only at what they lack and start recognizing how much of our own worldview, our expectations and our outdated structures shape the very behaviors we criticize.

The moment we take responsibility for the lens through which we see them, we finally create the conditions for growth on both sides.

Putting Gen Z Into Context

Why is Gen Z like this? (before labeling, we must contextualize and understand)

Before making any judgment, it is worth looking at this generation with analytical sobriety and recognizing the quality of their most striking traits, such as their authenticity, their search for meaning, their intolerance for incoherence, their rejection of rigid hierarchies, their heightened emotional sensitivity, their digital fluency and their constant questioning.

Born into the digital age, members of Generation Z arrive in the workplace with very clear expectations for agility, transparency and innovation.

And because they often bring an entrepreneurial and autonomy driven mindset, they tend to challenge traditional paradigms and seek more horizontal structures, with authentic and coherent leadership.

Seeing the Bigger Picture

These elements are not isolated characteristics, they are expressions of a way of existing that was shaped by an environment radically different from the one that structured the ways of the previous generations.

And although these traits are sometimes interpreted as opposition to earlier generations, or as the result of having had too many comforts which would have weakened their capacity for effort and discipline, they are actually a very interesting starting point for deeper, contextual investigation.

After all, as always happens in the transition between generations, these ways of behaving are adaptive responses to conditions that simply did not exist before.

So the invitation here is to broaden our perspective and look beyond isolated behavior. It is to observe the scenario that shaped this generation, the environment and the conditions that gave rise to each trait and to each way that Gen Z responds to the world.

Conclusion

Gen Z isn’t a sign of decline—they’re a sign that our systems haven’t kept pace. Their behavior points to the gaps in how we lead, organize and define work. When we stop labeling and start listening, we see that their traits aren’t flaws but responses to a world that changed faster than our structures did.

The real question isn’t what’s wrong with Gen Z, but what their reactions reveal about the environment we built. Once we shift the lens, it becomes clear: Generation Z isn’t the problem. They’re the diagnosis. The work ahead lies with us.

Zeca Ruiz

Zeca Ruiz

Leadership Trainer and Consultant

Zeca Ruiz is a Leadership Trainer, Facilitator and Consultant in Human and Organizational Development. He works in leadership development across Latin America and Europe, with experience in cultural transformation processes, team dynamics and the integration of systemic methodologies into corporate practice. He is a specialist in complex thinking, a generative coach and an integrative therapist, working at the intersection between human behavior, learning and the evolution of systems. He leads trainings, talks and development programs that combine depth, clarity and practical application to prepare people and organizations for high complexity environments.

  • LinkedIn

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by Jana Wölfl | Aug 28, 2025 | Impuls series, Leadership in the digital transformation, Training Insights | 0 comments

How to Stay Connected: Leadership in Challenging Times

This blog is an excerpt from our new podcast! You can find the entire podcast episode here.

Staying connected: Leadership in challenging times

In our new video podcast format, “Voices of Leadership – an MDI Spotlight Series,” we regularly bring leadership experts in front of the camera to talk to them about their passions in leadership development.

Our first guest was Peter Grabuschnig – we spoke with him about the challenges in the current work climate, received his tips for new leaders, and discussed a topic close to his heart. Read this blog post to learn more about our first podcast episode!

What really matters to Peter

Right at the beginning, Peter introduces us to the topic close to his heart – connectedness in challenging times.

“I’ve noticed that we are more connected than ever before, but people feel little real connection.”

He explains that, especially with the changes brought about by the COVID-19 pandemic and new home office regulations, it has become more difficult to connect with one another, both among employees and between leaders and employees. At the same time, we are increasingly losing touch with ourselves and our values.

Peter emphasizes that it is an important challenge to restore this sense and be passionate about something again. He also says that he likes to use personality models in his training sessions. These can help participants to meet each other halfway and create a pleasant working environment despite personality differences.

Peter’s best feedback

When it comes to training, we ask Peter what feedback he remembers most. He tells us about participants who were skeptical at first but ended up giving him a high five with total enthusiasm.

He also says that participants often tell him that they’re using the tools they learned and that it’s working.

“I don’t think there’s anything better than that.”

What really matters to Peter

What should leaders change?

Remove judgment and listen consciously. Peter asserts that (negative) judgment, especially in conversations with employees, only causes lasting harm and demotivates employees.

At the same time, he says it is essential for leaders to listen consciously to their employees and thereby build a genuine relationship. The main thing here is to give the other person your full attention and show genuine interest.

“Genuine connection doesn’t take long. A few short sentences are enough.”

He also emphasizes that different people in a team are important assets and that sufficient communication is the most important tool here.

What will challenge us in the coming years?

For Peter, one thing is clear: we need human contact to actively combat increasing loneliness.

“Humans are social beings. We are community creatures; we need other people. Oxytocin is released when we hug someone, not when we have a nice MS Teams meeting with someone.”

Working from home means that many interactions with colleagues are lost. We are often more productive at home, but at what cost? Peter sees this as the biggest challenge – how can we balance productivity and connectedness in a hybrid, rapidly changing world?

Peter as a time traveler

Finally, we asked Peter what advice he would give his younger self if he could travel back in time. His answer: He doesn’t have to know everything. As a young trainer, he often felt that he had to be able to do everything and design the perfect training program. Now he knows:

“Being present is much more important than perfection.”

Authenticity also plays a major role: “If I am authentic, then hopefully my participants can be too!”

Conclusion

Our conversation with Peter showed us how important genuine connection is in today’s work environment. Leadership does not mean always knowing everything, but rather being present, listening, and consciously shaping relationships. Especially in times of remote work and hybrid structures, creating closeness and trust remains a central task.

Peter reminds us that leadership does not primarily work through processes or tools, but through people. Authenticity and genuine interest are often the key to strengthening teams in the long term.

Want to listen to the whole podcast? Here you can access the YouTube video! Follow us to make sure you don’t miss any more conversations with leadership experts.

Jana Wölfl

Jana Wölfl

Marketing Assistant

Jana Wölfl is a marketing assistant at MDI and works on our blog. She has already been responsible for several areas of marketing, such as designing our new website and administering our personalist.at portal.

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by Anita Berger | Apr 14, 2025 | Impuls series, Leadership Impact, Leadership Tips | 0 comments

Success Through Change: How to Stay Oriented During Transitions

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Success Through Change: How to Stay Oriented During Transitions

Change processes often involve challenges. They not only require structural adjustments but also an emotional examination of the new. For leaders, in particular, this means accompanying employees through the change, constructively absorbing resistance, and creating new perspectives. In this blog post, you will learn how to successfully implement changes and support your team in reorienting themselves.

This blog post is part of a change management series. Click here to go to the first part.

5. Letting Go and Finding New Perspectives

Psychological ownership – a concept developed by Jon L. Pierce, Tatiana Kostova, and Kurt T. Dirks – describes the feeling of personal responsibility and identification with a task or way of working, regardless of actual ownership. Employees invest time, energy, and commitment in their work, which creates a strong bond.

However, in change processes, this identification can lead to resistance, as it means letting go of what is familiar. In this case, it is the leader’s job to consciously guide this process while also providing orientation.

Tips:

  • Acknowledge the past: Give credit for your team’s past successes and show appreciation for their commitment.
  • Clarify the change: Be open about the need for change and emphasize the benefits for the team and the organization.
  • Offer new ways of identification: Encourage employees to actively participate in shaping change by giving them responsibility and the opportunity to help develop new structures.

6. Take Responsibility and Use Resources Wisely

Successful change requires not only strategic decisions but also a conscious use of resources. As a leader, you are challenged to strengthen your resilience while effectively leading your team through the change.

Tips:

  • Reflect on your role: regularly question your position in the change process and get support through coaching or peer feedback.
  • Self-care plan: consciously pay attention to your resources to maintain energy and clarity.
  • Use technological tools: rely on digital support, for example, through AI tools such as ChatGPT or knowledge databases, to gain new perspectives and find more efficient solutions.

Take responsibility and use resources wisely

7. Communication as the Key to Success

Transparent and continuous communication is essential to build trust and reduce uncertainty. Change processes are more likely to succeed if goals are repeatedly explained, expectations are formulated, and questions are actively encouraged.

Tips:

  • Provide regular updates: Continuously communicate the progress and background of the change.
  • Facilitate open dialogue: Create spaces for questions, feedback, and constructive exchange.
  • Consider individual needs: Tailor your communication to different types of employees to achieve the highest possible level of acceptance and participation.

8. A Structured Approach With the ADKAR-Model

The ADKAR model provides a clear structure for guiding change processes and taking employees with you step by step:

  1. Awareness: Create an understanding of the need for change.
  2. Desire: Create motivation by highlighting the benefits for individuals and the team.
  3. Knowledge: Ensure that all employees receive the necessary information and training.
  4. Ability: Support implementation with targeted coaching and constructive feedback.
  5. Reinforcement: Promote sustainable change through continuous support, further development, and transparent performance measurement.

Conclusion: Actively Shaping Change

Change processes are challenging but manageable with the right strategy. Through appreciative communication, clear structures, and conscious use of resources, you can safely lead your team through the change. Encourage a growth-oriented mindset, enable co-creation, and pay attention to your stability – because only those who are stable themselves can accompany others through challenging times.

Anita Berger

Anita Berger

MDI partner and trainer

Anita Berger is an executive coach, consultant, and trainer with a strong focus on leadership development in the VUCA/BANI world, design and facilitation of transformation processes and organizational culture development, as well as international human resources management. She is a co-owner and partner of MDI, Management Development International. With over 25 years of experience in management and leadership positions (including in the management of Coca-Cola Hellenic Austria & Slovenia & Konica Minolta Business Solutions) in various industries and company sizes, from medium-sized businesses to international corporations. Numerous contributions focus on leading virtual and hybrid teams, agile change management, organizational and leadership culture, as well as strategic talent management.
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by Anita Berger | Apr 3, 2025 | Impuls series, Leadership Impact, Leadership Tips | 0 comments

4 Tips on How to Shape Change Processes as a Leader

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4 Tips on How to Shape Change Processes as a Leader

Imagine a dynamic network of paths that is constantly changing. While technological advances create new connections, existing paths are blocked by geopolitical tensions, economic crises, or social upheaval. In our globally interconnected world, events overlap rapidly – an enormous challenge that repeatedly tests companies and leaders.

As a leader, you bear responsibility in this complex environment and actively shape change. But how can you successfully support change processes? In this blog post, you will learn how to consider both the emotional and rational aspects of change, how to integrate resistance constructively, and how to promote a future-oriented mindset. With practical tips, you will develop strategies to fulfill your leadership responsibilities with clarity and effectiveness in times of high complexity and change.

1. Recognizing Different Reactions to Change

People react differently to change. While “change seekers” (people with an affinity for change) quickly recognize and want to take advantage of new opportunities, “change preservers” (people with a focus on preservation) feel more secure in the familiar status quo. These preferences are often based on individual values, experiences, and personality traits. The challenge for you as a leader is to involve both groups in change processes.

Individual Change Preferences

Tips:

  • Observe the behavior and reactions of your employees to recognize their change preferences.
  • Create orientation and proceed step by step to provide (process) security.
  • Use the energy of the “change seekers” to drive innovation while also acknowledging the contributions of the “change preservers” by involving them through transparent communication.

2. Consider Emotions in the Change Process

Resistance is part of every change process. As Elisabeth Kübler-Ross’s change curve (Figure 2) shows, many people go through emotional phases such as shock, frustration, and uncertainty before they reach acceptance and integration.

Tips:

  • Create an open atmosphere in which people can express their emotions and concerns.
  • Explain the change process clearly and repeatedly to enable a thorough understanding.
  • Show empathy and recognize the stress that comes with change.

    3. Establish a Growth Mindset

    A growth mindset helps you see challenges as opportunities, learn from mistakes, and continuously develop. This attitude is essential to remain capable of action in dynamic and complex situations.

    Tips:

    • Promote a willingness to embrace change by creating a learning-oriented environment – for example, through regular reflection sessions in which developmental steps and insights are discussed.
    • Establish an open feedback culture that supports the exchange of perspectives and ideas.
    • Create targeted learning opportunities, e.g. through peer learning or mentoring programs.
    • Celebrate progress – even small successes – and focus on positive development.
    • Set an example by being open to feedback and showing your willingness to learn.

      4. Broaden Your Perspective: Critically Question the Status Quo

      Discussions about change often focus either on the advantages of the new or the disadvantages of the change. However, the question of what disadvantages the status quo entails or whether it is even a viable option is rarely asked. This perspective can provide valuable insights for the change process.

      Image 2 Change Curve (Kübler-Ross)
      Fixed Mindset vs. Growth Mindset

      Tips:

      • Make the drivers of change transparent to create understanding and acceptance.
      • Explain the risks and disadvantages of sticking to the status quo – or make it clear if this is not a realistic option.
      • Use analytical tools such as the resistance matrix (Figure 4) to systematically illuminate all perspectives.
      Resistance Matrix

      Conclusion

      Change is a constant in today’s world – and as a leader, you have the task of actively shaping that change. By recognizing your team’s change preferences, taking emotions seriously, promoting a growth mindset, and incorporating different perspectives, you can successfully manage change processes. With the right strategies and clear communication, you can motivate your team to embrace change as an opportunity and help shape it.

      This blog article is the first in a series on change management. Click here to go to the second part!

      Anita Berger

      Anita Berger

      MDI partner and trainer

      Anita Berger is an executive coach, consultant, and trainer with a strong focus on leadership development in the VUCA/BANI world, design and facilitation of transformation processes and organizational culture development, as well as international human resources management. She is a co-owner and partner of MDI, Management Development International. With over 25 years of experience in management and leadership positions (including in the management of Coca-Cola Hellenic Austria & Slovenia & Konica Minolta Business Solutions) in various industries and company sizes, from medium-sized businesses to international corporations. Numerous contributions focus on leading virtual and hybrid teams, agile change management, organizational and leadership culture, as well as strategic talent management.
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      by Peter Grabuschnig | Mar 14, 2024 | Impuls series, Leadership Tips, Learning Transfer | 0 comments

      Purpose – Why Hybrid is more than a Buzzword

      Prefer to listen to the article? Click below to access our AI speech-generated audio. However, if you want to read it as usual, keep scrolling.

      Purpose – Why Hybrid is more than a Buzzword

      Is hybrid just a new trend? And what do different life realities of our employees have to do with it? In his new Rise Course, our MDI trainer and partner Peter Grabuschnig shares all his knowledge on Hybrid Leadership.

      It offers a reflective look at your leadership behavior in times of new work, work location, and increasing flexibility. In this blog article, we will introduce you to the first pillar of the 3P model – Purpose. Enjoy reading!

      What does hybrid even mean?

      Even though the word hybrid can have different meanings in different contexts, one thing is clear – Hybrid is a mixture of two or more components. When we refer to Hybrid, we mean a combination of different workplaces, such as the office, the home office, or even abroad.

      However, if we are honest, hybrid is still not perfect. That’s why I recommend considering how to enable more flexibility for employees in the future.

      So who and what does this hybrid lifestyle have an impact on?

      1. Ourselves:

      In many companies you can now decide for yourself whether to work from home or at the office. This has significantly increased our flexibility.

      2. The team:

      Simply talking to our colleagues or going for a quick coffee break is not as easy as it used to be. Also, when planning office times, it is more likely to exclude others by forming groups or avoiding certain colleagues.

      3. Leadership:

      This goes far beyond the team level. It requires transparent communication, clear goals, and a strong commitment to the company. Maintaining performance and much more is expected of you as a leader.

      4. Company:

      Many companies are already considering what hybrid means for them and what benefits they can derive from it. One international client I advised even had the most productive year after the change to a hybrid setup.

      Another customer decided to reduce the number of office buildings to 60%. The latter, however, is not a sustainable solution as there are days on which more people will want to go to the office.

      An Appeal for better leaders

      Why should I as a leader care about leading a hybrid team?

      Around 45% of the global workforce, at least according to McKinsey, can do hybrid work. Whether we like it or not, for these 45% the newly gained flexibility plays an enormous role in balancing work and life.

      Hybrid is also exciting from an evolutionary point of view – we went through the agricultural era, the age of industrialization, and the labor movement. Today, our computers and smartphones dictate when and where we work.

      By deciding where we work, we are now able to balance our work and personal lives much better. Not only that, it has also improved other aspects:

      1. Technology:

      We had to learn how to use new technologies and things are now working that we couldn’t have thought possible a few years ago. For example, taking part in an online workshop with the whole team from home.

      From a technical point of view, a lot has developed in the last few years. Some new technologies such as VR will digitalize our collaboration even further in the future. It would, for example, make it possible to meet in a virtual room in 3D instead of just looking at your laptop in two dimensions.

      Other developments such as AI or augmented reality are also revolutionizing the way we collaborate remotely.

      2. Employees:

      We can no longer avoid a hybrid setup – that is mainly because our employees have demanded it and even threatened to quit if they can’t work in a flexible environment.

      So to be an attractive employer today, you need to think carefully about what you need your employees to do in the office, where flexibility makes sense, and what you can offer them.

      Let’s now take a closer look at the individual life realities of our team members…

      People have different expectations and life concepts, their job has to suit them. If it doesn’t fit, you look for another job. The fact that many aspects of our work can be taken over by machines gives us more freedom to create.

      The classical performance-based society which encourages a lot of overtime and focuses on presence is becoming increasingly outdated.

      A Microsoft study has shown the situation regarding hybrid working among employees and their individual preferences. Two out of 10 respondents would like to work exclusively from the office. This can be due to a variety of reasons, such as feeling lonely at home.

      Surprisingly, 3 out of 10 don’t want to go back to the office at all. This could be due to care obligations, for example. Half of the respondents want a combination. Some prefer one home office day per week, while others would like to have more. These figures give us an idea of how many different life realities we as leaders now have to juggle.

      Hybride Arbeit

      The one-size-fits-all approach is no longer possible and there is no uniform solution that satisfies everyone. We have to respond individually to each employee and develop a suitable solution for the whole team.

      The work environment has changed considerably, but the requirements for leadership have remained the same. Employees still expect recognition, fairness, open and transparent communication, a motivating work environment in which they can develop, and flexibility to balance life and work.

      The leadership priorities have shifted. For example, in the hybrid daily routine, much more attention needs to be paid to communication, so that everyone knows everything they need to know.

      What has changed is not the content but the context in which we work. Thus, we need to adapt our systems and behavior to the context to be successful.

      I would like to give you one more piece of food for thought. I would like to invite you to take a retrospective look at the last 6 months of your work.

      • What experiences have you had in terms of hybrid working? What has (not) worked well?
      • What were/what are your challenges?
      • What challenges will your team face in the future? What would you like to develop or continue from what you have already experienced and tried out?

      You can do this task individually, with a colleague, or even in a small workshop with your whole team.

      We hope you have enjoyed this snippet from Peter’s Rise course! You can contact us if you are interested in this course or follow along on our blog, where we will share other content of the course as well.

      Click Here to Contact us
      Peter Grabuschnig

      Peter Grabuschnig

      Trainer, Coach & MDI Partner

      Peter is a partner and trainer at MDI, advising major international corporations on implementing hybrid work policies and building a hybrid work and leadership culture.

      He is considered an expert in training design. With his Webinar Guru Framework he has developed a tool that helps to design training content for successful and activating virtual learning.

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      Organize Your Team in a Hybrid Workplace

      Organize Your Team in a Hybrid Workplace

      by Peter Grabuschnig | Mar 14, 2024 | Impuls series, International leadership development, Leadership in the digital transformation | 0 comments

      Organize Your Team in a Hybrid Workplace

      Prefer to listen to the article? Click below to access our AI speech-generated audio. However, if you want to read it as usual, keep scrolling.

      Organize Your Team in a Hybrid Workplace

      In his new Rise Course, our MDI trainer and partner Peter Grabuschnig shares all his knowledge on Hybrid Leadership.

      It offers a reflective look at your leadership behavior in times of new work, work location, and increasing flexibility. In this blog article, he will introduce you to the second pillar of the 3P model – People.

      Peter will present you with a few questions regarding People and hybrid work that you can reflect on to improve as a leader. Enjoy reading!

      Organization Pre-Considerations

      What can you as a leader do to adapt with your team to the realities of hybrid work? I would recommend that you first analyze the current situation of your team. You can answer the following questions:

      • How is your team currently structured?
      • Who are the team members?
      • What work areas are there in the team?
      • How would you describe the team in regards to belonging, knowledge levels, motivation, loyalty,…
      • How do you function as a team? What’s going well and what is going not well?
      • How well do you support each other?
      • What tasks do you handle together as a team?
      • What work is currently done in the office or the home office?
      • What work do you think needs to be done in the office?
      • Who is open to change and who is more skeptical about hybrid leadership?

      This will give you an overview of where you currently stand. Continue with the other steps when you’re done with your analysis.

      Expectations

      As a second step, I want you to think about your expectations. Ask yourself questions such as:

      • What do your employees expect from you and vice versa when it comes to hybrid work?
      • What objections can arise or have already arisen?
      • What advantages have resulted for the team from hybrid working?
      • What are your go’s and no-go’s?

      The clearer you are about what you want to expect from your team, the better you can communicate your expectations and achieve your goals.

      Organize Your Team in a Hybrid Workplace

      General Collaboration Setup

      Lastly, we look at the General Collaboration Setup. Deal with the following issues:

      • What formal and informal rules are there?
      • Are they all known, intentional, and communicated? (For example, is an employee allowed to go to the supermarket in the afternoon? Or can a father come to the office later because his child is sick?)

      These questions show us some of the things that should be clarified. In a hybrid setup, there needs to be much more communication and coordination on things that may never have been an issue in a normal office routine.

      Hybrid working also means that there are new tasks and responsibilities, at least in some teams. As a leader, do you sometimes feel like you have to take care of everything on your own? This can quickly become overwhelming.

      Think about this:

      • Are there new or changed tasks or responsibilities? Is there someone in the team who can take on this task or perhaps even wants to do it? By delegating smartly, you will save yourself some time. This includes how we organize our work.
      • What processes already exist and are these suitable for hybrid working? Check that those processes that have been changed are working well.

      The final area that we will cover in this section is legal frameworks. Our laws are still made for our industrially driven system and as we know, new laws take time. As attractive as it may sound, not every company can offer its employees third-place-working, for example.

      This has to do with country-specific labor laws. The country you work in also has insurance and tax implications. Before promising any freedom, you should take a close look at the legal situation and also keep a good eye on it to react quickly in case of any changes.

      We hope you have enjoyed this snippet from Peter’s Rise course! You can contact us if you are interested in this course or follow along on our blog, where we will share other content of the course as well.

      Click Here to Contact us
      Peter Grabuschnig

      Peter Grabuschnig

      Trainer, Coach & MDI Partner

      Peter is a partner and trainer at MDI, advising major international corporations on implementing hybrid work policies and building a hybrid work and leadership culture.

      He is considered an expert in training design. With his Webinar Guru Framework he has developed a tool that helps to design training content for successful and activating virtual learning.

      • LinkedIn

      Get a glimpse into the elearning:

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