{"id":248186,"date":"2017-07-15T15:26:28","date_gmt":"2017-07-15T13:26:28","guid":{"rendered":"https:\/\/staging.socius.de\/?p=248186"},"modified":"2026-06-03T12:15:15","modified_gmt":"2026-06-03T10:15:15","slug":"transition-to-an-inclusive-organisation","status":"publish","type":"post","link":"https:\/\/staging.socius.de\/en\/kultur-der-zusammenarbeit-b\/wandel-zur-inklusiven-organisation\/","title":{"rendered":"Transition to an inclusive organisation"},"content":{"rendered":"<div class=\"et_pb_section_0 et_pb_section et_section_regular et_block_section\"><div class=\"et_pb_row_0 et_pb_row et_block_row\"><div class=\"et_pb_column_0 et_pb_column et_pb_column_4_4 et-last-child et_block_column et_pb_css_mix_blend_mode_passthrough\"><div class=\"et_pb_text_0 et_pb_text et_pb_bg_layout_light et_pb_module et_block_module\"><div class=\"et_pb_text_inner\"><p>Below, we first briefly explain what we mean by \u201einclusion\u201c and \u201eorganisational development.\u201c Next, we describe the importance of inclusion for organisations. Building on this, we outline (possible) approaches for transforming an organisation into an inclusive one. Finally, we spoke to two people about successful examples of inclusive organisations.<\/p>\n<h3>Definitions: Inclusion and organisational development<\/h3>\n<p>Inclusion, according to the definition by Aktion Mensch, which we endorse, \u201eliterally means \u201abelonging\u2018, i.e. the opposite of exclusion. When every person \u2013 with or without a disability \u2013 can participate everywhere, at school, at work, in their neighbourhood, in their leisure time, that is successful inclusion.<\/p>\n<p>In an inclusive society, it is normal to be different. Everyone is welcome. And we all benefit from this: for example, through the removal of obstacles so that the environment is accessible to everyone \u2013 but also through fewer barriers in people's minds, more openness, tolerance and better coexistence.<\/p>\n<p>Inclusion is a human right enshrined in the UN Convention on the Rights of Persons with Disabilities. The Government of the Federal Republic of Germany has signed this agreement. \u2026<\/p>\n<p>Inclusion is not a topic for experts; on the contrary, it can only succeed if as many people as possible get involved. Everyone can contribute to this in their own environment.\u201c<\/p>\n<p>Organisational development (OD) \u201eis a concept for developing organisations ... with the aim of actively and flexibly adapting to the challenges of a constantly changing environment. It is a development in the sense of greater organisational effectiveness and greater job satisfaction for the people involved.\u201c<\/p>\n<p>In this sense, we understand organisations as \u201elearning organisations\u201c. OE is implemented with the participation of as many members of the organisation as possible and incorporates the organisational culture: formal and informal rules, hierarchies, values and behaviour patterns, traditions and rituals.<\/p>\n<p>OE involves examining and working on relationships, behaviour and attitudes: towards the individual and their own group (team, department, division), towards other groups and the organisation as a whole. The structures and processes of an organisation are then adjusted accordingly during or after the OE.<\/p>\n<p>&nbsp;<\/p>\n<p>According to Mabey and Pugh, there are five defining characteristics of OE:<\/p>\n<ul>\n<li>OE is a broad-based medium to long-term approach. It encompasses the entire organisation or parts of it, e.g. individual units or departments.<\/li>\n<li>OE is based on findings and methods from behavioural sciences, organisational and business psychology, and group dynamics.<\/li>\n<li>OE is process- and goal-oriented.<\/li>\n<li>OE erfordert moderation by internal staff or external experts.<\/li>\n<li>OE is participatory, i.e. it involves all affected parties as participants.<\/li>\n<\/ul>\n<p>Consequently, OE always means promoting the people in the organisations and not just restructuring or possibly cutting jobs.<\/p>\n<p>OE is used in large companies, administrations, churches, the army, social and humanitarian institutions, and many other areas of society. Due to the rapid social and global changes currently taking place (technical\/digital innovations, financial crises, demographic developments, etc.), organisations are under great pressure to adapt. As a result, OE is inevitably becoming a recurring process in some organisations.<\/p>\n<h3>Inclusion and organisations<\/h3>\n<p>Inclusion is not only a social issue, but also a highly political concept. In our understanding, inclusion goes beyond the approach of the UN Convention on the Rights of Persons with Disabilities: in terms of diversity, it means equal access for all to everything.<\/p>\n<p>However, this also means giving up privileges for those individuals (or groups) who have so far been able to secure these opportunities and positions largely for themselves. Competition for jobs will increase, the workforce will become more heterogeneous, taking into account different needs and interests will become more complex, and equipping workplaces appropriately may become more difficult and expensive.<\/p>\n<p>If organisations take the implementation of inclusion internally seriously, they must address the question of what resources they (can) make available for this purpose, e.g. in terms of money and time, space and materials; and where acceptance exists among the workforce or where and how this acceptance can be created.<\/p>\n<p>People with visual impairments, for example, are accepted in most organisations if the impairment can be compensated for by wearing visual aids (glasses or contact lenses). We take this acceptance for granted nowadays. The same usually applies to people with hearing impairments and their hearing aids. It becomes more complicated when physical impairments can be compensated for by aids, but these in turn require further support: wheelchair users, for example, need barrier-free rooms and appropriate entrances and stairways. The question of acceptance arises again in a different context when an organisation wants to attract more people with a migrant background or believers of different religions who ask for rooms where they can practise their religion undisturbed during work breaks.<\/p>\n<p>At the same time, inclusion offers great opportunities for organisations: by practising diversity and (complex) interest balancing internally, organisations are closely aligned with social developments; and thus they are closely aligned with demand and the opportunity to develop precise, target group-oriented approaches and offerings. In addition, those involved get to know many different perspectives \u2013 which can be fun and enjoyable \u2013 and thus broaden their horizons. In our view, these are the greatest advantages of an inclusive workforce in an increasingly diverse environment.<\/p>\n<h3>Initiating change \u2013 the organisational level<\/h3>\n<p>If an organisation wants to move towards an inclusive workforce, the initial question is: How can we design our system so that people can participate and contribute in all their diversity (for the benefit of the organisation and the well-being of those who work there)?<\/p>\n<p>For implementation within the framework of an OE process, this means (ideally):<\/p>\n<ul>\n<li>The members of the organisation develop a vision of an \u201einclusive organisation\u201c. The vision is shared by all those involved in the organisation, at least in its core statements.<\/li>\n<li>Concrete goals are derived from the vision.<\/li>\n<li>A strategy is developed to achieve these goals. The strategy is based on an assessment of the current situation and available resources. It also takes into account any fears and concerns that those involved may have, for which opportunities for reflection are created during the process.<\/li>\n<li>The strategy is implemented in the<\/li>\n<\/ul>\n<p>\u25aa Change or adaptation of structures: e.g. staff composition, accessibility, inclusive language, work processes, communication structure,<br \/>\u25aa              as well as changes in organisational culture: view of humanity, attitudes, values, rules, behaviour patterns, rituals.<\/p>\n<ul>\n<li>The results of the process are continuously reviewed, and procedures and structures are adjusted as necessary.<\/li>\n<\/ul>\n<p>Initiating change \u2013 how can individuals initiate change in their own organisations?<\/p>\n<p>Individuals who want to promote inclusion in their organisation need allies \u2013 such fundamental change cannot usually be achieved by lone warriors. One approach could be:<\/p>\n<p><strong>The first step<\/strong><\/p>\n<ul>\n<li>What do I want? Why? (Vision, guiding principles)<\/li>\n<li>What is my \u201eadded value\u201c from inclusion?<\/li>\n<li>What disadvantages do I see, what fears do I have?<\/li>\n<li>What resources are available to me?<\/li>\n<\/ul>\n<p><strong>The second step<\/strong><\/p>\n<ul>\n<li>Who do I need for this \/ who are my allies?<\/li>\n<li>What is the \u201eadded value\u201c of inclusion?<\/li>\n<li>What disadvantages do you see, what fears do you have?<\/li>\n<li>Who am I addressing and with what aim?<\/li>\n<\/ul>\n<p>&nbsp;<\/p>\n<p><strong>12 further steps \u201e...<\/strong><\/p>\n<p>1             Orientation: What is our inclusive guiding principle?<\/p>\n<p>2             Communicating: How can we find a common language?<\/p>\n<p>3             Getting involved: What do we actually want?<\/p>\n<p>4 Organising: How can we become capable of acting?<\/p>\n<p>5             Taking stock: What is the current situation?<\/p>\n<p>6 Describe objectives: What do we want to achieve?<\/p>\n<p>7 Taking stock: Are we on track?<\/p>\n<p>8 Finding ideas: What might solutions look like?<\/p>\n<p>9 Making plans: How do we proceed?<\/p>\n<p>10           Implementation: Roll up your sleeves... and get started!<\/p>\n<p>11           Follow-up: What have we achieved?<\/p>\n<p>12           Thinking ahead: The end of the old... is the beginning of the new!\u201c<\/p>\n<p>&nbsp;<\/p>\n<h3>The example of primary school<\/h3>\n<p>Special needs teacher Christian Gei\u00dfler works at an inclusive state primary school in Berlin-Neuk\u00f6lln. The school team is \u201evisibly diverse in terms of gender, age and family language\u201c. In an interview, Christian Gei\u00dfler explained the reasons why inclusion works at this school:<\/p>\n<blockquote>\n<p>\u201eThere needs to be a critical mass of people (... a noticeable and influential group) with a pro-inclusion attitude \u2013 which for us would mean avoiding discrimination and recognising diversity (which in turn means creating appropriate conditions so that everyone can learn according to their abilities). In hierarchical organisations such as public schools, we need school administrators who want inclusion and who create the necessary personnel and material conditions for it. If these three things are in place: teachers and educators as well as school management who want inclusion; trained staff who can implement inclusion; and material resources (teaching materials, rooms, etc.), then it is best not to start with all classes, but only with those classes in which educators who want inclusion are working. In the best case scenario, they will develop a practice that is interesting and convincing for other educators. We had the above-mentioned conditions in place \u2013 inclusion was then introduced across the board for all classes, which also met with resistance. This was because some educators were afraid of being overwhelmed. In the meantime, however, this has subsided. Although we are still and repeatedly overwhelmed and sometimes overburdened. But perhaps that's how it is when you're working towards a utopia (which is what inclusion is for me \u2013 a path, a goal and a utopia). ... I was also convinced by the reasonable reactions of the children I work with. They ask (as often as they need to): \u201aWhy is he like that? What is she doing there? Why can't she speak? Why does he always get easier tasks? ...\u2018 And at some point, that's just the way it is and everyone works on their own stuff. If adults treated each other that way, I would think that was good.\u201c<\/p>\n<\/blockquote>\n<p>Organisations with an inclusive approach<\/p>\n<p><a href=\"http:\/\/raul.de\/\">Raul Krauthausen<\/a><\/p>\n<p>is an activist who campaigns for the rights of people with disabilities and, thanks to his decades of commitment, is an expert on inclusion in organisations. During our conversation, he mentioned several companies whose approach to creating an inclusive workforce he finds particularly noteworthy. For example, Boehringer Ingelheim established an action plan back in 2012 to promote inclusion within the company. And SAP, an IT company, is currently targeting people with autism spectrum disorder for recruitment, working with the placement agency\u00a0<a href=\"http:\/\/auticon.de\/\">auticon<\/a>\u00a0together. The Erlangen-based company<a href=\"http:\/\/www.access-ifd.de\/cms\/website.php\">\u00a0access<\/a>\u00a0has set itself the task of specifically helping people with disabilities enter the primary labour market. However, according to Krauthausen, what is lacking in Germany is an equivalent to the Austrian\u00a0<a href=\"http:\/\/www.careermoves.at\/de\/home\">career moves<\/a>\u00a0\u2013 A job placement agency founded by a person with a disability that not only cooperates with the largest job portal in the country, but also offers consulting services for companies that want to become inclusive.<\/p>\n<p>Raul Krauthausen states very clearly: \u201eWe don't need any more workshops for people with disabilities, no more support and integration companies.\u201c Instead, he asks about people with disabilities in the management of charitable organisations in the non-profit sector \u2013 and finds none. But that, Krauthausen continues, is where inclusion can begin, where it is also taken seriously: instead of doing something for people with disabilities, it is better to do something with them. Basically, it's about the same questions that the women's movement has been asking for decades: How can education be improved? What can be done about the glass ceiling? How can empowerment take place? And when will management start doing something about it?<\/p>\n<p>Raul Krauthausen suggests not holding any more workshops and similar events on inclusion. He believes it would be much more promising to organise encounters \u2013 to create opportunities for HR decision-makers, trainers and managers to meet people with disabilities. \u201eThat would be education! From person to person!\u201c<\/p>\n<h3>Conclusion<\/h3>\n<p>Our conclusion is that, in order for the transition to an inclusive organisation to be successful, in addition to the necessary theoretical knowledge and resources, the commitment of interested individuals is essential. We therefore conclude our article with a quote from former professor Marianne Wilhelm, Vienna, about her two decades of commitment to inclusion:<\/p>\n<blockquote>\n<p>\u201eI<br \/>At the place where I stand<br \/>With the people I live with<br \/>With all the power I have and<br \/>All the love I am capable of giving.<\/p>\n<\/blockquote>\n<p><strong>Further links on inclusion and diversity<\/strong><\/p>\n<ul>\n<li><a href=\"http:\/\/www.charta-der-vielfalt.de\/fileadmin\/user_upload\/beispieldateien\/Downloads\/Charta_der_Vielfalt-%252525C3%25252596H-Brosch_WEB.pdf\">http:\/\/www.charta-der-vielfalt.de\/fileadmin\/user_upload\/beispieldateien\/Downloads\/Charta_der_Vielfalt-\u00d6H-Brosch_WEB.pdf<\/a><\/li>\n<li><a href=\"http:\/\/www.denkmodell.de\/hintergrund\/diversity-management\/\">http:\/\/www.denkmodell.de\/hintergrund\/diversity-management\/<\/a><\/li>\n<li><a href=\"http:\/\/www.jugendsozialarbeit.de\/media\/raw\/Andreas_Oehme_Inklusive_Organisation_von_Bildung_Erziehung_und_Sorge.pdf\">http:\/\/www.jugendsozialarbeit.de\/media\/raw\/Andreas_Oehme_Inklusive_Organisation_von_Bildung_Erziehung_und_Sorge.pdf<\/a><\/li>\n<li><a href=\"http:\/\/www.jugendsozialarbeit.de\/media\/raw\/JS_Beitraege3_WEB.pdf\">http:\/\/www.jugendsozialarbeit.de\/media\/raw\/JS_Beitraege3_WEB.pdf<\/a><\/li>\n<li><a href=\"https:\/\/magazin.betreut.de\/inklusion-durch-diversity-management-1033\/\">https:\/\/magazin.betreut.de\/inklusion-durch-diversity-management-1033\/<\/a><\/li>\n<li><a href=\"http:\/\/www.inklusionspaedagogik.de\/\">www.inklusionspaedagogik.de<\/a><\/li>\n<li><a href=\"http:\/\/www.sozialhelden.de\/\">www.sozialhelden.de<\/a><\/li>\n<li><a href=\"http:\/\/www.inklusionsfakten.de\/\">www.inklusionsfakten.de<\/a><\/li>\n<\/ul>\n<p>&nbsp;<\/p>\n<p><a href=\"https:\/\/staging.socius.de\/en\/team\/kerstin-engelhardt\/\">Kerstin Engelhardt<\/a>\u00a0\/\u00a0<a href=\"https:\/\/staging.socius.de\/en\/team\/nicola-kriesel\/\">Nicola Kriesel<\/a><\/p>\n<p><em>This article was originally written for a brochure published by the Parit\u00e4tischer Wohlfahrtsverband (Parity Welfare Association). We would like to thank our interviewees for their support!<\/em><\/p>\n<\/div><\/div><\/div><\/div><div class=\"et_pb_row_3 et_pb_row et_block_row\"><div class=\"et_pb_column_4 et_pb_column et_pb_column_4_4 et-last-child et_block_column et_pb_css_mix_blend_mode_passthrough\"><div class=\"et_pb_divider_0 et_pb_divider et_pb_space et_pb_divider_position_top et_pb_module\"><div class=\"et_pb_divider_internal\"><\/div><\/div><\/div><\/div><\/div><div class=\"et_pb_section_1 et_pb_section et_section_regular et_block_section\"><div class=\"et_pb_row_6 et_pb_row et_block_row\"><div class=\"et_pb_column_9 et_pb_column et_pb_column_4_4 et-last-child et_block_column et_pb_css_mix_blend_mode_passthrough\"><div class=\"et_pb_module et_pb_button_module_wrapper et_pb_button_0_wrapper\"><a class=\"et_pb_button_0 et_pb_button et_pb_bg_layout_light et_pb_module et_block_module btn-petrol\" href=\"\">Subscribe to SOCIUS brief<\/a><\/div><\/div><\/div><\/div><div class=\"et_pb_section_2 et_pb_section et_section_regular et_block_section\"><div class=\"et_pb_row_7 et_pb_row et_block_row\"><div class=\"et_pb_column_10 et_pb_column et_pb_column_1_3 et_block_column et_pb_css_mix_blend_mode_passthrough\"><div class=\"et_pb_image_4 et_pb_image et_pb_module et_block_module\"><span class=\"et_pb_image_wrap\"><img decoding=\"async\" src=\"https:\/\/staging.socius.de\/wp-content\/uploads\/Socius_Logo-linksbuendig-e1663770875539-1.png\" width=\"289\" height=\"62\" srcset=\"https:\/\/staging.socius.de\/wp-content\/uploads\/Socius_Logo-linksbuendig-e1663770875539-1.png 289w\" sizes=\"(max-width: 289px) 100vw, 289px\" class=\"wp-image-32690\" title=\"change essentials\" alt=\"change essentials\" \/><\/span><\/div><div class=\"et_pb_module et_pb_button_module_wrapper et_pb_button_1_wrapper\"><a class=\"et_pb_button_1 et_pb_button et_pb_bg_layout_light et_pb_module et_block_module btn-green\" href=\"https:\/\/socius.mymemberspot.de\/auth\/register?offerid=UPqDVTz5YHUDtbAoAHIL&#038;offername=SOCIUS%20change%20essentials%20\" target=\"_blank\">Register for free<\/a><\/div><\/div><div class=\"et_pb_column_11 et_pb_column et_pb_column_2_3 et-last-child et_block_column et_pb_css_mix_blend_mode_passthrough\"><div class=\"et_pb_text_4 et_pb_text et_pb_bg_layout_light et_pb_module et_block_module\"><div class=\"et_pb_text_inner\"><p>Discover practical tips for self-organised work in our free online course, the SOCIUS change essentials. With over 30 videos, the course offers helpful self-organisation tools such as consensus moderation and role board tutorials. Register and also receive the SOCIUS brief, our newsletter with exciting topics and events.<\/p>\n<\/div><\/div><\/div><\/div><\/div>","protected":false},"excerpt":{"rendered":"","protected":false},"author":2,"featured_media":250386,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"footnotes":""},"categories":[553,565],"tags":[],"class_list":["post-248186","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-kultur-der-zusammenarbeit-b","category-organisationsentwicklung"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.7 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Wandel zur inklusiven Organisation - SOCIUS Organisationsberatung gGmbH<\/title>\n<meta name=\"description\" content=\"F\u00fcr die Organisationsentwicklung sind Anleihen in anderen Disziplinen das Salz in der Sensemaking-Suppe: Sei es das zwischen Karte und Terrain aufgespannte Navigieren in der Nautik, das Geheimnis des kreativen Flows in der Kunst, das Zusammenwirken von Selbstheilung und Behandlung in der Medizin oder die Entwicklung von Betriebssysteme und Apps im Software-Engineering - mit jedem Bild \u00f6ffnet sich ein anderes Fenster und eine andere Perspektive auf die Organisation.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/staging.socius.de\/en\/culture-of-cooperation-b\/transition-to-an-inclusive-organisation\/\" \/>\n<meta property=\"og:locale\" content=\"en_GB\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Wandel zur inklusiven Organisation - SOCIUS Organisationsberatung gGmbH\" \/>\n<meta property=\"og:description\" content=\"F\u00fcr die Organisationsentwicklung sind Anleihen in anderen Disziplinen das Salz 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