{"id":26084,"date":"2023-05-11T12:57:59","date_gmt":"2023-05-11T10:57:59","guid":{"rendered":"https:\/\/managementberatung-coaching.de\/?p=26084"},"modified":"2024-07-01T11:30:52","modified_gmt":"2024-07-01T09:30:52","slug":"overstressed-organisation","status":"publish","type":"post","link":"https:\/\/managementberatung-coaching.de\/en\/ueberforderte-organisation\/","title":{"rendered":"The overstretched organisation: symptoms, causes and recommendations for action"},"content":{"rendered":"<div class=\"gb-container gb-container-fd340ee6\" id=\"summary\">\n<div class=\"gb-container gb-container-b90f8493 cp-container-accordion180 gb-accordion\">\n<div class=\"gb-container gb-container-d5dbb893 gb-accordion__item\" data-transition=\"slide\">\n<div class=\"gb-container gb-container-5d9c68ee gb-accordion__toggle\" role=\"button\" tabindex=\"0\">\n\n<p class=\"gb-headline gb-headline-5021f753\"><span class=\"gb-icon\"><svg aria-hidden=\"true\" role=\"img\" height=\"1em\" width=\"1em\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path fill=\"currentColor\" d=\"M207.029 381.476L12.686 187.132c-9.373-9.373-9.373-24.569 0-33.941l22.667-22.667c9.357-9.357 24.522-9.375 33.901-.04L224 284.505l154.745-154.021c9.379-9.335 24.544-9.317 33.901.04l22.667 22.667c9.373 9.373 9.373 24.569 0 33.941L240.971 381.476c-9.373 9.372-24.569 9.372-33.942 0z\"><\/path><\/svg><\/span><span class=\"gb-headline-text\">Management Summary<\/span><\/p>\n\n<\/div>\n\n<div class=\"gb-accordion__content\"><div class=\"gb-container gb-container-f7249701\">\n\n<p class=\"wp-block-paragraph\">The volatile conditions in the markets and society are overtaxing many companies and their employees. This is confirmed by the Gallup Engagement Index for 2023. This excessive demand is not healthy in the long term and leads to damage to a company's competitiveness. As a manager, you can interrupt the spiral of excessive demands with five key measures.<\/p>\n\n\n\n<ol class=\"list-white wp-block-list\">\n<li>Definition of a strategy that does not take growth for granted,<\/li>\n\n\n\n<li>Integration of social responsibility into the purpose of the company<\/li>\n\n\n\n<li>Planning additional resources for transformation processes<\/li>\n\n\n\n<li>Alignment of objectives and strategy with the resources available in the company,<\/li>\n\n\n\n<li>Building a culture of trust in your organisation.<\/li>\n<\/ol>\n\n<\/div><\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n<h2 id=\"symptome-einer-uberforderten-organisation\" class=\"gb-headline gb-headline-0de5ffef gb-headline-text klein\">Symptoms of an overstretched organisation<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">How can you tell if your organisation is overstretched? We list clear symptoms below:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Rising sickness rate and fluctuation rate<\/li>\n\n\n\n<li>The majority of employees spend more than 4 hours a day in meetings<\/li>\n\n\n\n<li>Quality decreases, error rate increases or is constantly high, complaints increase<\/li>\n\n\n\n<li>Targets are not achieved or only with a long delay<\/li>\n\n\n\n<li>Direct communication, also across teams and departments, is decreasing<\/li>\n\n\n\n<li>E-mail communication has a significantly high share<\/li>\n\n\n\n<li>The culture of finger pointing is growing<\/li>\n\n\n\n<li>Changes are not supported or even actively undermined<\/li>\n\n\n\n<li>New ideas or suggestions for improvement decrease or are vanishingly small<\/li>\n\n\n\n<li>There is a gap between formal strategic orientation and operational doing.<\/li>\n<\/ul>\n\n\n\n<h2 id=\"ursachen-der-uberforderung\" class=\"gb-headline gb-headline-091d5da1 gb-headline-text klein\">Causes of excessive demands<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">We  frequently observe the following causes:<\/p>\n\n\n<div class=\"gb-container gb-container-5e45563a\" id=\"Accordion-tablet\">\n<div class=\"gb-container gb-container-ec65cd60\">\n<div class=\"gb-container gb-container-84bfceeb gb-accordion\">\n<div class=\"gb-container gb-container-abec0019 gb-accordion__item gb-accordion__item-open\" data-transition=\"slide\">\n\n<button class=\"gb-button gb-button-bb2d8359 gb-accordion__toggle gb-block-is-current\"><span class=\"gb-button-text\">Pressure to grow despite scarce resources and additional entrepreneurial workload<\/span><span class=\"gb-icon\"><svg xmlns=\"http:\/\/www.w3.org\/2000\/svg\" viewbox=\"0 0 448 512\" width=\"1em\" height=\"1em\" ariahidden=\"true\" role=\"img\" class=\"gb-accordion__icon\"><path d=\"M207.029 381.476L12.686 187.132c-9.373-9.373-9.373-24.569 0-33.941l22.667-22.667c9.357-9.357 24.522-9.375 33.901-.04L224 284.505l154.745-154.021c9.379-9.335 24.544-9.317 33.901.04l22.667 22.667c9.373 9.373 9.373 24.569 0 33.941L240.971 381.476c-9.373 9.372-24.569 9.372-33.942 0z\" fill=\"currentColor\"><\/path><\/svg><svg xmlns=\"http:\/\/www.w3.org\/2000\/svg\" viewbox=\"0 0 448 512\" width=\"1em\" height=\"1em\" ariahidden=\"true\" role=\"img\" class=\"gb-accordion__icon-open\"><path d=\"M240.971 130.524l194.343 194.343c9.373 9.373 9.373 24.569 0 33.941l-22.667 22.667c-9.357 9.357-24.522 9.375-33.901.04L224 227.495 69.255 381.516c-9.379 9.335-24.544 9.317-33.901-.04l-22.667-22.667c-9.373-9.373-9.373-24.569 0-33.941L207.03 130.525c9.372-9.373 24.568-9.373 33.941-.001z\" fill=\"currentColor\"><\/path><\/svg><\/span><\/button>\n\n\n<div class=\"gb-accordion__content\"><div class=\"gb-container gb-container-353fe8f1\">\n\n<ul class=\"arr has-colora-color has-text-color wp-block-list\">\n<li class=\"arr\">Companies are sticking to their growth strategy despite scarce resources, such as supply bottlenecks for raw materials, a lack of skilled labour and managers and collapsing markets.<\/li>\n\n\n\n<li class=\"arr\">Achieving the target requires an unreasonably high level of additional effort.<\/li>\n\n\n\n<li class=\"arr\">Additional workload due to new legal requirements, such as the Supply Chain Sustainability Act and sustainability reporting are very bureaucratic and have to be dealt with in addition to day-to-day business<\/li>\n\n\n\n<li class=\"arr\">Lack of or insufficient digitalisation of central processes and workflows hinders productive work<\/li>\n\n\n\n<li class=\"arr\">Falling qualification levels due to lack of skilled labour weaken productivity<\/li>\n<\/ul>\n\n<\/div><\/div>\n<\/div>\n\n<div class=\"gb-container gb-container-25897eba gb-accordion__item\" data-transition=\"slide\">\n\n<button class=\"gb-button gb-button-e33a25a7 gb-accordion__toggle\"><span class=\"gb-button-text\">Lack of trust within companies<\/span><span class=\"gb-icon\"><svg xmlns=\"http:\/\/www.w3.org\/2000\/svg\" viewbox=\"0 0 448 512\" width=\"1em\" height=\"1em\" ariahidden=\"true\" role=\"img\" class=\"gb-accordion__icon\"><path d=\"M207.029 381.476L12.686 187.132c-9.373-9.373-9.373-24.569 0-33.941l22.667-22.667c9.357-9.357 24.522-9.375 33.901-.04L224 284.505l154.745-154.021c9.379-9.335 24.544-9.317 33.901.04l22.667 22.667c9.373 9.373 9.373 24.569 0 33.941L240.971 381.476c-9.373 9.372-24.569 9.372-33.942 0z\" fill=\"currentColor\"><\/path><\/svg><svg xmlns=\"http:\/\/www.w3.org\/2000\/svg\" viewbox=\"0 0 448 512\" width=\"1em\" height=\"1em\" ariahidden=\"true\" role=\"img\" class=\"gb-accordion__icon-open\"><path d=\"M240.971 130.524l194.343 194.343c9.373 9.373 9.373 24.569 0 33.941l-22.667 22.667c-9.357 9.357-24.522 9.375-33.901.04L224 227.495 69.255 381.516c-9.379 9.335-24.544 9.317-33.901-.04l-22.667-22.667c-9.373-9.373-9.373-24.569 0-33.941L207.03 130.525c9.372-9.373 24.568-9.373 33.941-.001z\" fill=\"currentColor\"><\/path><\/svg><\/span><\/button>\n\n\n<div class=\"gb-accordion__content\"><div class=\"gb-container gb-container-a2f6f817\">\n\n<ul class=\"arr has-colora-color has-text-color wp-block-list\">\n<li class=\"arr\">For fear of not being able to meet the increased demands, (honest) communication decreases. Information and opinions are concealed, mistakes covered up, ideas withheld.<\/li>\n\n\n\n<li class=\"arr\">Many managers are overwhelmed by leading in a crisis and restrict their teams' room for manoeuvre or sit out decisions. This lack of confidence in their own competence leads to a decline in team and organisational trust.<\/li>\n\n\n\n<li class=\"arr\">The internal distance to the company increases as employees do not see that the management neither recognises the changed economic, social and climatic conditions in the form of adapted goals nor aligns the corporate strategy accordingly. Trust in the established management is dwindling. The result is internal resignations.<\/li>\n<\/ul>\n\n<\/div><\/div>\n<\/div>\n\n<div class=\"gb-container gb-container-b021d405 gb-accordion__item\" data-transition=\"slide\">\n\n<button class=\"gb-button gb-button-39b00078 gb-accordion__toggle\"><span class=\"gb-button-text\">Inappropriate management<\/span><span class=\"gb-icon\"><svg xmlns=\"http:\/\/www.w3.org\/2000\/svg\" viewbox=\"0 0 448 512\" width=\"1em\" height=\"1em\" ariahidden=\"true\" role=\"img\" class=\"gb-accordion__icon\"><path d=\"M207.029 381.476L12.686 187.132c-9.373-9.373-9.373-24.569 0-33.941l22.667-22.667c9.357-9.357 24.522-9.375 33.901-.04L224 284.505l154.745-154.021c9.379-9.335 24.544-9.317 33.901.04l22.667 22.667c9.373 9.373 9.373 24.569 0 33.941L240.971 381.476c-9.373 9.372-24.569 9.372-33.942 0z\" fill=\"currentColor\"><\/path><\/svg><svg xmlns=\"http:\/\/www.w3.org\/2000\/svg\" viewbox=\"0 0 448 512\" width=\"1em\" height=\"1em\" ariahidden=\"true\" role=\"img\" class=\"gb-accordion__icon-open\"><path d=\"M240.971 130.524l194.343 194.343c9.373 9.373 9.373 24.569 0 33.941l-22.667 22.667c-9.357 9.357-24.522 9.375-33.901.04L224 227.495 69.255 381.516c-9.379 9.335-24.544 9.317-33.901-.04l-22.667-22.667c-9.373-9.373-9.373-24.569 0-33.941L207.03 130.525c9.372-9.373 24.568-9.373 33.941-.001z\" fill=\"currentColor\"><\/path><\/svg><\/span><\/button>\n\n\n<div class=\"gb-accordion__content\"><div class=\"gb-container gb-container-09a04353\">\n\n<ul class=\"arr has-colora-color has-text-color wp-block-list\">\n<li>Low level of visionary thinking in top management<\/li>\n\n\n\n<li>Lack of confidence in dealing with their own excessive demands <\/li>\n\n\n\n<li>Lack of awareness of the effort involved in transformations<\/li>\n\n\n\n<li>A budget allocation that cements the status quo rather than enabling ground-breaking change<\/li>\n\n\n\n<li>Lack of acceptance of declining resources due to illness, staff turnover and unfilled positions<\/li>\n<\/ul>\n\n<\/div><\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n<h2 id=\"wie-konnen-sie-die-uberforderung-durchbrechen-und-ihrer-organisation-helfen-zu-gesunden\" class=\"gb-headline gb-headline-8225c381 gb-headline-text klein\">How can you break through the excessive demands and help your organisation to recover?<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">The reasons for excessive demands already give an indication of starting points to break the negative spiral. We recommend the following actions:<\/p>\n\n\n\n<h3 id=\"1-anerkennen-dass-wachstum-nicht-selbstverstandlich-ist\" class=\"gb-headline gb-headline-07bcbbdb gb-headline-text\">1. recognise that growth cannot be taken for granted<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Many management remuneration systems are geared towards growth. Nevertheless, it is time for management boards, supervisory boards and shareholders to change their thinking. Growth in a world of limited resources is not \"God-given\". Growth can be a result if a company knows how to solve specific problems of customers or society intelligently.<\/p>\n\n\n\n<p class=\"gb-headline gb-headline-f25aca05 gb-headline-text\">Acknowledging this and also stating it out loud in the company is the first step towards changing something.<\/p>\n\n\n\n<p class=\"gb-headline gb-headline-76d25625\"><span class=\"gb-icon\"><svg xmlns=\"http:\/\/www.w3.org\/2000\/svg\" width=\"1em\" height=\"1em\" viewbox=\"0 0 24 24\"><path fill=\"currentColor\" d=\"m12.922 16.587l-3.671 3.671a3.896 3.896 0 0 1-5.504-5.509l-.002.002l3.671-3.671a1.3 1.3 0 0 0-1.837-1.835l.001-.001l-3.671 3.671a6.494 6.494 0 0 0 9.187 9.175l-.003.002l3.671-3.671a1.3 1.3 0 0 0-1.837-1.835l.001-.001zM24.007 6.489A6.494 6.494 0 0 0 12.921 1.9L9.25 5.571a1.3 1.3 0 1 0 1.835 1.837l.001-.001l3.671-3.671a3.896 3.896 0 0 1 5.504 5.509l.002-.002l-3.671 3.671a1.3 1.3 0 1 0 1.835 1.837l.001-.001l3.671-3.671a6.432 6.432 0 0 0 1.908-4.58V6.49z\"><\/path><path fill=\"currentColor\" d=\"M7.412 16.592c.235.235.559.38.918.38s.683-.145.918-.38L16.59 9.25a1.3 1.3 0 0 0-1.837-1.835l.001-.001l-7.342 7.342c-.235.235-.38.559-.38.918s.145.683.38.918\"><\/path><\/svg><\/span><span class=\"gb-headline-text\"><a href=\"https:\/\/managementberatung-coaching.de\/en\/strategy-development-procedure\/\">Sustainable strategy development in medium-sized companies<\/a><\/span><\/p>\n\n\n\n<h3 id=\"2-purpose-des-unternehmens-um-die-gesellschaftliche-komponente-erweitern\" class=\"gb-headline gb-headline-1a75151a gb-headline-text\">2. expand the purpose of the company to include the social component<\/h3>\n\n\n\n<p class=\"wp-block-paragraph translation-block\">From my point of view, it is an absolute must for companies to expand their corporate responsibility to include the societal contribution and to incorporate this centrally in their thinking and actions. The guiding questions are:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>What contribution do we want to make to society? <\/li>\n\n\n\n<li>What social problems do we want to reduce or solve through our actions?<\/li>\n\n\n\n<li>How do we have to position ourselves as a company today in order to pass on a healthy organisation to the next generation?<\/li>\n<\/ul>\n\n\n\n<h3 id=\"3-ressourcen-fur-transformationsprozesse-einplanen\" class=\"gb-headline gb-headline-e0a81ef2 gb-headline-text\">3. plan resources for transformation processes<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">In our experience, all companies undergoing major change and transformation processes should plan 30 - 40 % of their capacities, including those of the management, for this in order to lead the change to success in a structured manner and within a reasonable period of time.<\/p>\n\n\n\n<h3 id=\"4-ziele-und-strategie-auf-vorhandene-ressourcen-ausrichten\" class=\"gb-headline gb-headline-12379887 gb-headline-text\">4. align goals and strategy with existing resources<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">What can we realistically achieve with the existing capacities of our employees and by when? This coordination must be an honest dialogue. And it is not enough just to look at the existing FTEs; we need to consider the range of competences. It makes no difference to the number of FTEs if an experienced colleague leaves the company and is succeeded by a university graduate. It does make a difference to the expertise and productivity available in the company.<\/p>\n\n\n\n<p class=\"gb-headline gb-headline-3cdf581a gb-headline-text\">This also means that personnel controlling or competence controlling must be rethought.<\/p>\n\n\n\n<h3 id=\"5-eine-vertrauenskultur-aufbauen\" class=\"wp-block-heading\">5. build a culture of trust<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">The first three areas of action actively contribute to the creation of a culture of trust within the company, as employees and managers experience that they and the changes in the business environment are taken seriously. Nevertheless, I recommend actively investing time in building trust in the management circle, between hierarchical levels and in the teams.<\/p>\n\n\n\n<p class=\"gb-headline gb-headline-ff3caf62\"><span class=\"gb-icon\"><svg xmlns=\"http:\/\/www.w3.org\/2000\/svg\" width=\"1em\" height=\"1em\" viewbox=\"0 0 24 24\"><path fill=\"currentColor\" d=\"m12.922 16.587l-3.671 3.671a3.896 3.896 0 0 1-5.504-5.509l-.002.002l3.671-3.671a1.3 1.3 0 0 0-1.837-1.835l.001-.001l-3.671 3.671a6.494 6.494 0 0 0 9.187 9.175l-.003.002l3.671-3.671a1.3 1.3 0 0 0-1.837-1.835l.001-.001zM24.007 6.489A6.494 6.494 0 0 0 12.921 1.9L9.25 5.571a1.3 1.3 0 1 0 1.835 1.837l.001-.001l3.671-3.671a3.896 3.896 0 0 1 5.504 5.509l.002-.002l-3.671 3.671a1.3 1.3 0 1 0 1.835 1.837l.001-.001l3.671-3.671a6.432 6.432 0 0 0 1.908-4.58V6.49z\"><\/path><path fill=\"currentColor\" d=\"M7.412 16.592c.235.235.559.38.918.38s.683-.145.918-.38L16.59 9.25a1.3 1.3 0 0 0-1.837-1.835l.001-.001l-7.342 7.342c-.235.235-.38.559-.38.918s.145.683.38.918\"><\/path><\/svg><\/span><span class=\"gb-headline-text\"><a href=\"https:\/\/managementberatung-coaching.de\/en\/trust-change-management\/\">Change needs trust<\/a><\/span><\/p>\n\n\n\n<p class=\"gb-headline gb-headline-3abb405a\"><span class=\"gb-icon\"><svg xmlns=\"http:\/\/www.w3.org\/2000\/svg\" width=\"1em\" height=\"1em\" viewbox=\"0 0 24 24\"><path fill=\"currentColor\" d=\"m12.922 16.587l-3.671 3.671a3.896 3.896 0 0 1-5.504-5.509l-.002.002l3.671-3.671a1.3 1.3 0 0 0-1.837-1.835l.001-.001l-3.671 3.671a6.494 6.494 0 0 0 9.187 9.175l-.003.002l3.671-3.671a1.3 1.3 0 0 0-1.837-1.835l.001-.001zM24.007 6.489A6.494 6.494 0 0 0 12.921 1.9L9.25 5.571a1.3 1.3 0 1 0 1.835 1.837l.001-.001l3.671-3.671a3.896 3.896 0 0 1 5.504 5.509l.002-.002l-3.671 3.671a1.3 1.3 0 1 0 1.835 1.837l.001-.001l3.671-3.671a6.432 6.432 0 0 0 1.908-4.58V6.49z\"><\/path><path fill=\"currentColor\" d=\"M7.412 16.592c.235.235.559.38.918.38s.683-.145.918-.38L16.59 9.25a1.3 1.3 0 0 0-1.837-1.835l.001-.001l-7.342 7.342c-.235.235-.38.559-.38.918s.145.683.38.918\"><\/path><\/svg><\/span><span class=\"gb-headline-text\"><a href=\"https:\/\/managementberatung-coaching.de\/en\/teambuilding-leadershipteams\/\">Team development in management teams<\/a><\/span><\/p>\n\n\n<div class=\"gb-container gb-container-18850d33\"><div class=\"gb-inside-container\">\n\n<h4 id=\"konkrete-masnahmen-die-vertrauensbildung-fordern\" class=\"gb-headline gb-headline-3760b54e gb-headline-text\">Concrete measures that promote trust-building<\/h4>\n\n\n\n<p class=\"wp-block-paragraph translation-block\">Below is a list of various measures, small and large, that promote trust-building in companies. Top management and leaders can make a big impact by leading by example:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Be honestly interested in employees and colleagues<\/li>\n\n\n\n<li>Maintain confidentiality<\/li>\n\n\n\n<li>Valuing diversity and promoting cooperation<\/li>\n\n\n\n<li>Praise sincerely<\/li>\n\n\n\n<li>Listen attentively<\/li>\n\n\n\n<li>Communicate openly and honestly<\/li>\n\n\n\n<li>Give honest feedback on a regular basis<\/li>\n\n\n\n<li>Ask for feedback regularly and accept it without judgement<\/li>\n\n\n\n<li>Address irritations and conflicts actively and promptly<\/li>\n\n\n\n<li>Openly admit your own mistakes and make lessons learnt transparent<\/li>\n\n\n\n<li>Dealing constructively with the mistakes of others<\/li>\n\n\n\n<li>Listen to the ideas of others and take them seriously<\/li>\n\n\n\n<li>Accept a \"no\"<\/li>\n\n\n\n<li>Recognise successes<\/li>\n<\/ul>\n\n<\/div><\/div>\n\n\n<p class=\"gb-headline gb-headline-d592980c gb-headline-text\">Companies that implement the measures outlined above initiate the recovery of the organisation. Of course, there are other ways to reduce the company's susceptibility to excessive demands. These include<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Agree on appropriate implementation times for measures,<\/li>\n\n\n\n<li>Employ staff and managers according to their strengths,<\/li>\n\n\n\n<li>Offer an attractive specialist career in order to avoid that specialists have to take up the leadership career even if they are not suited for it,<\/li>\n\n\n\n<li>Schedule time for continuous professional development,<\/li>\n\n\n\n<li>Actively involve staff and managers in change.<\/li>\n<\/ul>","protected":false},"excerpt":{"rendered":"<p>Many organisations have been overstretched for a long time. Absenteeism, internal dismissals and resignations are on the rise. The resulting economic damage in Germany in 2023 was over 150 billion euros! <\/p>\n<p>We describe common symptoms so that you as a manager can recognise whether your organisation is also overstretched. However, we also provide suggestions on how you can break the cycle of excessive demands so that your organisation can recover.<\/p>","protected":false},"author":2,"featured_media":26137,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_seopress_titles_title":"\u00dcberforderte Organisation - Symptome, Ursachen, L\u00f6sungen","_seopress_titles_desc":"Die \u00fcberforderte Organisation: Symptome, Ursachen, Handlungsempfehlungen.","_seopress_robots_index":"","_seopress_robots_follow":"","_seopress_robots_imageindex":"","_seopress_robots_snippet":"","_seopress_robots_primary_cat":"none","_seopress_robots_breadcrumbs":"","_seopress_robots_freeze_modified_date":"","_seopress_robots_custom_modified_date":"","_seopress_robots_canonical":"","_seopress_social_fb_title":"","_seopress_social_fb_desc":"","_seopress_social_fb_img":"","_seopress_social_fb_img_attachment_id":0,"_seopress_social_fb_img_width":0,"_seopress_social_fb_img_height":0,"_seopress_social_twitter_title":"","_seopress_social_twitter_desc":"","_seopress_social_twitter_img":"","_seopress_social_twitter_img_attachment_id":0,"_seopress_social_twitter_img_width":0,"_seopress_social_twitter_img_height":0,"_seopress_redirections_value":"","_seopress_redirections_enabled":"","_seopress_redirections_enabled_regex":"","_seopress_redirections_logged_status":"both","_seopress_redirections_param":"","_seopress_redirections_type":301,"_seopress_analysis_target_kw":"","_seopress_news_disabled":"","_seopress_video_disabled":"","_seopress_video":[],"_seopress_pro_schemas_manual":[{"_seopress_pro_rich_snippets_type":"none"}],"_seopress_pro_rich_snippets_disable_all":"","_seopress_pro_rich_snippets_disable":[],"_seopress_pro_schemas":[],"footnotes":""},"categories":[251],"tags":[],"class_list":["post-26084","post","type-post","status-publish","format-standard","has-post-thumbnail","category-praxis-organisationsentwicklung","masonry-post","generate-columns","tablet-grid-50","mobile-grid-100","grid-parent","grid-33"],"acf":[],"_links":{"self":[{"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/posts\/26084","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/comments?post=26084"}],"version-history":[{"count":0,"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/posts\/26084\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/media\/26137"}],"wp:attachment":[{"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/media?parent=26084"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/categories?post=26084"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/tags?post=26084"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}