Abstract

This paper examines how systemic consultants experience and shape the initiation phase of organisational change processes. Drawing on systemic theory and constructivist epistemology, the study explores which factors are perceived as decisive at the beginning of change initiatives and which systemic approaches and methods are applied in practice. Empirical data were generated through a qualitative focus group with experienced systemic consultants. The analysis highlights the importance of trust-building and transparency, which contributes to a greater sense of security, as well as the importance of participation, role clarification and resource orientation during the early stages of change. Findings further reveal tensions between systemic principles and structural organisational constraints such as limited voluntariness and predefined outcomes. The paper contributes to organisational change research by linking systemic stance with tangible practitioner experiences in the initiation of change processes.