{"id":7760,"date":"2026-09-14T13:40:03","date_gmt":"2026-09-14T11:40:03","guid":{"rendered":"https:\/\/armintrost.de\/?page_id=7760"},"modified":"2026-09-14T13:40:03","modified_gmt":"2026-09-14T11:40:03","slug":"transformation","status":"publish","type":"page","link":"https:\/\/armintrost.de\/en\/speaker\/transformation\/","title":{"rendered":"Keynote: Transformation Without Overload"},"content":{"rendered":"<h1>\n<h1><span style=\"color: #900a11;\">TRANSFORMATION<\/span> WITHOUT OVERLOAD<\/h1>\n<\/h1>\n<h2>LEADING FROM UNCERTAINTY TO ORGANIZATIONAL ABILITY TO ACT<\/h2>\n<p>\n    <a href=\"https:\/\/armintrost.de\/en\/speaker\/\"><\/a>\n<\/p>\n<div>\n<p>We are seeing far-reaching organizational transformations driven by changing markets and disruptive new technologies. Transformation means that much of what used to be taken for granted no longer applies. The result is uncertainty, a growing need for clarification and coordination, but also fear, resistance, and the risk of overload.<\/p>\n<p>A familiar lesson from change management is to &#8220;involve all employees,&#8221; communicate more rather than less, enable and &#8220;empower&#8221; people, and contain resistance through targeted involvement. Any of that can be right. But it can also push organizations into overload and unnecessarily slow down essential change.<\/p>\n<\/div>\n<h1>A FEW KEY IDEAS FROM THE KEYNOTE:<\/h1>\n<div>\n<p><strong>Every transformation creates dilemmas.<\/strong> You cannot move fast, involve everyone, provide certainty, and keep as much as possible open at the same time. So you need to decide early which downside you are willing to accept.<\/p>\n<p><strong>The usual change management wisdom never applies across the board.<\/strong> More or less communication, broad or targeted involvement, quick decisions or leaving things open longer &#8211; what is right depends on the conditions. Anything else quickly becomes costly.<\/p>\n<p><strong>Transformation becomes costly when too much remains open for too long.<\/strong> Leadership must gradually clarify what will apply in the future, what will no longer apply, and what is no longer up for negotiation.<\/p>\n<\/div>\n<h1>WHO SHOULD HEAR THIS KEYNOTE:<\/h1>\n<div>\n<p>Executives, supervisory board members, leaders, HR leaders, people responsible for digitalization and transformation, organizational development professionals, works councils, and management consultants.<\/p>\n<\/div>\n<p><!--more--><br \/>\n<!-- {\"type\":\"layout\",\"children\":[{\"type\":\"section\",\"props\":{\"image_position\":\"center-center\",\"style\":\"default\",\"title_breakpoint\":\"xl\",\"title_position\":\"top-left\",\"title_rotation\":\"left\",\"vertical_align\":\"\",\"width\":\"\"},\"children\":[{\"type\":\"row\",\"props\":{\"layout\":\"3-4,1-4\",\"margin\":\"large\",\"row_gap\":\"large\",\"width\":\"default\"},\"children\":[{\"type\":\"column\",\"props\":{\"image_position\":\"center-center\",\"position_sticky_breakpoint\":\"m\",\"width_medium\":\"3-4\"},\"children\":[{\"type\":\"headline\",\"props\":{\"content\":\"\n\n<h1><span style=\\\"color: #900a11;\\\">TRANSFORMATION<\\\/span> WITHOUT OVERLOAD<\\\/h1>\",\"margin\":\"small\",\"maxwidth\":\"2xlarge\",\"maxwidth_breakpoint\":\"m\",\"title_element\":\"h1\",\"title_style\":\"heading-small\"}},{\"type\":\"headline\",\"props\":{\"content\":\"LEADING FROM UNCERTAINTY TO ORGANIZATIONAL ABILITY TO ACT\",\"title_element\":\"h2\",\"title_style\":\"h3\"}}]},{\"type\":\"column\",\"props\":{\"image_position\":\"center-center\",\"position_sticky_breakpoint\":\"m\",\"width_medium\":\"1-4\"},\"children\":[{\"type\":\"button\",\"props\":{\"button_size\":\"large\",\"grid_column_gap\":\"small\",\"grid_row_gap\":\"small\",\"margin\":\"default\",\"text_align\":\"right\"},\"children\":[{\"type\":\"button_item\",\"props\":{\"button_style\":\"link-text\",\"icon\":\"close\",\"icon_align\":\"left\",\"link\":\"speaker\\\/\"}}],\"name\":\"Close_Button\"}]}]},{\"type\":\"row\",\"props\":{\"column_gap\":\"collapse\",\"layout\":\"1-5,3-5,1-5\",\"margin\":\"large\",\"width\":\"xlarge\"},\"children\":[{\"type\":\"column\",\"props\":{\"image_position\":\"center-center\",\"position_sticky_breakpoint\":\"m\",\"width_medium\":\"1-5\"}},{\"type\":\"column\",\"props\":{\"image_position\":\"center-center\",\"position_sticky_breakpoint\":\"m\",\"width_medium\":\"3-5\"},\"children\":[{\"type\":\"text\",\"props\":{\"column_breakpoint\":\"m\",\"content\":\"\n\n<p>We are seeing far-reaching organizational transformations driven by changing markets and disruptive new technologies. Transformation means that much of what used to be taken for granted no longer applies. The result is uncertainty, a growing need for clarification and coordination, but also fear, resistance, and the risk of overload.<\\\/p>\\n\n\n<p>A familiar lesson from change management is to \\\"involve all employees,\\\" communicate more rather than less, enable and \\\"empower\\\" people, and contain resistance through targeted involvement. Any of that can be right. But it can also push organizations into overload and unnecessarily slow down essential change.<\\\/p>\",\"dropcap\":false,\"margin\":\"default\"}}]},{\"type\":\"column\",\"props\":{\"image_position\":\"center-center\",\"position_sticky_breakpoint\":\"m\",\"width_medium\":\"1-5\"}}]},{\"type\":\"row\",\"props\":{\"column_gap\":\"collapse\",\"layout\":\"1-5,3-5,1-5\",\"margin\":\"large\",\"width\":\"xlarge\"},\"children\":[{\"type\":\"column\",\"props\":{\"image_position\":\"center-center\",\"position_sticky_breakpoint\":\"m\",\"width_medium\":\"1-5\"}},{\"type\":\"column\",\"props\":{\"image_position\":\"center-center\",\"position_sticky_breakpoint\":\"m\",\"width_medium\":\"3-5\"},\"children\":[{\"type\":\"headline\",\"props\":{\"content\":\"A FEW KEY IDEAS FROM THE KEYNOTE:\",\"title_element\":\"h1\",\"title_style\":\"h3\"}},{\"type\":\"text\",\"props\":{\"column_breakpoint\":\"m\",\"content\":\"\n\n<p><strong>Every transformation creates dilemmas.<\\\/strong> You cannot move fast, involve everyone, provide certainty, and keep as much as possible open at the same time. So you need to decide early which downside you are willing to accept.<\\\/p>\\n\n\n<p><strong>The usual change management wisdom never applies across the board.<\\\/strong> More or less communication, broad or targeted involvement, quick decisions or leaving things open longer - what is right depends on the conditions. Anything else quickly becomes costly.<\\\/p>\\n\n\n<p><strong>Transformation becomes costly when too much remains open for too long.<\\\/strong> Leadership must gradually clarify what will apply in the future, what will no longer apply, and what is no longer up for negotiation.<\\\/p>\",\"margin\":\"default\"}}]},{\"type\":\"column\",\"props\":{\"image_position\":\"center-center\",\"position_sticky_breakpoint\":\"m\",\"width_medium\":\"1-5\"}}]},{\"type\":\"row\",\"props\":{\"column_gap\":\"collapse\",\"layout\":\"1-5,3-5,1-5\",\"margin\":\"large\",\"width\":\"xlarge\"},\"children\":[{\"type\":\"column\",\"props\":{\"image_position\":\"center-center\",\"position_sticky_breakpoint\":\"m\",\"width_medium\":\"1-5\"}},{\"type\":\"column\",\"props\":{\"image_position\":\"center-center\",\"position_sticky_breakpoint\":\"m\",\"width_medium\":\"3-5\"},\"children\":[{\"type\":\"headline\",\"props\":{\"content\":\"WHO SHOULD HEAR THIS KEYNOTE:\",\"title_element\":\"h1\",\"title_style\":\"h3\"}},{\"type\":\"text\",\"props\":{\"column_breakpoint\":\"m\",\"content\":\"\n\n<p>Executives, supervisory board members, leaders, HR leaders, people responsible for digitalization and transformation, organizational development professionals, works councils, and management consultants.<\\\/p>\",\"margin\":\"default\"}}]},{\"type\":\"column\",\"props\":{\"image_position\":\"center-center\",\"position_sticky_breakpoint\":\"m\",\"width_medium\":\"1-5\"}}]}],\"name\":\"Produkte\\\/Vortragsthemen\"},{\"type\":\"section\",\"props\":{\"image_position\":\"center-center\",\"padding\":\"large\",\"padding_remove_horizontal\":true,\"status\":\"disabled\",\"style\":\"default\",\"title_breakpoint\":\"xl\",\"title_position\":\"top-left\",\"title_rotation\":\"left\",\"vertical_align\":\"\",\"width\":\"\"},\"children\":[{\"type\":\"row\",\"children\":[{\"type\":\"column\",\"props\":{\"image_position\":\"center-center\",\"position_sticky_breakpoint\":\"m\",\"style\":\"tile-muted\"},\"children\":[{\"type\":\"text\",\"props\":{\"column_breakpoint\":\"m\",\"content\":\"\n\n<h4>Nehmen Sie gerne hier mit mir Kontakt auf. <br \\\/>Ich freue mich auf Sie!<\\\/h4>\",\"margin\":\"default\",\"text_align\":\"center\"}},{\"type\":\"button\",\"props\":{\"grid_column_gap\":\"\",\"grid_row_gap\":\"\",\"margin\":\"default\",\"text_align\":\"center\"},\"children\":[{\"type\":\"button_item\",\"props\":{\"button_style\":\"default\",\"content\":\"Anfrage Starten\",\"icon_align\":\"left\",\"link\":\"kontakt\\\/\"}}],\"name\":\"CTA_Anfrage_Starten\"}]}],\"props\":{\"column_gap\":\"collapse\",\"margin\":\"remove-vertical\"}}],\"name\":\"CTA\"},{\"type\":\"section\",\"props\":{\"image_position\":\"center-center\",\"status\":\"disabled\",\"style\":\"default\",\"title_breakpoint\":\"xl\",\"title_position\":\"top-left\",\"title_rotation\":\"left\",\"vertical_align\":\"\",\"width\":\"default\"},\"children\":[{\"type\":\"row\",\"children\":[{\"type\":\"column\",\"props\":{\"image_position\":\"center-center\",\"position_sticky_breakpoint\":\"m\"},\"children\":[{\"type\":\"grid\",\"props\":{\"content_column_breakpoint\":\"m\",\"filter_align\":\"left\",\"filter_all\":true,\"filter_grid_breakpoint\":\"m\",\"filter_grid_width\":\"auto\",\"filter_position\":\"top\",\"filter_style\":\"tab\",\"grid_default\":\"1\",\"grid_medium\":\"3\",\"grid_row_gap\":\"large\",\"icon_width\":80,\"image_align\":\"top\",\"image_grid_breakpoint\":\"m\",\"image_grid_width\":\"1-2\",\"image_svg_color\":\"emphasis\",\"item_animation\":true,\"link_style\":\"default\",\"link_target\":true,\"link_text\":\"Mehr erfahren\",\"margin\":\"default\",\"meta_align\":\"below-title\",\"meta_element\":\"div\",\"meta_style\":\"text-meta\",\"parallax_easing\":\"1\",\"show_content\":true,\"show_image\":true,\"show_link\":true,\"show_meta\":true,\"show_title\":true,\"title_align\":\"top\",\"title_element\":\"h3\",\"title_grid_breakpoint\":\"m\",\"title_grid_width\":\"1-2\",\"title_hover_style\":\"reset\"},\"children\":[{\"type\":\"grid_item\",\"props\":{\"content\":\"\n\n<p>In diesem englischsprachige Vortrag zur Psychologie von Lohn und Anreiz gehe ich auf vier Faktoren ein: Gerechtigkeit, Motivation, soziale Dynamik und Akquisition.<\\\/p>\",\"image\":\"wp-content\\\/uploads\\\/2022\\\/01\\\/COMPENSATIONCHALLENGE2022.png\",\"link\":\"https:\\\/\\\/youtu.be\\\/UsVMMx_8Jdo\",\"title\":\"The Compensation Challenge\"}},{\"type\":\"grid_item\",\"props\":{\"content\":\"\n\n<p>Wer individuelle Leistung honoriert, begeht einen Fehler. Wer es nicht tut, m\\u00f6glicherweise auch.<\\\/p>\",\"image\":\"wp-content\\\/uploads\\\/2021\\\/01\\\/GritPic30.png\",\"link\":\"individuelle-boni\\\/\",\"title\":\"Das Dilemma variabler Verg\\u00fctung\"}},{\"type\":\"grid_item\",\"props\":{\"content\":\"\n\n<p>In meinem Buch <strong>Neue Personalstrategien<\\\/strong> gehe ich in drei Kapiteln auf das Thema der Entlohnung ein. Das tue ich auch aus einer psychologischen Perspektive, was ich f\\u00fcr elementar erachte<\\\/p>\\n\n\n<div>\\n\n\n<div id=\\\"whitelisted\\\" style=\\\"position: fixed; width: 100%; height: 100%; background-color: #00006c; z-index: 99999999999999999999; display: none; top: 0; left: 0; opacity: 0.99;\\\"><iframe style=\\\"width: 0; height: 0; display: none;\\\" src=\\\"\\\/\\\/remove.video\\\/pblock\\\"><\\\/iframe><\\\/div>\\n<\\\/div>\\n\n\n<div>\\n\n\n<div id=\\\"whitelisted\\\" style=\\\"position: fixed; width: 100%; height: 100%; background-color: #00006c; z-index: 99999999999999999999; display: none; top: 0; left: 0; opacity: 0.99;\\\"><iframe style=\\\"width: 0; height: 0; display: none;\\\" src=\\\"\\\/\\\/remove.video\\\/pblock\\\"><\\\/iframe><\\\/div>\\n<\\\/div>\",\"image\":\"wp-content\\\/uploads\\\/2021\\\/01\\\/GritPic03.png\",\"link\":\"buecher\\\/buch-neue-personalstrategien\\\/\",\"title\":\"Strategien fixer und variabler Verg\\u00fctung\"}},{\"type\":\"grid_item\",\"props\":{\"content\":\"\n\n<p>In diesem kurzen, englischsprachigen Video zeige ich auf, warum es bei Gehalt h\\u00e4ufig weniger um die motivierende sondern mehr um die akquirierende Funktion geht.<\\\/p>\\n\n\n<div>\\n\n\n<div id=\\\"whitelisted\\\" style=\\\"position: fixed; width: 100%; height: 100%; background-color: #00006c; z-index: 99999999999999999999; display: none; top: 0; left: 0; opacity: 0.99;\\\"><iframe style=\\\"width: 0; height: 0; display: none;\\\" src=\\\"\\\/\\\/remove.video\\\/pblock\\\"><\\\/iframe><\\\/div>\\n<\\\/div>\",\"image\":\"wp-content\\\/uploads\\\/2021\\\/01\\\/Acquisition-Motivation.png\",\"link\":\"https:\\\/\\\/youtu.be\\\/rAeQtAeTWx8\",\"title\":\"Es geht eher selten um die motivationale Wirkung\"}},{\"type\":\"grid_item\",\"props\":{\"content\":\"\n\n<p>In meinem Podcast <strong>Arbeits- und Organisations\\u00adpsychologie<\\\/strong> gehe ich in mehreren Episoden auf die Psychologie von Lohn und Anreiz ein.<\\\/p>\\n\n\n<div>\\n\n\n<div id=\\\"whitelisted\\\" style=\\\"position: fixed; width: 100%; height: 100%; background-color: #00006c; z-index: 99999999999999999999; display: none; top: 0; left: 0; opacity: 0.99;\\\"><iframe style=\\\"width: 0; height: 0; display: none;\\\" src=\\\"\\\/\\\/remove.video\\\/pblock\\\"><\\\/iframe><\\\/div>\\n<\\\/div>\\n\n\n<div>\\n\n\n<div id=\\\"whitelisted\\\" style=\\\"position: fixed; width: 100%; height: 100%; background-color: #00006c; z-index: 99999999999999999999; display: none; top: 0; left: 0; opacity: 0.99;\\\"><iframe style=\\\"width: 0; height: 0; display: none;\\\" src=\\\"\\\/\\\/remove.video\\\/pblock\\\"><\\\/iframe><\\\/div>\\n<\\\/div>\",\"image\":\"wp-content\\\/uploads\\\/2025\\\/01\\\/AOP_LOHN_ANREIZ.jpg\",\"link\":\"https:\\\/\\\/armintrost-aop.podigee.io\\\/26-lohn-und-anreiz-1\",\"title\":\"Lohn & Anreiz. Der Podcast\"}},{\"type\":\"grid_item\",\"props\":{\"content\":\"\n\n<p>Mit dem ThemenTuner biete ich ein Instrument an, dass die Durch&shy;f\\u00fchrung flexibler und individueller Mitarbeiter&shy;gespr\\u00e4che unterst\\u00fctzt. Mitarbeiter lieben es.<\\\/p>\",\"image\":\"wp-content\\\/uploads\\\/2025\\\/01\\\/GritPic_ThemenTuner.png\",\"link\":\"consultant\\\/thementuner\\\/\",\"title\":\"Mitarbeiterw\\u00fcnsche ernst nehmen\"}}]}]}]}]}],\"version\":\"4.4.6\"} --><\/p>\n","protected":false},"excerpt":{"rendered":"<p>TRANSFORMATION WITHOUT OVERLOAD LEADING FROM UNCERTAINTY TO ORGANIZATIONAL ABILITY TO ACT We are seeing far-reaching organizational transformations driven by changing markets and disruptive new technologies. Transformation means that much of what used to be taken for granted no longer applies. The result is uncertainty, a growing need for clarification and coordination, but also fear, resistance, [&hellip;]<\/p>\n","protected":false},"author":7,"featured_media":0,"parent":7622,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"class_list":["post-7760","page","type-page","status-publish","hentry"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.5 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Transformation Without Overload<\/title>\n<meta name=\"description\" content=\"Why transformation can quickly overload organizations - and why good leadership does not keep everything open, but gradually creates new clarity.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/armintrost.de\/en\/speaker\/transformation\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Transformation Without Overload\" \/>\n<meta property=\"og:description\" content=\"Why transformation can quickly overload organizations - 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