Understanding Situationality using the Kepner-Tregoe Method in the Company Democracy Model to increase Employee Engagement and Knowledge Contribution

Driving sustainable and successful change towards achieving democratic organizational culture a company has to evolve through the 6 levels of Company Democracy Model which needs be supported by two foundational prerequisite enablers. The first one is critical thinking skills build an alignment on meta-level / logic-level level for effective efficient communication actions. Effective actions require clear requires processes. second Change Management tools drive change. However integration activation these enablers seem challenge in democracy model who seeks become agents. This paper integrates concepts making with introduction problem solving Kepner-Tregoe (KT) Method Model. Critical Thinking approached as applied processes gather, organize, analyse, confirm, communicate information order solve concerns issues effective, unbiased self-reflected mode that understand then act. Therefore, it necessary exchange can more targeted effortless if achieved equips each member organization same logic/thinking, reveal their intellectual capital focusing how think, not what think. Effectively understanding concern situation creates need concept situationality, introduced (CDM) further this KT methods identify core nature specific situational enables or disables people’s thinking. defines analyses categorized five areas such situation, deviation cause, alternatives selection, risk reduction enhancement.The identification situationality helps finding approach leads idea transformed into innovative process, product services. considered fundamental within cultures. Furthermore management lies capability assess people interact, mechanics system forms individual groups behaviour, develop activities manage human behaviour. behaviour based effectiveness capabilities systematic performance model. elements environment influence any person. These operate system, influencing happens. presents deal infrastructures (processes, workflows, expectation priority setting) willingness performer, demonstrated desired response/ consequences follow feedback given performer. uses Aristotelian golden mean effectively balance employee performance, identity imbalances feed development corrective impact behavioural