Next we come to prototyping. In this phase, it’s about getting into trial action with the new thing, with your initiative.

The maxim is to act with head, heart and hand in order to uncover mistakes early on and learn from them. This makes it possible to avoid mistakes later in the process that would then slow down the process or cause it to fail.

A protected atmosphere is created for this action, which allows people to engage step by step in trying out, failing, learning and optimising. Quick feedback cycles are important here. The participants should again be somewhat “de-emotionalised” here in order to be truly open to learning.

In prototyping, something independent emerges from the joint “baby”, which should attain the maturity to withstand even greater headwinds and establish itself in the system. Important for this stage of the process is the constant focus on the original intention, so that the “prototype” also remains the answer to the initial question.

Again and again we make the experience that this phase of prototyping is skipped. The ideas are tried out directly in everyday life with the claim of being immediately effective. But this is usually too much of a challenge and leads to the end of many good ideas before they can really develop. Here it is the facilitator’s special task to make sure that this phase is really lived through. Only then do the ideas have the change to pass a real stress test and can reach “market maturity”. The facilitator is there to create practice spaces for this, to take away the fear of failure and to develop it further to the right maturity.


Beutelschmidt, Karin; Franke, Renate; Püttmann, Markus; Zuber, Barbara. 2013. Faciliting Change. Beltz Verlag. S. 45-46