{"id":261602,"date":"2025-12-10T22:01:55","date_gmt":"2025-12-10T21:01:55","guid":{"rendered":"https:\/\/coachlab.hu\/?p=261602"},"modified":"2026-06-02T18:56:49","modified_gmt":"2026-06-02T16:56:49","slug":"when-your-organisational-development-project-is-successful","status":"publish","type":"post","link":"https:\/\/coachlab.hu\/en\/blog\/amikor-a-szervezetfejleszto-projektje-tul-sikeres\/","title":{"rendered":"When your organisational development project proves \u201etoo successful\u201d"},"content":{"rendered":"<h2 class=\"wp-block-heading\"><a href=\"https:\/\/coachlab.hu\/en\/blog\/when-your-organisational-development-project-is-successful\/\">Amikor a szervezetfejleszt\u0151 projektje \u201et\u00fal sikeresnek\" bizonyul<\/a><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">One of the lesser-known challenges of organisational development projects is when managers are dissatisfied with the results of successful change. Increased autonomy, critical thinking and self-reliance of employees, although a declared goal of improvement, often leads to tensions with managers. This paradox is particularly acute in the Hungarian corporate environment, where hierarchical management styles are still strongly present. The article explores how consultants can manage this situation, what expectations need to be managed at the beginning of a project and how to build a bridge between real change and the manager's desire for control.<\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<h2 class=\"wp-block-heading\">The case of Peter, or when his organisational development project, success becomes a problem<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">P\u00e9ter 15 \u00e9ve vezeti egy magyar k\u00f6z\u00e9pv\u00e1llalat \u00e9rt\u00e9kes\u00edt\u00e9si csapat\u00e1t. Amikor tavaly \u0151sszel felh\u00edvott minket, azonnal \u00e9rezt\u00fck a frusztr\u00e1ci\u00f3t a hangj\u00e1ban. \"Tudod, \u00fagy \u00e9rzem, hogy teljesen elvesz\u00edtettem az ir\u00e1ny\u00edt\u00e1st\" \u2013 kezdte. \"F\u00e9l \u00e9ve fejlesztett\u00fck a csapatot, az\u00f3ta mindenki azt csin\u00e1lja, amit akar. \u00c1lland\u00f3an megk\u00e9rd\u0151jelezik a d\u00f6nt\u00e9seimet, vitatkoznak velem, \u00e9s amikor \u00faj folyamatot vezetek be, mindig van valakinek jobb \u00f6tlete.\"<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">When we looked at the previous development project that Peter's team had done, the situation became immediately clear. <strong>The aim of the organisational development project was precisely<\/strong>, which Peter now sees as a problem: <strong>developing autonomous, thinking, proactive team members<\/strong>. The project was a success - so successful that Peter was not prepared for it.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">This is not an isolated case. A <a href=\"https:\/\/coachlab.hu\/en\/organisational-development-coachlab\/\" target=\"_blank\" rel=\"noreferrer noopener\">CoachLab's<\/a>, the <a href=\"https:\/\/odlab.hu\/\" target=\"_blank\" rel=\"noreferrer noopener\">ODLab<\/a>\u00e9s egy\u00e9b szervezetfejleszt\u00e9ssel fogalalkoz\u00f3 partnereink tapasztalatai alapj\u00e1n az elm\u00falt \u00e9vekben egyre gyakrabban tal\u00e1lkozunk ezzel a paradoxonnal: a szervezetfejleszt\u0151 projekt el\u00e9r egy l\u00e1tv\u00e1nyos eredm\u00e9nyt, - r\u00e1ad\u00e1sul azt amit c\u00e9lnak t\u0171zt\u00fcnk ki a projekt indul\u00e1skor - de a vezet\u0151 m\u00e9gis el\u00e9gedetlen vele. Mi\u00e9rt? Mert amit pap\u00edron k\u00e9rt, az a val\u00f3s\u00e1gban k\u00e9nyelmetlenn\u00e9 v\u00e1lt sz\u00e1m\u00e1ra.<\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<figure class=\"wp-block-embed is-type-wp-embed is-provider-coachlab-coaching-szolg-ltat-sok-vezet-fejleszt-s-executive-coaching-tan-csad-s-coachlab-hu wp-block-embed-coachlab-coaching-szolg-ltat-sok-vezet-fejleszt-s-executive-coaching-tan-csad-s-coachlab-hu\"><div class=\"wp-block-embed__wrapper\">\n<blockquote class=\"wp-embedded-content\" data-secret=\"Az1bYDlLLB\"><a href=\"https:\/\/coachlab.hu\/en\/organisational-development-coachlab\/\">Organisational Development (OD)<\/a><\/blockquote><iframe class=\"wp-embedded-content\" sandbox=\"allow-scripts\" security=\"restricted\" style=\"position: absolute; visibility: hidden;\" title=\"&quot;Organizational Development (OD)&quot; - CoachLab Coaching Services | Executive Development | Executive Coaching | Consulting | CoachLab.hu\" src=\"https:\/\/coachlab.hu\/szervezetfejlesztes-coachlab\/embed\/#?secret=C60nhFAsty#?secret=Az1bYDlLLB\" data-secret=\"Az1bYDlLLB\" width=\"600\" height=\"338\" frameborder=\"0\" marginwidth=\"0\" marginheight=\"0\" scrolling=\"no\"><\/iframe>\n<\/div><\/figure>\n\n\n\n<h2 class=\"wp-block-heading\">The hidden goal of the organisational development project: verbal obedience<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Many Hungarian leaders, when they want organisational development, ask for it and start it,<strong> does not really want change<\/strong>. Ink\u00e1bb azt szeretn\u00e9, ha a munkat\u00e1rsak \"jobban m\u0171k\u00f6dn\u00e9nek\" \u2013 de v\u00e1ltozatlan keretek k\u00f6z\u00f6tt. A vezet\u0151 tov\u00e1bbra is d\u00f6nt, de az emberek boldogabban \u00e9s hat\u00e9konyabban hajtj\u00e1k v\u00e9gre az utas\u00edt\u00e1sokat.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Ezt nevezhetj\u00fck a \"<strong>chatty obedience<\/strong>\" jelens\u00e9g\u00e9nek. A vezet\u0151 azt v\u00e1rja, hogy a csapata:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Carry out instructions faster and more accurately<\/li>\n\n\n\n<li>Show more enthusiasm and commitment<\/li>\n\n\n\n<li>Bring some small ideas for improvement (which he or she then approves or rejects)<\/li>\n\n\n\n<li><strong>But don't question the management decisions or the structure<\/strong><\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">Ez a fajta elv\u00e1r\u00e1s m\u00e9lyen gy\u00f6kerezik a magyar v\u00e1llalati kult\u00far\u00e1ban. T\u00f6bb \u00e1ltalam olvasott kutat\u00e1s szerint is a magyar szervezetek jelent\u0151s r\u00e9sze m\u00e9g mindig hierarchikus m\u0171k\u00f6d\u00e9st mutat, ahol a d\u00f6nt\u00e9sek fel\u00fclr\u0151l j\u00f6nnek, \u00e9s az alkalmazottak els\u0151sorban v\u00e9grehajt\u00f3 szerepet t\u00f6ltenek be. A paternalista vezet\u00e9si st\u00edlus \u2013 ahol a vezet\u0151 \"gondoskodik\" a munkat\u00e1rsakr\u00f3l, cser\u00e9be azok lojalit\u00e1st \u00e9s engedelmess\u00e9get mutatnak \u2013 szint\u00e9n gyakori. Ezt a mint\u00e1t m\u00e9g a nyugati c\u00e9gek helyi le\u00e1nyv\u00e1llalatai sem tudj\u00e1k mindig megv\u00e1ltoztatni; a hierarchia \u00e9s a tekint\u00e9lytisztelet sokszor er\u0151sebb, mint a pap\u00edron megjelen\u0151 lapos szervezeti strukt\u00fara.<\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<figure class=\"wp-block-image size-full is-resized\"><img decoding=\"async\" width=\"640\" height=\"427\" src=\"https:\/\/CoachLab.hu\/wp-content\/uploads\/9004087_640.webp\" alt=\"When your organisational development project proves &quot;too successful&quot;\" class=\"wp-image-261611\" style=\"width:640px;height:auto\" srcset=\"https:\/\/CoachLab.hu\/wp-content\/uploads\/9004087_640.webp 640w, https:\/\/CoachLab.hu\/wp-content\/uploads\/9004087_640-480x320.webp 480w\" sizes=\"(min-width: 0px) and (max-width: 480px) 480px, (min-width: 481px) 640px, 100vw\" \/><figcaption class=\"wp-element-caption\">When your organisational development project proves \"too successful\"<\/figcaption><\/figure>\n\n\n\n<h2 class=\"wp-block-heading\">But real organisational development is about something else<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">A <strong>real organisational development<\/strong> and the organisational development project is not simply an efficiency improvement (or rather, I would say <strong>not only<\/strong> a). Modern organisational development aims to:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Increase staff autonomy and decision-making<\/li>\n\n\n\n<li>Develop critical thinking and problem-solving skills<\/li>\n\n\n\n<li>Strengthen initiative and responsibility<\/li>\n\n\n\n<li>Reduce dependence on management instructions<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">These all sound good in a leadership workshop or a strategic planning session. But when these changes actually happen, many leaders realise: <strong>not what you expected<\/strong>.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">A tan\u00e1csad\u00f3 \u00e9s a vezet\u0151 k\u00f6z\u00f6tti f\u00e9lre\u00e9rt\u00e9s abb\u00f3l fakad, hogy k\u00e9t k\u00fcl\u00f6nb\u00f6z\u0151 dolgot \u00e9rtenek \"fejleszt\u00e9s\" alatt. A vezet\u0151 fejleszt\u00e9sen gyakran csak <strong>performance gains<\/strong> while the consultant <strong>skills and behaviour development<\/strong> is v\u00e9gez. \u00c9s amikor a munkat\u00e1rsak val\u00f3ban fejl\u0151dnek \u2013 \u00f6n\u00e1ll\u00f3bb\u00e1, kritikusabb\u00e1, kezdem\u00e9nyez\u0151bb\u00e9 v\u00e1lnak \u2013 a vezet\u0151 azt \u00e9li meg, hogy \"elvesz\u00edtette az ir\u00e1ny\u00edt\u00e1st\".<\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<h2 class=\"wp-block-heading\">What do we experience in the CoachLab and ODLab projects?<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Our experience shows that <strong>in the Hungarian corporate environment<\/strong> this paradox is particularly acute. There are several reasons for this:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>1. Hierarchical leadership legacy<\/strong><br>A magyar \u00fczleti kult\u00far\u00e1ban a hierarchia \u00e9s a tekint\u00e9lytisztelet m\u00e9lyen gy\u00f6kerezik. A vezet\u0151i szerep sokszor eleve azt jelenti, hogy \"\u00e9n tudom, mi a j\u00f3\", \u00e9s a beosztottak feladata a v\u00e9grehajt\u00e1s. Amikor egy fejleszt\u00e9si projekt ut\u00e1n a munkat\u00e1rsak elkezdenek k\u00e9rdezni, m\u00e1s megold\u00e1sokat javasolni, vagy megk\u00e9rd\u0151jelezni bizonyos d\u00f6nt\u00e9seket, a vezet\u0151 ezt nem fejl\u0151d\u00e9sk\u00e9nt, hanem <strong>as a loss of power<\/strong> experience.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>2. Control and security<\/strong><br>For many Hungarian leaders, control means security. When everything is in his hands, there are no surprises; he knows what will happen. Autonomous employees, on the other hand, are more unpredictable - they make their own decisions, which don't always match the manager's ideas. This can create anxiety.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>3. A \"j\u00f3 munkav\u00e1llal\u00f3\" k\u00e9pe<\/strong><br>A magyar munkahelyi kult\u00far\u00e1ban gyakran m\u00e9g mindig az a \"j\u00f3 munkav\u00e1llal\u00f3\", aki <strong>trustworthy, loyal and non-contentious<\/strong>. A nyugati v\u00e1llalati kult\u00far\u00e1ban, ahol az innov\u00e1ci\u00f3 \u00e9s a kritikus gondolkod\u00e1s \u00e9rt\u00e9kesebb\u00e9 v\u00e1lt, az auton\u00f3m, kezdem\u00e9nyez\u0151 munkav\u00e1llal\u00f3 a k\u00edv\u00e1natos. Sok magyar vezet\u0151 sz\u00e1m\u00e1ra - m\u00e9g azon magyar vezet\u0151k sz\u00e1m\u00e1ri is gyakran, akik multinacion\u00e1lis k\u00f6rnyezetben, nyugatias gondolkod\u00e1sm\u00f3don \"nevelkedtek\") azonban ez fenyeget\u00e9st jelent, nem el\u0151nyt.<\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<h2 class=\"wp-block-heading\">The dilemma of the consultant and the organisational development project: when the client is not satisfied with his own success<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">And this is where the real challenge of the consultancy, the organisational development company, begins. Imagine: you've completed a thorough, well-executed, professional organisational development project. The team has become enthusiastic, proactive and collaborative. The results are measurable: faster decision-making, higher engagement, better ideas, more communication. But the client - the leader - is dissatisfied. \ud83d\ude41<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">What can you do?<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">1. <strong>Clarify expectations at the beginning of the project (prevention)<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">One of the most effective ways to <strong>from the start of the project<\/strong> tiszt\u00e1zzuk a vezet\u0151 val\u00f3di elv\u00e1r\u00e1sait. Nem el\u00e9g, ha azt mondjuk: \"Mit szeretn\u00e9l el\u00e9rni?\" Sokkal m\u00e9lyebbre kell \u00e1snunk:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>\"Mit jelent sz\u00e1modra, ha a csapatod auton\u00f3mabb lesz?\"<\/li>\n\n\n\n<li>\"Milyen d\u00f6nt\u00e9seket szeretn\u00e9l, ha a csapattagok \u00f6n\u00e1ll\u00f3an meghozn\u00e1nak?\"<\/li>\n\n\n\n<li>\"Milyen d\u00f6nt\u00e9seket szeretn\u00e9l tov\u00e1bbra is magadn\u00e1l tartani?\"<\/li>\n\n\n\n<li>\"Hogyan k\u00e9pzeled el a saj\u00e1t szerepedet a projekt ut\u00e1n? Mit fogsz m\u00e1sk\u00e9pp csin\u00e1lni?\"<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">By asking these questions, the leader can realise that in fact <strong>does not want real autonomy in all areas<\/strong> see. And that's fine - but<strong> better to know this at the beginning of the project, not at the end<\/strong>.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">2. <strong>Gradualism and executive coaching in parallel<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Once you're in the project and you see the leader struggling to deliver results, it's not enough to just improve the team. <strong>The leader must also be supported<\/strong>, to find a new role.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Ezt h\u00edvhatjuk \"<strong>management transition<\/strong>\": <a href=\"https:\/\/coachlab.hu\/en\/executive-coaching\/\" target=\"_blank\" rel=\"noreferrer noopener\">whereas in the past the manager was the decision-maker and the giver of instructions, now he or she has to play more of a supportive, facilitating role. But this often requires executive coaching<\/a>. In CoachLab's experience, for managers <strong>this transition is not easy, and without external support they often relapse<\/strong> a r\u00e9gi mint\u00e1ikba. N\u00e1lunk ak\u00e1r az ODLab ak\u00e1r a CoachLab projektjeir\u0151l besz\u00e9l\u00fcnk, a szervezetfejleszt\u00e9si vagy kult\u00farafejleszt\u00e9si projekteknek mindig r\u00e9sze egy vagy t\u00f6bb coaching folyamat. Ter\u00fcletenk\u00e9nt vagy poz\u00edci\u00f3nk\u00e9nt, szem\u00e9lyesen vagy teamcoachingban egyar\u00e1nt, de ez igaz\u00e1n l\u00e9nyeges r\u00e9sze a \"j\u00f3\" szok\u00e1sok kialakit\u00e1s\u00e1nak \u00e9s annak, hogy ne essenek vissza a vezet\u0151k vagy a szervezet a kor\u00e1bbi m\u0171k\u00f6d\u00e9si modellbe, amin m\u00e1r a sok gond miatt mindenk\u00e9ppen v\u00e1ltoztatni akartak...<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">3. <strong>Developing a common language<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">A szervezetfejleszt\u0151knek \u00e9s az \u00fcgyf\u00e9lnek azonos nyelven kell (c\u00e9lszer\u0171) besz\u00e9lnie. Ha a vezet\u0151 \"fegyelmezetlens\u00e9gnek\" l\u00e1tja azt, amit a szervezetfejleszt\u0151, azaz a tan\u00e1csad\u00f3 \"kezdem\u00e9nyez\u0151k\u00e9szs\u00e9gnek\" h\u00edv, f\u00e9lre\u00e9rt\u00e9s van. \u00c9rdemes m\u00e1r a szervezetfejleszt\u0151 projekt k\u00f6zben is rendszeres megbesz\u00e9l\u00e9seket tartani, ahol konkr\u00e9t p\u00e9ld\u00e1kon kereszt\u00fcl besz\u00e9lj\u00fck \u00e1t, hogy amit l\u00e1tunk, az mi\u00e9rt pozit\u00edv \u2013 \u00e9s mi\u00e9rt pont ez volt a c\u00e9l.<\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<figure class=\"wp-block-image aligncenter size-full\"><img decoding=\"async\" width=\"1280\" height=\"853\" src=\"https:\/\/CoachLab.hu\/wp-content\/uploads\/Amikor-a-szervezetfejleszto-projektje-tul-sikeresnek-bizonyul-4054380_1280.webp\" alt=\"When your organisational development project proves too successful\" class=\"wp-image-261609\" srcset=\"https:\/\/CoachLab.hu\/wp-content\/uploads\/Amikor-a-szervezetfejleszto-projektje-tul-sikeresnek-bizonyul-4054380_1280.webp 1280w, https:\/\/CoachLab.hu\/wp-content\/uploads\/Amikor-a-szervezetfejleszto-projektje-tul-sikeresnek-bizonyul-4054380_1280-980x653.webp 980w, https:\/\/CoachLab.hu\/wp-content\/uploads\/Amikor-a-szervezetfejleszto-projektje-tul-sikeresnek-bizonyul-4054380_1280-480x320.webp 480w\" sizes=\"(min-width: 0px) and (max-width: 480px) 480px, (min-width: 481px) and (max-width: 980px) 980px, (min-width: 981px) 1280px, 100vw\" \/><figcaption class=\"wp-element-caption\">When your organisational development project proves \"too successful\"<\/figcaption><\/figure>\n\n\n\n<h2 class=\"wp-block-heading\">The myth of the overly autonomous worker<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Van azonban egy m\u00e1sik n\u00e9z\u0151pont is, amit \u00e9rdemes megvizsg\u00e1lni. Vajon t\u00e9nyleg l\u00e9tezik olyan, hogy \"t\u00fal auton\u00f3m\" munkav\u00e1llal\u00f3? Kutat\u00e1sok szerint <strong>yes, but rarely<\/strong>.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">According to Wharton research, autonomy increases engagement, motivation and reduces burnout. But - and here's the twist - the impact of autonomy depends on <strong>how well the values of the employee and the organisation are aligned<\/strong>. If someone is autonomous but does not share the aims of the organisation, it can become a real problem.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">A val\u00f3di k\u00e9rd\u00e9s teh\u00e1t nem az, hogy \"t\u00fal auton\u00f3m-e\" valaki, hanem hogy:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Are the common objectives clear?<\/strong><\/li>\n\n\n\n<li><strong>Is there adequate feedback and cooperation?<\/strong><\/li>\n\n\n\n<li><strong>Do staff understand the organisational strategy and make decisions in line with it?<\/strong><\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">If the answer to these questions is yes, then autonomy is not a problem, but <strong>Tool<\/strong>.<\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<h2 class=\"wp-block-heading\">Levels of development maturity and managerial responses<\/h2>\n\n\n\n<figure class=\"wp-block-table is-style-stripes\"><table class=\"has-black-color has-vivid-cyan-blue-background-color has-text-color has-background has-link-color has-fixed-layout\"><thead><tr><th><strong>Level of development<\/strong><\/th><th><strong>Team behaviour<\/strong><\/th><th><strong>Manager's expectation<\/strong><\/th><th><strong>A real leadership response<\/strong><\/th><th><strong>What can the adviser do?<\/strong><\/th><\/tr><\/thead><tbody><tr><td><strong>Beginner (Pre-development)<\/strong><\/td><td>Passive, executive, awaiting instructions<\/td><td>\"Szeretn\u00e9m, ha kezdem\u00e9nyez\u0151bbek lenn\u00e9nek\"<\/td><td>Satisfied, that's what you know<\/td><td>Clarify expectations at the beginning of the project<\/td><\/tr><tr><td><strong>Developing (Early stage)<\/strong><\/td><td>Initial questions, suggestions, some autonomy<\/td><td>\"J\u00f3, hogy elkezdenek gondolkodni\"<\/td><td>A little uncertain, but still supportive<\/td><td>Parallel introduction of executive coaching<\/td><\/tr><tr><td><strong>Autonomous (Mature phase)<\/strong><\/td><td>Individual decisions, initiative, questions about the strategy<\/td><td>\"V\u00e1rjunk, ez m\u00e1r t\u00fal sok\"<\/td><td>Feeling of loss of control, frustration<\/td><td>Establishing a common language, re-aligning goals<\/td><\/tr><tr><td><strong>Self-drive (Advanced)<\/strong><\/td><td>Taking full responsibility, setting your own goals<\/td><td>\"Ez m\u00e1r k\u00e1osz, mindenki m\u00e1st akar\"<\/td><td>Resistance, return to old patterns<\/td><td>Rethinking organisational structure, new role for the leader<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<h2 class=\"wp-block-heading\">Hungarian company specificities: what needs to be done differently?<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">In the Hungarian business environment, the organisational development project has to take into account some specific factors:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>1. The paradox of direct communication<\/strong><br>Hungarians are generally direct communicators - they say when they disagree with something. At first glance, this would seem to be an advantage in an autonomous culture, but in a hierarchical structure it means that direct communication is only <strong>at the same level<\/strong> works well. Upwards - towards managers - communication is often more reserved. This is something to work on in development: how to <strong>address the leader in a way that is not perceived as a threat<\/strong>.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>2. Paternalistic management style perpetuated<\/strong><br>Sok magyar vezet\u0151 szem\u00e9lyes kapcsolatot alak\u00edt ki a beosztottaival, ami alapvet\u0151en pozit\u00edv. De a paternalista st\u00edlus \"\u00e1rnyoldala\", hogy a vezet\u0151 d\u00f6nt\u00e9seit nem szakmai, hanem szem\u00e9lyes alapon hozz\u00e1k, \u00e9s elv\u00e1rj\u00e1k a lojalit\u00e1st cser\u00e9be. A fejleszt\u00e9s sor\u00e1n ezt a mint\u00e1t finoman \u00e1t kell alak\u00edtani: a szem\u00e9lyes t\u00f6r\u0151d\u00e9s maradhat, de a szakmai f\u00fcgg\u0151s\u00e9get cs\u00f6kkenteni kell.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>3. Slower decision-making and attention to detail<\/strong><br>In Hungarian business culture, decisions are made slowly; you want to examine every detail before you act. This is not a problem in itself, but if employees are to become autonomous, the manager must learn to <strong>to let go faster<\/strong> certain decisions and trust that the team will handle the details.<\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<h2 class=\"wp-block-heading\">A \u201et\u00fal sikeres\" szervezetfejleszt\u0151 projekt megold\u00e1sa: \u00faj keretrendszer<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Ha m\u00e1r benne vagyunk a projektben, \u00e9s a vezet\u0151 el\u00e9gedetlen, mert \"t\u00fal sikeresek\" lett\u00fcnk, n\u00e9h\u00e1ny konkr\u00e9t l\u00e9p\u00e9st tehet\u00fcnk:<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">1. <strong>Redefining success<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">El\u0151sz\u00f6r is: a vezet\u0151 sz\u00e1m\u00e1ra illetve a vezet\u0151vel \u00fajra kell defini\u00e1lni, mi a siker. Nem az a siker, hogy a csapat \"engedelmesebb\" lesz. A siker az, hogy <strong>the leader finds a new role<\/strong>. No longer the instruction tax, but the <strong>the strategist, the mentor, the framework setter<\/strong>a.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">2. <strong>Decision matrix design<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">It often helps if we work together to develop a <strong>decision matrix<\/strong>: which decisions can be taken by staff independently, which after consultation, and which can only be taken by the manager. This clarifies roles and reduces uncertainty.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">For example:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Autonomous decisions:<\/strong> Performing operational tasks, daily communication with clients, minor process improvements<\/li>\n\n\n\n<li><strong>Consultation decisions:<\/strong> Launch of major organisational development projects, budget changes, introduction of new processes<\/li>\n\n\n\n<li><strong>Management decisions:<\/strong> Change of strategy, launch of new products, organisational restructuring<\/li>\n<\/ul>\n\n\n\n<h3 class=\"wp-block-heading\">3. <strong>Continuous feedback and learning<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Fontos, hogy a vezet\u0151t \u00e9s a csapatot rendszeresen \u00f6sszehozzuk, \u00e9s k\u00f6z\u00f6sen \u00e9rt\u00e9kelj\u00fck, mi m\u0171k\u00f6dik, mi nem. Ez nem \"megbesz\u00e9l\u00e9s\", hanem <strong>learning process<\/strong>. The leader sees that autonomy is not chaos, but efficiency; the team understands that the management framework is not a constraint, but a support.<\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<h2 class=\"wp-block-heading\">What they expected vs. What they got - from the perspective of the leader and the team<\/h2>\n\n\n\n<figure class=\"wp-block-table is-style-stripes\"><table class=\"has-black-color has-luminous-vivid-amber-background-color has-text-color has-background has-link-color has-fixed-layout\"><thead><tr><th><strong>Cast<\/strong><\/th><th><strong>What was expected from the organisational development project?<\/strong><\/th><th><strong>What did they actually get?<\/strong><\/th><th><strong>How do they live it?<\/strong><\/th><\/tr><\/thead><tbody><tr><td><strong>Manager<\/strong><\/td><td>More enthusiastic, faster implementation; fewer problems<\/td><td>Questioning, proactive team; more discussion, different solutions<\/td><td>Loss of control, frustration<\/td><\/tr><tr><td><strong>Staff<\/strong><\/td><td>More freedom; listen to them<\/td><td>Real responsibility; independent decisions<\/td><td>Motivation, but sometimes insecurity<\/td><\/tr><tr><td><strong>Consultant<\/strong><\/td><td>Autonomous, efficient team; satisfied leader<\/td><td>A functioning team, but a disgruntled leader<\/td><td>Feeling of failure, even though the project is successful<\/td><\/tr><tr><td><strong>Organisation<\/strong><\/td><td>Better performance, more modern culture<\/td><td>Temporary disruption, then higher performance<\/td><td>Initial difficulties, long-term gains<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<div style=\"height:100px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<h2 class=\"wp-block-heading\">Development phases and related challenges<\/h2>\n\n\n\n<figure class=\"wp-block-table is-style-stripes\"><table class=\"has-black-color has-light-green-cyan-background-color has-text-color has-background has-link-color has-fixed-layout\"><thead><tr><th><strong>Development phase<\/strong><\/th><th><strong>Duration<\/strong><\/th><th><strong>Team status<\/strong><\/th><th><strong>Leadership challenge<\/strong><\/th><th><strong>Organisational development task<\/strong><\/th><th><strong>Expected conflict<\/strong><\/th><\/tr><\/thead><tbody><tr><td><strong>1. Preparation<\/strong><\/td><td>1-2 months<\/td><td>Passive, waiting<\/td><td>Doubt, expectation<\/td><td>Clarify expectations, start leadership coaching<\/td><td>None (yet)<\/td><\/tr><tr><td><strong>2. Wake up<\/strong><\/td><td>2-3 months<\/td><td>Initial questions, proposals<\/td><td>A little nervous, but still supportive<\/td><td>Facilitation, strengthening common goals<\/td><td>Small-scale<\/td><\/tr><tr><td><strong>3. Self-employment<\/strong><\/td><td>3-6 months<\/td><td>Growing autonomy, contentious situations<\/td><td>Feeling of loss of control<\/td><td>Introduction of a decision matrix, executive coaching<\/td><td><strong>Moderately high<\/strong><\/td><\/tr><tr><td><strong>4. Maturity<\/strong><\/td><td>6-12 months<\/td><td>Independent, responsible team<\/td><td>Looking for a new role<\/td><td>Promoting a new leadership identity<\/td><td>Decreasing<\/td><\/tr><tr><td><strong>5. Stabilisation<\/strong><\/td><td>12+ months<\/td><td>Autonomous, but in line with the objective<\/td><td>Satisfaction, new leadership style<\/td><td>Only occasional support<\/td><td>None<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<h2 class=\"wp-block-heading\">When should you engage coaching?<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">In CoachLab's experience, such situations often require <strong>executive coaching<\/strong>. While organisational development focuses on the team, <a href=\"https:\/\/coachlab.hu\/en\/executive-coaching\/\" target=\"_blank\" rel=\"noreferrer noopener\">on coaching the driver<\/a> - to process change, find a new role and learn to let go of old control mechanisms.<\/p>\n\n\n\n<figure class=\"wp-block-image size-full is-resized\"><a href=\"https:\/\/coachlab.hu\/en\/\" target=\"_blank\" rel=\" noreferrer noopener\"><img decoding=\"async\" width=\"512\" height=\"512\" src=\"https:\/\/CoachLab.hu\/wp-content\/uploads\/cropped-CoachLab-logo-144x144_favicon-invert.png\" alt=\"When your organisational development project proves &quot;too successful&quot;\" class=\"wp-image-251026\" style=\"width:300px\" srcset=\"https:\/\/CoachLab.hu\/wp-content\/uploads\/cropped-CoachLab-logo-144x144_favicon-invert.png 512w, https:\/\/CoachLab.hu\/wp-content\/uploads\/cropped-CoachLab-logo-144x144_favicon-invert-480x480.png 480w\" sizes=\"(min-width: 0px) and (max-width: 480px) 480px, (min-width: 481px) 512px, 100vw\" \/><\/a><figcaption class=\"wp-element-caption\">When your organisational development project proves \"too successful\"<\/figcaption><\/figure>\n\n\n\n<div style=\"height:100px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>It is a good idea to start a short coaching process with the manager at the beginning of the organisational development project to prepare him or her for the changes. <\/strong>Ez nem azt jelenti, hogy a vezet\u0151 \"rossz\" vagy \"probl\u00e9m\u00e1s\" \u2013 egyszer\u0171en arr\u00f3l van sz\u00f3, hogy <strong>leadership is also developing, and this needs support<\/strong>.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>The role of coaching in this context:<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>The leader realises his own expectations and fears<\/li>\n\n\n\n<li>\u00daj vezet\u0151i identit\u00e1st alak\u00edt ki (m\u00e1r nem a \"f\u0151n\u00f6k\", hanem a \"facilit\u00e1tor\")<\/li>\n\n\n\n<li>Learn to deal with the discomfort of autonomy<\/li>\n\n\n\n<li>Practise the new communication style (fewer instructions, more questions)<\/li>\n<\/ul>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<h2 class=\"wp-block-heading\">Mit tanultunk mindebb\u0151l? Tan\u00e1csok szervezetfejleszt\u0151knek - n\u00e9ha magunknak is a szervezetfejleszt\u0151 projektek k\u00f6zep\u00e9n...<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">If you work as a consultant or organisational developer, here are some important lessons to learn:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>1. Clarify your expectations - specifically<\/strong><br>Ne el\u00e9gedj meg \u00e1ltal\u00e1nos v\u00e1laszokkal (\"Szeretn\u00e9m, ha a csapat \u00f6n\u00e1ll\u00f3bb lenne\"). Konkr\u00e9t p\u00e9ld\u00e1kon dolgozz: \"Szeretn\u00e9d, ha a csapattagok \u00f6n\u00e1ll\u00f3an d\u00f6nten\u00e9nek a v\u00e1s\u00e1rl\u00f3i panaszok kezel\u00e9s\u00e9ben?\" Ha a vezet\u0151 habozik, tudod, hogy ott van egy v\u00e9dett ter\u00fclet.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>2. Developing the leader is as important as developing the team<\/strong><br>If you only develop the team and not the leader, you are doomed to failure. The leader will not know what to do with his new autonomous team. So always suggest parallel leadership support, whether it is <a href=\"https:\/\/coachlab.hu\/en\/\" target=\"_blank\" rel=\"noreferrer noopener\">coaching<\/a>, <a href=\"https:\/\/mentorlab.hu\/\" target=\"_blank\" rel=\"noreferrer noopener\">mentoring<\/a> or a leadership workshop.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>3. Gradualism is key<\/strong><br>Don't expect a hierarchical organisation to become a flat structure overnight. Change should happen step by step, with small victories where the leader can experience that autonomy is not a threat but a help.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>4. Communication, communication, communication<\/strong><br>Regular, frank discussions with the leader are essential. Don't let frustration build up; if you see the signs, speak up immediately and work on it together.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>5. Be empathetic - it's hard for the leader too<\/strong><br>K\u00f6nny\u0171 kritiz\u00e1lni a vezet\u0151t, aki \"nem tud elengedni\". De gondolj bele: \u00e9vekig, tal\u00e1n \u00e9vtizedekig egy bizonyos m\u00f3don dolgozott. Most azt k\u00e9red t\u0151le, hogy adja fel a megszokott kereteit. Ez ijeszt\u0151. <strong>Be patient and supportive<\/strong> - you are not an enemy or a critic, but a partner in this process.<\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<figure class=\"wp-block-image size-full\"><img decoding=\"async\" width=\"640\" height=\"425\" src=\"https:\/\/CoachLab.hu\/wp-content\/uploads\/Amikor-a-szervezetfejleszto-projektje-tul-sikeresnek-bizonyul-arrow-394145_640.webp\" alt=\"When your organisational development project proves &quot;too successful&quot;\" class=\"wp-image-261610\" srcset=\"https:\/\/CoachLab.hu\/wp-content\/uploads\/Amikor-a-szervezetfejleszto-projektje-tul-sikeresnek-bizonyul-arrow-394145_640.webp 640w, https:\/\/CoachLab.hu\/wp-content\/uploads\/Amikor-a-szervezetfejleszto-projektje-tul-sikeresnek-bizonyul-arrow-394145_640-480x319.webp 480w\" sizes=\"(min-width: 0px) and (max-width: 480px) 480px, (min-width: 481px) 640px, 100vw\" \/><figcaption class=\"wp-element-caption\">When your organisational development project proves \"too successful\"<\/figcaption><\/figure>\n\n\n\n<h2 class=\"wp-block-heading\">In other words: success is not always what you expect<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>One of the biggest lessons from organisational development projects<\/strong>, that <strong><em>real change is uncomfortable<\/em><\/strong>. Amikor egy csapat auton\u00f3mm\u00e1, kezdem\u00e9nyez\u0151v\u00e9, gondolkod\u00f3v\u00e1 v\u00e1lik, az nem jelenti azt, hogy \"k\u00f6nnyebb\" lesz a vezet\u0151 dolga \u2013 ellenkez\u0151leg, \u00faj kih\u00edv\u00e1sokat hoz.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The role of the consultant is not only to develop the team, but also to prepare the leader for this new reality. And once you're in the organisation development project and the leader is unhappy, you shouldn't give up - this tension can be managed productively if done well.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">This challenge is particularly acute in the Hungarian corporate environment, where the hierarchical culture and paternalistic leadership are still strong. But that's why the work makes sense: helping a leader through this transition and teaching them how to lead in a way that lets go without losing everything - the real breakthrough.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">A CoachLab tapasztalatai alapj\u00e1n a legjobb szervezetfejleszt\u00e9si projektek azok, ahol m\u00e1r az elej\u00e9n tiszt\u00e1zzuk, hogy a v\u00e1ltoz\u00e1s mindenkire vonatkozik, bele\u00e9rtve a vezet\u0151t is. \u00c9s ahol a tan\u00e1csad\u00f3 nem csak \"lesz\u00e1ll\u00edtja\" a fejleszt\u00e9st, hanem v\u00e9gigk\u00eds\u00e9ri a vezet\u0151t \u00e9s a csapatot az \u00faj egyens\u00faly megtal\u00e1l\u00e1s\u00e1ban.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Ultimately: <strong>the overly successful organisational development project does not exist<\/strong>. There are only projects where the success is not what we expected - and that's where the real work begins.<\/p>\n\n\n\n<figure class=\"wp-block-image size-full is-resized\"><img decoding=\"async\" width=\"640\" height=\"427\" src=\"https:\/\/CoachLab.hu\/wp-content\/uploads\/10-lepes-a-hatekony-eletut-fejleszteshez-life-coach-segitseggel-live-1003646_640-1.webp\" alt=\"When your organisational development project proves &quot;too successful&quot;\" class=\"wp-image-261576\" style=\"width:640px;height:auto\" srcset=\"https:\/\/CoachLab.hu\/wp-content\/uploads\/10-lepes-a-hatekony-eletut-fejleszteshez-life-coach-segitseggel-live-1003646_640-1.webp 640w, https:\/\/CoachLab.hu\/wp-content\/uploads\/10-lepes-a-hatekony-eletut-fejleszteshez-life-coach-segitseggel-live-1003646_640-1-480x320.webp 480w\" sizes=\"(min-width: 0px) and (max-width: 480px) 480px, (min-width: 481px) 640px, 100vw\" \/><figcaption class=\"wp-element-caption\">When your organisational development project proves \"too successful\"<\/figcaption><\/figure>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<h2 class=\"wp-block-heading\">Frequently Asked Questions (FAQ)<\/h2>\n\n\n<div id=\"rank-math-faq\" class=\"rank-math-block\">\n<div class=\"rank-math-list\">\n<div id=\"faq-question-1765398763829\" class=\"rank-math-list-item\">\n<h3 class=\"rank-math-question\"><strong>1. What does it mean that an organisational development project is \"too successful\"?<\/strong><\/h3>\n<div class=\"rank-math-answer\">\n\n<p>We say that an organisational development project is \"too successful\" when the staff develops (becomes autonomous, takes the initiative) to such an extent that the manager no longer feels comfortable in the new situation. Although the goals of the development have been achieved, the leader did not anticipate how much this would change his role and his relationship with the team. The manager is finding it difficult to work with new, more autonomous colleagues, as he\/she is used to the previous hierarchical and controlled way of working.<\/p>\n\n<\/div>\n<\/div>\n<div id=\"faq-question-1765398780604\" class=\"rank-math-list-item\">\n<h3 class=\"rank-math-question\"><strong>2. Why is this problem particularly prevalent in Hungarian companies?<\/strong><\/h3>\n<div class=\"rank-math-answer\">\n\n<p>Hierarchical management and paternalistic attitudes are still strongly present in Hungarian corporate culture. Managers often build personal relationships with their subordinates and expect loyalty in return for taking care of them. When employees become more autonomous, this upsets this balance. It is harder for Hungarian managers to let go of control because the culture has long been based on the \"manager knows all\" model. In addition, direct communication creates a paradoxical situation: although Hungarians tend to speak openly, up the hierarchy this works less well.<\/p>\n\n<\/div>\n<\/div>\n<div id=\"faq-question-1765398803532\" class=\"rank-math-list-item\">\n<h3 class=\"rank-math-question\"><strong>3. How can this situation be avoided when starting an organisational development project?<\/strong><\/h3>\n<div class=\"rank-math-answer\">\n\n<p>The most effective method is to clarify expectations thoroughly at the very beginning of the project. Don't settle for general answers; ask for specific situations: \"What decisions would you like your team to make autonomously?\" or \"What does it mean to you that the team will be more autonomous?\". At the beginning of an organisational development project, it is worth creating a decision matrix that defines which decisions can be taken autonomously by the staff and which are kept by the manager. It is also important to provide parallel executive coaching or support to prepare the manager for his or her changing role.<\/p>\n\n<\/div>\n<\/div>\n<div id=\"faq-question-1765398823483\" class=\"rank-math-list-item\">\n<h3 class=\"rank-math-question\"><strong>4. What role does coaching play in organisational development projects?<\/strong><\/h3>\n<div class=\"rank-math-answer\">\n\n<p>Coaching is particularly important for managers who find change difficult to manage. While organisational development focuses on the team, coaching supports the leader to process the new situation, learn to let go of old control mechanisms and develop a new leadership identity. Coaching can help the leader to realize his\/her own fears and expectations and to practice a new communication style (less instructions, more questions). CoachLab and ODLab experience shows that it is worthwhile to start a short coaching process with the leader at the beginning of the development process.<\/p>\n\n<\/div>\n<\/div>\n<div id=\"faq-question-1765398832430\" class=\"rank-math-list-item\">\n<h3 class=\"rank-math-question\"><strong>5. What should the service developer or consultant do if the manager is dissatisfied with the results after the project?<\/strong><\/h3>\n<div class=\"rank-math-answer\">\n\n<p>If the manager is dissatisfied with the result - that is, he or she feels that the employees have become \"too autonomous\" - the task of the organisational developer is to redefine the situation. The first step is to help the leader understand that the result is exactly what he or she originally asked for. Then, together, a new framework, such as a decision matrix, should be developed to clarify where full autonomy exists and where it remains in the hands of the manager. Continuous feedback and learning is important: through regular meetings with the manager and the team to assess what works and what does not. If necessary, suggest leadership coaching to help the leader find a new role for him\/herself (no longer the instructor, but the facilitator, the strategist).<\/p>\n\n<\/div>\n<\/div>\n<\/div>\n<\/div><span class=\"et_bloom_bottom_trigger\"><\/span>","protected":false},"excerpt":{"rendered":"","protected":false},"author":1,"featured_media":261609,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[331],"tags":[71,92,66,89,67],"class_list":["post-261602","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-szervezetfejlesztes","tag-coaching","tag-coaching-szemleletu-vezetes","tag-executive-coaching","tag-vezetofejlesztes","tag-vezetoi-coaching"],"_links":{"self":[{"href":"https:\/\/coachlab.hu\/en\/wp-json\/wp\/v2\/posts\/261602","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/coachlab.hu\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/coachlab.hu\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/coachlab.hu\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/coachlab.hu\/en\/wp-json\/wp\/v2\/comments?post=261602"}],"version-history":[{"count":8,"href":"https:\/\/coachlab.hu\/en\/wp-json\/wp\/v2\/posts\/261602\/revisions"}],"predecessor-version":[{"id":15769225,"href":"https:\/\/coachlab.hu\/en\/wp-json\/wp\/v2\/posts\/261602\/revisions\/15769225"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/coachlab.hu\/en\/wp-json\/wp\/v2\/media\/261609"}],"wp:attachment":[{"href":"https:\/\/coachlab.hu\/en\/wp-json\/wp\/v2\/media?parent=261602"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/coachlab.hu\/en\/wp-json\/wp\/v2\/categories?post=261602"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/coachlab.hu\/en\/wp-json\/wp\/v2\/tags?post=261602"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}