MEDIATION
When it is about ending push and pulls.
“DO NOT COMMAND WHERE THE POWER BREAKS.”
Sophocles (496-405 BC), Greek tragedy writer
A team member is excluding himself; Executive against working council, HR against workers council; Production against distribution, purchase against distribution; decentralized units against central headquarter. A critical look into the everyday life of many companies shows that conflicts in cooperation regularly negatively impact value creation. I bring movement into deadlocked patterns of cooperation! I help to loosen the knot! The way to there: admittedly difficult, always exciting and lively and almost always successful! Unfortunately, almost always!
EXAMPLE 1
CONFLICT CONSULTING AT DEPARTMENT OR TEAM INTERNAL PROBLEMS
Background:
Team members of the sales department are distracted by personal tensions and an inadequate exchange of information.
Result:
During various meetings and interventions, it was possible to create a tension-free, positive atmosphere. Today the team conducts an appropriate and purposeful exchange of information. In the opinion of the participants there is a positive team spirit for the first time.
EXAMPLE 2
CONFLICT COUNSELING LEADERSHIP <> WORKERS’ COUNSIL
Background:
In the cooperation, the relationship between the workers council and the HR / HR manager was characterized by distrust and completely ineffective.
Result:
Under my moderation, it was possible to establish a debate and clarification which, in the opinion of all those involved, forms the basis for a new, appropriate and beneficial cooperation.
EXAMPLE 3
CONFLICT CONSULTING CORPORATE MANAGEMENT <> EMPLOYEE REPRESENTATION
Background:
Mediation of a site assurance negotiation for a plant. The participants included the management, the workers council, representatives of the responsible trade union (IG Metall) and the employers’ association (SüdwestMetall)
Result:
Due to my mediation, it was possible to soften the hardened fronts and conclude a company agreement.