Klassische Anwendungsfelder mediativer Techniken: Mit einer Methodik in vier Situationen profitieren

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1 Klassische Anwendungsfelder mediativer Techniken: Mit einer Methodik in vier Situationen profitieren Auseinandersetzungen zwischen Arbeitgeber und Arbeitnehmervertretung Bearbeitung teaminterner Konflikte Bearbeitung aufgedeckter struktureller Konflikte (SMILE) Unternehmens- Kultur! Feedback- und Einzelgespräche mit individuellen Mitarbeitern 24

2 Praxisbeispiel: Nachhaltige Arbeitsergebnisse einer Mediation Betriebsvereinbarung zur Zusammenarbeit Eine BV als Anleitung zur Kommunikation Eine Betriebsvereinbarung zur Zusammenarbeit sichert dauerhaft die Erkenntnisse aus einer Mediation und dient als verbindliches Regelwerk sowie als Anleitung für eine optimierte, konfliktarme Zusammenarbeit. Essentieller Bestandteil einer Betriebsvereinbarung zur Zusammenarbeit sind grundlegende Regelungen zur Kommunikation zwischen den Parteien. Eine direkte Kommunikation (z.b. Gespräch, Telefonat) ist einer indirekten Kommunikation (z.b. ) grundsätzlich vorzuziehen. 25

3 5. Der Weg zu einem effizienten Konfliktmanagement Kooperative Exzellenz dient als Ventil gegen aufkommenden internen Druck (aufgrund von Umwelteinflüssen, z.b. veränderte Annahmen oder Umstände) Kooperative Exzellenz schafft nicht nur robuste sondern anti-fragile Unternehmen, die sogar von ungeplanten Ereignissen profitieren können. 1. SCAR (a) 2. SMILE (b) 3. SET (c) 4. SECCO (d) (a) SCAR= Structural Conflict Assessment of Major Risks & Opportunities (b) SMILE= Synergy through Mediation, Innovation& Legal Evaluation (c) SET= Special Executive Training (d) SECCO= Systematic Employee Conflict Competence Orientation (e) SPICE= Sustainable People s Interaction through Cooperative Excellence 5. SPICE (e) 26

4 Ihr Ansprechpartner Dr. Alexander Insam, M.A. Dr. Alexander Insam, M.A. Partner Rechtsanwalt, Fachanwalt für Arbeitsrecht Partner, CHRO-Services Arbeitsrecht & Mediation Mediator THE SQUAIRE Am Flughafen Frankfurt am Main T F M ainsam@kpmg-law.com Dr. Insam ist als Partner bei KPMG auf die strategische Analyse und Veränderung von Arbeitsbedingungen und Vergütungssystemen in Unternehmen spezialisiert. Er nutzt die Methodik der Mediation, um die Zusammenarbeit von Führungskräften und Mitarbeitern in Unternehmen zu verbessern. Sein besonderer Schwerpunkt liegt auf dem rechtzeitigen Erkennen und Bearbeiten von sog. strukturellen Konflikten. Dr. Insam leitete zwei Konfliktkostenstudien von KPMG 2009 und 2012 und ist im Redaktionsbeirat der Zeitschrift Die Wirtschaftsmediation. Dr. Insam war über fünf Jahre Lehrbeauftragter der Universitäten Heidelberg und Bayreuth für Wirtschaftsmediation sowie von 2009 bis 2014 Direktor am Zentrum für Konfliktkostenforschung der Humboldt-Viadrina School of Governance in Berlin. 27

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6 Back Up: Agenda 1 The truth about conflicts 2 The first steps towards Cooperative Excellence : SCAR & SMILE 3 The SCAR methodology 4 The SMILE methodology 5 Building Cooperative Excellence with KPMG 6 Your contact Dr. Alexander Insam 29

7 1.1 The truth about conflicts: They are inevitable within organizations In order to stay competitive companies have to deal with more complex and dynamic circumstances every day, this includes plan amendments and new decisions in increasingly short periods of time. Every change of the organization, its processes/rules or ways of communication bear the potential for new conflicts. CULTURE = How we do things around here to succeed. Dynaxity REALITY ORIENTED (Structure) Complexity PEOPLE ORIENTED We succeed by working together. COLLABORATION Partnership Egalitarian We succeed by getting and keeping control. S E C U R I T Y CONTROL [ ] Stability Hierarchical COMPANY ORIENTED extreme high Process Management Techno Bureaucratic Management (Personal) We succeed by growing people who fulfil our vision. (Impersonal) We succeed by being the best. medium Businessman Management Let things Evolve CULTIVATION Purpose/Faith [ ] GROW POSSIBILITY ORIENTED COMPETENCE Expertise Achievement Be the Best low Zone I Zone II Zone III Zone IV static dynamic turbulent chaotic (Process) Dynamics The reengineering Alternative. William Schneider 30

8 1.2 The truth about conflicts: They are difficult to recognize and to deal with Not only but Objective factual level Decision level Objective factual level Subjective relationship level Subjective relationship level In addition to the iceberg image for looking at conflicts the bias impeding our rational thinking results in the volcano image: Dysfunctions in organizational structures, processes and communication need to be identified and managed before: they erupt as hot conflicts! 31

9 1.3 The truth about conflicts: Most vulnerable to conflicts are organizations which make/manufacture innovative services or products Information Age (individual liberty) pass through cultural changes REALITY The reengineering Alternative. ORIENTED William Schneider We succeed by working together. We succeed by getting and keeping control. COLLABORATION S CONTROL E Partnership C U R [ ] Hierarchical I PEOPLE COMPANY T Stability ORIENTED Egalitarian Y ORIENTED (Personal) We succeed by growing people who fulfil our vision. CULTIVATION Purpose/Faith GROW (Impersonal) We succeed by being the best. COMPETENCE Let things Evolve Expertise Achievement Be the Best [ ] POSSIBILITY ORIENTED show more than 50% share of personnel costs of the total costs Robust? Have more than 25% flexibility in decision-making Big Collective efficiency small Individual freedom Big 32

10 1.4 The truth about conflicts: especially culturally diverse companies * The Culture Map, Erin Meyer 33

11 1.5 The truth about conflicts: Why traditional conflict management does not work We are used to finding the culprit of a conflict, provoking the resistance of executives towards conflict management, ignoring that structural conflicts do not have culprits but only casualties! Strong executives don t have conflicts! Conflict management systems remain ineffective without the participation of executives! BLAME GAME I didn t say it was your fault. I said I was going to blame you. An executive with conflicts lacks leadership qualities. 34

12 2. The first steps towards Cooperative Excellence : SCAR & SMILE Instead of suffering from conflict benefit from its potential! 35

13 2.1 SCAR & SMILE: Start conflict management with structural conflicts! Our practice shows: The only effective way to start conflict management is by revealing structural conflicts from an organizational point of view to alleviate building pressure before the organization and its employees become victims of hot conflicts. Conflict Management Communication Culture and Channels Dysfunctional Conflicts Functional Conflicts Invisible Conflicts Organizational Roles and Structures Internal Rules and Processes 36

14 2.2 SCAR & SMILE: Solving conflicts and building conflict competence SCAR = Structural Conflict Assessment of Major Risks & Opportunities SCAR SMILE SMILE = Synergy through Mediation, Innovation & Legal Evaluation 37

15 3. The SCAR methodology: Analyzing structural conflicts SCAR: Analysis Phase Separate structural from interpersonal and intrapersonal conflicts Identify visible, uncover invisible conflicts Calculate the costs of the conflicts Prioritize conflicts according to volume Create a heat map to identify affected organizational units and positions 38

16 3.1 SCAR Step I: Identify visible conflicts/reveal invisible conflicts SCAR identifies visible and reveals invisible conflicts Existing Conflicts Unknown scope Unknown quality Unknown type Unknown participants Visible Conflicts Invisible Conflicts Indicated by lack of efficiency Indicated by high employee fluctuation or absenteeism Indicated by low moral 39

17 3.2 SCAR Step II: Consider structural conflicts first SCAR separates structural from interpersonal and intrapersonal conflicts Identified/Revealed Conflicts Structural Conflicts Interpersonal Conflicts Intrapersonal Conflicts 1. Independent from individuals involved, 2. generally free from responsibility and blame, 3. potentially recurring within an organization, 4. caused by modified assumptions and circumstances even if optimally planned. Influenced by 3 elements: 1. The complexity of the organizational roles and structures (e.g. matrix organization) 2. The number and depth of internal rules, processes and regulations (e.g. codes of conduct, compliance, SSC) 3. The various communication ways and cultures (e.g. team meetings, s, tel.cos.) 1. Linked to at least two individuals 2. Strong elements of responsibility and blame 3. Frequently rooted in differing interests and a lack of communication 1. Conflict rooted in the personality or the private sphere of an individual (e.g. sickness within the family, divorce, alcoholism, drug abuse) 2. The conflict relocates with the individual Structural and intrapersonal conflicts often lead to and appear as interpersonal conflicts! 40

18 3.3 SCAR Step III: Calculate the costs of the conflicts SCAR determines the conflict costs using the KPMG Circle of Conflict 41

19 3.4 SCAR Step IV: Prioritize conflicts according to Alert Codes SCAR prioritizes the structural conflicts according to their future dysfunctional potential within the organization Conflict # 1 1,498,860 EUR Conflict # 2 777,693 EUR Conflict # 3 520,200 EUR 594,255 EUR 240,234 EUR 214,122 EUR 420,035 EUR 217,204 EUR 112,167 EUR 310,447 EUR 179,153 EUR 100,211 EUR 174,113 EUR Conflict # 4 375,450 EUR 141,102 EUR Conflict # 5 115,127 EUR 93,700 EUR 100, 210 EUR 43,159 EUR 95,700EUR 36, 683EUR 45,695 EUR 25,150 EUR 33,644 EUR 10,135 EUR 42

20 3.5 SCAR Step V: Create a Heat Map to identify positions affected by conflicts SCAR creates a Heat Map identifying positions and employees affected by the identified conflicts Conflict # 1 Conflict # 2 Conflict # 3 1,498,860 EUR 777,693 EUR 520,200 EUR 594,255 EUR 420,035 EUR 310,447 EUR 174,113 EUR Conflict # 4 375,450 EUR 100, 210 EUR 95,700EUR 240,234 EUR 217,204 EUR 179,153 EUR 141,102 EUR Conflict # 5 115,127 EUR 43,159 EUR 36, 683EUR 214,122 EUR 112,167 EUR 100,211 EUR 93,700 EUR The Heat Map shows the working time value ( WTV ) of every position based on personnel costs 45,695 EUR 25,150 EUR 33,644 EUR 10,135 EUR The Heat Map calculates the conflict costs of every position based on the KPMG Circle of Conflict Considering the results displayed in the Heat Map, positions affected most by conflict can be identified Red: highly affected Yellow: moderately affected It is important to consider that the employees holding the positions are not the culprits but the casualties of the structural conflicts Green: slightly/not affected 43

21 4. The SMILE methodology: Solving Structural Conflicts SMILE: Solution Phase Create options and predict their potential future conflict costs Change affected organizational roles, processes and ways of communication Decide on new courses of action Implement (Re)Evaluate 44

22 SMILE Solution Phase: Synergy through Mediation, Innovation & Legal Evaluation Structural Conflicts I. TOPICS 1. Independent from individuals involved, 2. generally free from responsibility and blame, 3. potentially recurring within an organization, 4. caused by modified assumptions and circumstances even if optimally planned. Influenced by 3 elements: 1. The complexity of the organizational roles and structures (e.g. matrix organization) 2. The number and depth of internal rules, processes and regulations (e.g. codes of conduct, compliance, SSC) 3. The various communication ways and cultures (e.g. team meetings, s, tel.cos.) Innovative Brainstorming II. INTERESTS Create Of all stakeholders III. OPTIONS Evaluate BATNA (Best Alternative to Negotiated Agreement) Legal Framework Potential Conflict Costs 45

23 5. Building Cooperative Excellence with KPMG Cooperative Excellence acts as a valve against building internal pressure (due to environmental impacts, e.g. changed assumptions or circumstances) Building Cooperative Excellence creates not only robust but anti fragile companies ready to deal with the challenges of a more complex and dynamic environment and to benefit from unplanned events 1. SCAR (a) 2. SMILE (b) 3. SET (c) 4. SECCO (d) (a) SCAR= Structural Conflict Assessment of Major Risks & Opportunities (b) SMILE= Synergy through Mediation, Innovation& Legal Evaluation (c) SET= Special Executive Training (d) SECCO= Systematic Employee Conflict Competence Orientation (e) SPICE= Sustainable People s Interaction through Cooperative Excellence 5. SPICE (e) 46

24 6.1 Your contact: Dr. Alexander Insam, M.A. Dr. Alexander Insam, M.A. Partner Rechtsanwalt, Fachanwalt für Arbeitsrecht Partner, CHRO-Services Labour Law & Mediation Mediator, Attorney at Law, Registered Specialist for Labour & Employment Law THE SQUAIRE Am Flughafen Frankfurt am Main T F M ainsam@kpmg-law.com As a KPMG Partner Dr. Insam is specialized on the strategic analysis and modification of employment conditions and remuneration systems in companies. He utilizes the methods of mediation in order to improve how well executives and employees work together and how efficiently they use their working time. Dr. Insam headed two conflict cost studies by KPMG in 2009 and He was appointed member of the editorial board of the German journal Die Wirtschaftsmediation (The Business Mediation). Dr. Insam was assistant professor for business mediation at the universities of Heidelberg and Bayreuth for more than five years and from 2009 to 2014 director at the Center for Conflict Cost Research (Zentrum für Konfliktkostenforschung) at the Humboldt-Viadrina School of Governance in Berlin. 47