Vortrag_Dr. Alexander Insam, MA_2. Teil

Transcrição

Klassische Anwendungsfelder mediativer Techniken:
Mit einer Methodik in vier Situationen profitieren
■ Auseinandersetzungen zwischen Arbeitgeber und
Arbeitnehmervertretung
■ Bearbeitung aufgedeckter
struktureller Konflikte (SMILE)
■ Bearbeitung teaminterner
Konflikte
UnternehmensKultur !
© 2015 KPMG Rechtsanwaltsgesellschaft mbH, associated with KPMG AG Wirtschaftsprüfungsgesellschaft, a member firm of the KPMG network of independent member firms
affiliated with KPMG International Cooperative ("KPMG International"), a Swiss entity. All rights reserved.
■ Feedback- und
Einzelgespräche mit
individuellen Mitarbeitern
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Praxisbeispiel:
Nachhaltige Arbeitsergebnisse einer Mediation
Betriebsvereinbarung zur Zusammenarbeit
 Eine Betriebsvereinbarung zur Zusammenarbeit sichert
dauerhaft die Erkenntnisse aus einer Mediation und dient als
verbindliches Regelwerk sowie als Anleitung für eine
optimierte, konfliktarme Zusammenarbeit.
Eine BV als Anleitung zur Kommunikation
 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. E-Mail)
grundsätzlich
vorzuziehen.
25
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
Ihr Ansprechpartner
Dr. Alexander Insam, M.A.
Partner
Rechtsanwalt, Fachanwalt für Arbeitsrecht
Partner, CHRO-Services – Arbeitsrecht & Mediation
Mediator
THE SQUAIRE
Am Flughafen 60549
Frankfurt am Main
T +49 69 951195-515
F +49 69 951195-513
M +49 173 5764834
[email protected]
■ 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
© 2015 KPMG Rechtsanwaltsgesellschaft mbH, assoziiert mit der
KPMG AG Wirtschaftsprüfungsgesellschaft, einem Mitglied des KPMGNetzwerks unabhängiger Mitgliedsfirmen, die KPMG International
Cooperative ("KPMG International"), einer juristischen Person
schweizerischen Rechts, angeschlossen sind. Alle Rechte vorbehalten.
KPMG International erbringt keine Dienstleistungen für Kunden. Keine
Mitgliedsfirma ist befugt, KPMG International oder eine andere
Mitgliedsfirma gegenüber Dritten zu verpflichten oder vertraglich zu
binden, ebenso wie KPMG International nicht autorisiert ist, andere
Mitgliedsfirmen zu verpflichten oder vertraglich zu binden.
Back Up: Agenda
1
2
3
4
5
6
The truth about conflicts
The first steps towards “Cooperative Excellence”: SCAR & SMILE
The SCAR methodology
The SMILE methodology
Building “Cooperative Excellence” with KPMG
Your contact – Dr. Alexander Insam
29
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.”
REALITY
ORIENTED
“We succeed by working together.”
COLLABORATION
Partnership
PEOPLE
ORIENTED
“We succeed by growing people
who fulfil our vision.”
CULTIVATION
Purpose/Faith
GROW 
(Personal)
Egalitarian
(Structure)
Complexity
“We succeed by getting
and keeping control.”
S
E
C
U
R
I
T
Y
extreme
[…]
Techno
Bureaucratic
Management
high
Hierarchical
COMPANY
ORIENTED
Stability
“We succeed by being the best.”
(Impersonal)
medium
Businessman
Management
COMPETENCE
low
Expertise
[…]
Process
Management
CONTROL
Achievement
Let things
Evolve
Dynaxity
Be the Best
POSSIBILITY
ORIENTED
…
…
Zone I
static
Zone II
dynamic
Zone III
turbulent
Zone IV
chaotic
(Process)
Dynamics
“The reengineering Alternative.” William Schneider
30
They are difficult to recognize and to deal with
Not only…
but…
Objective
factual
level
Decision level
Objective
factual 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:
Subjective
relationship
level
Dysfunctions in organizational structures, processes and
communication need to be identified and managed before:
they erupt as hot conflicts!
31
Most vulnerable to conflicts are organizations which…
■ make/manufacture innovative services or products
■ pass through cultural changes
Information Age
(individual liberty)
“The reengineering Alternative.”
William Schneider
“We succeed by working together.”
COLLABORATION
Partnership
PEOPLE
ORIENTED
“We succeed by growing people
who fulfil our vision.”
CULTIVATION
Purpose/Faith
GROW 
(Personal)
Egalitarian
REALITY
ORIENTED
“We succeed by getting
and keeping control.”
S
E
C
U
R
I
T
Y
CONTROL
[…]
Hierarchical
COMPANY
ORIENTED
Stability
“We succeed by being the best.”
(Impersonal)
COMPETENCE
Achievement
Let things
Evolve
Expertise
[…]
Be the Best
POSSIBILITY
ORIENTED
Robust?
■ show more than 50% share of
personnel costs of the total costs
■ Have more than 25% flexibility
in decision-making
Collective
efficiency
Big
small
Individual freedom
Big
32
especially culturally diverse companies …
* The Culture Map, Erin Meyer
33
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
2. The first steps towards „Cooperative Excellence“:
SCAR & SMILE
Instead of suffering from conflict…
…benefit from its potential!
35
2.1 SCAR & SMILE:
Start conflict management with structural conflicts!
Our practice shows:
The only effective way to start conflict management is by revealing …to alleviate building pressure before the organization and its
structural conflicts from an organizational point of view…
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
2.2 SCAR & SMILE:
Solving conflicts and building conflict competence
SCAR =
SMILE =
Structural
Conflict
Assessment of
Major
Synergy through
SCAR
SMILE
Risks &
Opportunities
Mediation,
Innovation &
Legal
Evaluation
37
3. The SCAR methodology: Analyzing structural conflicts
SCAR: Analysis Phase
Identify visible, uncover
invisible conflicts
Separate structural from
interpersonal and
intrapersonal conflicts
Calculate the costs
of the conflicts
Prioritize conflicts
according to volume
Create a heat map
to identify affected
organizational units
and positions
38
3.1 SCAR Step I:
Identify visible conflicts/reveal invisible conflicts
SCAR identifies visible and reveals invisible conflicts
Existing
Conflicts
Visible Conflicts
Invisible Conflicts
■ Unknown scope
■ Indicated by lack of efficiency
■ Unknown quality
■ Indicated by high employee fluctuation or absenteeism
■ Unknown type
■ Indicated by low moral
■ Unknown participants
39
3.2 SCAR Step II:
Consider structural conflicts first
SCAR separates structural from interpersonal and intrapersonal conflicts
Identified/Revealed Conflicts
Structural Conflicts
Interpersonal Conflicts
1. Independent from individuals involved,
1. Linked to at least two
individuals
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:
2. Strong elements of
responsibility and blame
3. Frequently rooted in
differing interests and a
lack of communication

1. The complexity of the organizational roles and structures (e.g.
matrix organization)
Intrapersonal Conflicts
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

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, e-mails, tel.cos.)

Structural and intrapersonal conflicts often lead
to and appear as interpersonal conflicts !
40
3.3 SCAR Step III:
Calculate the costs of the conflicts
SCAR determines the conflict costs using the KPMG Circle of Conflict
41
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
Conflict # 2
1,498,860 EUR
Conflict # 3
777,693 EUR
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
100, 210 EUR
43,159 EUR
95,700EUR
36, 683EUR
45,695 EUR
25,150 EUR
33,644 EUR
10,135 EUR
93,700 EUR
42
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
1,498,860 EUR
Conflict # 3
777,693 EUR
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
100, 210 EUR
43,159 EUR
95,700EUR
36, 683EUR
45,695 EUR
25,150 EUR
33,644 EUR
10,135 EUR
■ The Heat Map shows the
working time value („WTV“)
of every position based on
personnel costs
93,700 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
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
SMILE Solution Phase:
Synergy through Mediation, Innovation & Legal Evaluation
I. TOPICS
Structural 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)
II. INTERESTS
Of all stakeholders
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, e-mails, tel.cos.)

Innovative “Brainstorming”
Create
III. OPTIONS
BATNA
(Best Alternative to Negotiated Agreement)
Evaluate
Legal Framework
Potential Conflict Costs
45
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
6.1 Your contact:
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 60549
Frankfurt am Main
T +49 69 951195-515
F +49 69 951195-513
M +49 173 5764834
[email protected]
■ 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 2012. 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

Vortrag_Dr. Alexander Insam, MA_2. Teil

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