Our core competence for your core task in digital structural change: Conflict management
We strengthen the ability of your organization and your employees to change for future changes in the context of conflict resolution systems – in order to secure a long lasting competitive advantage and long-term success.
Once decisions for changes in the organizational structure of a company are made as a result of a process of adaptation to external markets, this very often creates a climate of uncertainty and a breeding ground for conflicts among company employees. Factors such as actionistical change projects, rapid changes in structures and processes, company mergers, create unrest, insecurity, fears and distribution struggles among employees and thus have a high potential for conflict.
Our action-oriented consulting services therefore focus on the question of how the fears and concerns of employees released by organizational change can be taken seriously on the one hand, but on the other hand how they can be transformed into attitudes and behaviors that are suitable to sustainably support the organizational change of a company and make it a success.
We at MESH®CONSULTING strengthen the ability of your company and your employees to change through preventive, effective and resolute conflict management. We also make use of such models and methods that are successfully practised outside of organisations of the economic system, in politics and society.
With MESH® RESEARCH, there is a constant exchange of information about new developments in the practice and research of conflict management – for example with regard to the enormous conflict potential between (network) public, mass media (shit-storm) communication on the one hand and internally circulating organisational communication on the other hand.
Introduction of institutionalised conflict management
for an interest-oriented and resource-saving conflict resolution in your company or organisation and thus measures to prevent an escalation or spread of existing conflicts.
We implement conflict resolution procedures within internal systems for conflict management and design resource-effective, future-oriented and professional conflict resolution systems.
Time saving and cost reduction of smooth processes, higher productivity, image improvement through more satisfied customers, saving of legal costs and last but not least the systematic handling of conflicts to reduce conflict costs.
We provide support in alternative conflict resolution and out-of-court dispute resolution, help to identify conflicts as quickly as possible, analyse them, manage them and ultimately resolve them successfully – for all parties involved without loss of face.
For whom is the introduction of conflict management interesting?
Not only in companies and organisations, especially multinational joint ventures always have a high conflict potential. Experience has shown that the way in which conflicts are dealt with is decisive for the success or failure of a joint venture.
Instead of tackling conflicts at an early stage and taking advantage of the resulting opportunities, destructive procedures are often conducted; the common vision will be forgotten.
In addition, the costs of conflicts increase dramatically in transnational legal disputes. Impulses to establish conflict management in companies only work if they are taken up by those responsible.
How can conflict management be introduced practically?
While a growing number of companies such as SAP, E.ON, Strabag, Deutsche Telekom, A1 Telekom Austria AG and Erste Group Bank AG use these conflict resolution methods and implement them within internal systems for conflict management, SMEs (small and medium-sized enterprises) do less know, how to deal with them and so dont use them. In this context, interest-oriented conflict resolution systems are becoming increasingly important in modern business enterprises.
Companies that want to take advantage of the opportunities offered by globalisation will have to design professional conflict resolution systems if their business activities are to be successful and they want to bring their national and, in particular, international projects to a successful conclusion Especially multinational joint ventures always have a high conflict potential. Experience has shown that the way in which conflicts are dealt with is decisive for the success or failure of a joint venture. Instead of tackling conflicts at an early stage and taking advantage of the resulting opportunities, destructive procedures are often conducted; the common vision will be forgotten. In addition, the costs of conflicts increase dramatically in transnational legal disputes.
Impulses to establish conflict management in companies only work if they are taken up by those responsible. What are the objectives of such conflict management?
The primary goals and advantages of institutionalised conflict management are time saving and cost reduction by creating smooth processes, higher productivity through more committed employees, image improvement through more satisfied customers and last but not least the saving of legal costs.
The company management has to decide whether a selected element of conflict management or a comprehensive conflict management system should be established. Such a conflict management system comprises all elements in a company that serve to solve internal conflicts and conflicts with customers or business partners in an early, efficient and cost-saving manner.
The next step is to clarify which further conflict management instruments are to be introduced, what degree of centralisation is aimed for, where a central contact point can be located, how and by whom a controlling and quality assurance system can be implemented and how internal marketing is designed. Effective internal and external communication of the results and an initial success of a conflict management measure can provide the impetus for the next stage, towards the establishment of a comprehensive conflict management system. Since SMEs typically have fewer resources available for establishing conflict management, it must be carefully examined whether the individual components can be set up internally or implemented by external service providers. Bundling the means and resources of several companies, for example to develop a jointly used conflict contact point, is also a conceivable implementation variant.