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Managing Conflict Crisis Change

The document discusses the complexities of managing conflict, crisis, and change within organizations, highlighting NASA's history and the significance of conflict in achieving success. It categorizes various types of conflict and their sources, stages of conflict escalation, and resolutions, emphasizing the need for effective conflict management strategies. Additionally, it details crisis management stages and best practices for organizations to prepare and respond effectively to crises.

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MANAGING CONFLICT – CRISIS – CHANGE J A N N I C O L A I H E N N E M A N N , M E D I A T O R , J U R I S T , I N D . E N G I N E E R
SPIRITUAL ROBERT DILTS‘ UNIFIED FIELD OF NLP IDENTITY BELIEF CAPABILITY BEHAVIOR EVIRONMENT 2 WHY AM I HERE?
From its beginning in 1958 the NASA program stood under high pressure due to its tremendous costs – a burden the taxpayer had to bear CONFLICT 01 The Challenger and Columbia accidents put the space-program of NASA on hold and under review CRISIS 02 New programs and cooperation between public and private stakeholder were set up to transport humans in space again CHANGE 03 NASA’s vision is to reach for new heights and reveal the unknown for the benefit of humankind. 3 AGENDA
Almost every conflict contains within itself the seeds of success as well as the roots of failure Conflict is a theme that has occupied the thinking of mankind more than any other. As we deal with conflict we may not find a treasure, but we improve the soil. CONFLICT 4
Organizational Conflict • tribal genocide • headquater vs. division / unit, double agent Institutional Conflict • life vs. death, individual vs. group, young vs. old, male vs. female Systematical Conflict • Intercultural, quantity vs. quality Single Party Conflict • about me • life vs. death, I vs. we, young vs. old, male vs. female Pair Conflict • about you & me • identity, distance, development, transaction, role, competition Group Conflict • about us • jealousy, rivalry, membership 5 TYPES OF CONFLICT
Values: the way power should be excercised, moral, ethics etc. have potential to lead to conflict Goals: disagreement on desirable objectives of a department, division Facts: individuals have different definitions, different pieces of information, different impressions of their respective power & authority Methods: parties differ on about the procedures, strategies or tactics to achieve the goal SOURCES OF CONFLICT 6
7 • Informational factors: when two parties receive limited information about a complex issue, they may well disagree on a problem as it emerges (ancient legend of the blind men and the elephant) • Perceptual factors: evolves as two persons or groups have different images of the same stimulus leading to different interpretation and alternating experiences for the future (paper assignment with no set page limits) • Role factors: individuals have certain position and status in society, project or organisation resulting in constraints and opportunities for them. During interaction these roles get tested and often re-organised leading to friction (your colleague becomes your boss) FACTORS OF CONFLICT (1/2)
• Environmental factors: Scarcity and uncertainty often lead our intensify conflict situations. An important aspect of conflict stemming from the environment is the degree to which competition is present. Be aware that competition can often be a zero-sum-game (a bank announces a downsizing program to its employees) • Personal factors: These may be the most intractable and intracable conflict sources. Additionally, such conflicts are very difficult to resolve. Usually there is tension about what is (factually) correct and who is (morally) right (two people want to set the agenda or to take charge of a particular topic) 8 FACTORS OF CONFLICT (2/2)
9 STAGES OF CONFLICT • Phase of anticipation: a manager can anticipate that when a certain information is released, there will be differing opinions about this change • Phase of difference: word leaks out and people who trust one another start to build up tensions with no definite basis of information. Feelings of dispute and trouble arise • Phase of discussion: Officially presented information lays the ground for open discussion to test the firmness of the decision that has been made • Phase of dispute: the discussion resulted in arguments for a change in plans. Arguments meet arguments sharpening clearly defined and valuable points of view • Phase of conflict: individuals have firmly committed themselves to a particular position on the issue, the dispute is now clearly defined. The outcome will be win, lose or compromise 3 2 5 4 1
R T A S R EPRESSING keep differences under cover, emphasize on loyalty, cooperation and teamwork – design controlled environments A VOIDING pick people with similar experience, training background, level of society – design harmonic environments S HARPENING create an arena to fight the issue, clear the topic, rules and procedures upfront T TRANFORMING APPROACHING CONFLICT 10 See differences as enriching rather than as in opposition to each other – „two heads are better than one“
11 STYLES OF CONFLICT COLLABORATION Means behaving in a dominant and supportive, assertive and cooperative way. It is the opposite of avoidance. Dig into an issue to identify the underlying concerns and find a creative alternative to conflict COMPETITION In this mode people are dominant and nonsupportive: be direct | explain later | use this strategy selectively ACCOMMODATION Is behaving in a supportive, submissive, unassertive and cooperative manner (opposite of competition): acknowledge the accommodation | have a rationale (especially when you deal with more people) AVOIDANCE Is behaving in a submissive, nonsupportive, unassertive and uncooperative manner: set time limits | set goals for the time out period COMPROMISE Is the intermediate mode – use this style to find some expedient, mutually acceptable solution that partially satisfies everyone involved
12 SOLVING CONFLICT Flight: is instinctively used to avert an external danger. Conflicts can only be managed in the short term with this method. It turns out that the opposing view comes to light in another form or in another situation (more intense). During conflicts, the problem is set aside or denied and the point of conflict suppressed and postponed Destruction: If flight from danger is not possible, an aggressive battle ensues, in which the conflicting parties strive to destroy the enemy. In conflict situations, this behaviour shows itself, for example, through social exclusion, bullying, dismissal, war between nations, murder, etc.
13 SOLVING CONFLICT Subordination: is selected as a method for managing conflict if those conflicting parties with fewer resources of power come to the conclusion that subordination could bring benefits. Hierarchically organized companies are characterized by subordination. Subordination shows itself in the form of threat, blackmail, war, putsch, bribery, hierarchy, denial and resignation Delegation: The conflict is delegated to a third party to take a decision. In order for the conflicting parties to accept a decision by delegation, one must ensure that this higher authority is not directly involved in the conflict and has no vested interests
14 SOLVING CONFLICT Compromise: The conflicting parties must find partial agreement in certain areas of conflict and approach each other. One great advantage of compromise is that the conflicting parties retain their powers in each phase of negotiations. Good compromises involve the negotiations of important aspects Consensus: All points of conflict and sub- aspects of the search for a solution are included in the consensus. The conflicting parties develop a new view of their position from the previously contrary positions, one that is acceptable to both partners in terms of its content, as well as on the relational level.
15 Case Logbook: • We run a historic scheduling system for our trains that was designed for hauling coal and grain at low costs • For these commodities it didn’t make much difference whether the train showed up on Monday or on Wednesday • The new CEO set out a vision for intermodal business to compete with truckers to transport cargo from U.S. ports knowing that the economy will increasingly rely on imports • If we will not succeed to become this gateway, others will • Intermodal shippers call for JIT delivery, real-time tracking and centralized hubs rather than siloed systems • The “incumbents” argue with the “newbies” on how to proceed. Create and prepare a role play from what you have learned on conflict so far BNSF RAILWAYS
16 Case Logbook: • During the last two decades or so our company’s culture was all bout me. My job. My people. My pay. And we have been pretty successful with that • However, the banking industry moves through times of serious change. Just to name a few: internet & direct banking, mobile banking, bit coins, new regulations due to financial crisis, low interest rates, Brexit etc. • Hence we must move to an integrated sales model and act as ONE firm to maximize value for the (few) remaining customers. We have to move fast and jump on the already moving band waggon • The “incumbents” argue with the “newbies” on how to proceed. Create and prepare a role play from what you have learned on conflict so far LEHMAN BROTHERS
17 Case Logbook: • Our purpose is to earn customers for life • There is a controversy about our future product setup • The sales division argues in favor of a “business as usual” approach – the car type GM stands for will be and stay salable on the global market. Especially the demand in growing economies and the trend for SUVs in Europe will guarantee sales and profits in decades to come • The marketing division wants to build a greener fleet. Growth in this segment is larger than in the conventional segments and global low carbon regulation sets the pace • The “incumbents” argue with the “newbies” on how to proceed. Create and prepare a role play from what you have learned on conflict so far GENERAL MOTORS
18 Case Logbook: • We are one of the world’s poorest-performing food companies with little product innovation • To slash costs we will eventually take the chicken out of the chicken soup – similar initiatives have raised the company’s earnings and cooled some of the heat coming from wall street • The CEO crafted a new mission statement to “nourish people’s lives everywhere, every day” calling for product innovation and new cross unit business development • With that he also altered the company’s organizational structure from a linear to a matrix setup • The “incumbents” argue with the “newbies” on how to proceed. Create and prepare a role play from what you have learned on conflict so far CAMPBELLS
19 Case Logbook: • We are one of the key stakeholders in the global energy transition providing all but nuclear power generators • Products and services for the district heating sector are developed, produced and marketed by our district heating business unit autonomously • A re-organization program foresees that all marketing activities will be handled by a centralized marketing unit and the former district heating unit will stay with product development and production, only • The successful district heating unit argues against this re- organization. Management argues for an integrated marketing unit for “heat” as a whole, including dh, gas, coal, geothermal etc. Create and prepare a role play from what you have learned on conflict so far GENERAL ELECTRIC
20 Case Logbook: • We are the hotel in NYC. Our credo serving our guests has been for decades: “The Answer Is “Yes” – What Is The Question?” or “Gentlemen serving Gentlemen” • In recent months we experience harsh competition from international premium hotel brands attracting our customers through excitement, service and lower prices • To become more competitive our CEO decided to cut our staffs’ authority to handle complaints autonomously (especially the eligibility to give discounts and vouchers) • The General Manager of RC NYC argues against this cost cutting initiative as it harms the core values and traditions of RC. Create and prepare a role play from what you have learned on conflict so far THE RITZ CARLTON
21
CHOOSING CONFLICT 22 The Art of Conflict Management • The rulebook • The referees • The playing field • Gaps to exploit • Relationships • Energy levels • The outcomes
CHOOSING CONFLICT 23
48 LAWS OF POWER 24
25 CRISIS
Webster’s defines a crisis as a turning point for better or worse – as a decisive moment or crucial time The Chinese symbol for the word “crisis” called wei-ji is actually a combination of two words: “danger” and “opportunity” CRISIS 26
In a confidential survey taken by Harvard Business School, 89% of Fortune 500 CEOs see “crisis in business as inevitable as death or paying taxes” 50% of respondents admitted that they do not have a prepared crisis management plan. 42% of those companies that reported having had a crisis in the past still do not have any sort of crisis management plan. Yet 97% of the respondents feel either confident of somewhat confident that they could respond well to a crisis 27
• Industrial Accidents • Environmental Problems • Union Problems / Strikes • Product Recalls • Investors • Hostile Takeovers • Proxy Fights • Rumors / Media Leaks • Government / Regulatory • Acts of Terrorism • Embezzlement TYPES OF CRISIS Most Fortune500 CEO’s see their companies at least somewhat vulnerable to the types of crisis listed above 28
45%15% 23%INSTITUTIONAL ISSUES PERSONAL ISSUES 41% Top 4 Sources of Crisis In Business MISC OPERATIONAL ISSUES 21% 29 SOURCES OF CRISIS D I P L . J U R . J A N N I C O L A I H E N N E M A N N B . E N G . ( H O N S )
30 PHASE I The podromal crisis stage is the warning stage. In many instances, this is a real turning point. PHASE III The chronic crisis stage is the phase that the carcass gets picked clean. This is also the phase of healing. PHASE IV The crisis resolution stage is the fourth and final stage in which the patient gets well again. PHASE II The acute crisis stage is the point of no return after the warning have ended and you passed the prodromal. STAGES OF CRISIS
PHASE I PHASE II PHASE IV PHASE III Occasionally the prodromal crisis stage is referred to as the precrisis stage. The reason why prodromes are so important to catch is that it is so much easier to manage crisis in the prodromal stage. Sailors at the sea who spot the ominous prodrome of fast gathering storm clouds off in the horizon have no power to stop the acute storm. But knowing what is about to happen gives them the opportunity to batten down the hatches, head for shore, and just generally brace themselves and their ship for the inevitable acute crisis. 31 STAGES OF CRISIS
PHASE IV PHASE III 32 PHASE II PHASE I STAGES OF CRISIS The acute crisis stage is in many ways the point of no return. If our sailors realize that they cannot make it back to the shore before the storm hits, they at least have the opportunity to pick the spot where they feel they will be in the most advantageous position to weather the storm intact. If the are too close to hidden reefs they have the opportunity and the time to move their ship to the open sea. The acute crisis hurricane is often the shortest of the four phases. But due to its intensity, it often may feel as the longest phase.
PHASE II PHASE IV 33 PHASE I PHASE III STAGES OF CRISIS The chronic crisis stage is sometimes called the clean up phase. This is also a period of recovery, of self analysis and of healing. With good crisis management skills, it also may become a time for congratulations and for plaudits and for testimonials. Skillful managers will also use it wisely as a good time for further crisis management planning – analyzing what went right and what went wrong. In our sailing example the captain may use the situation to hire further staff or get better weather forecasting equipment.
PHASE II 34 PHASE I PHASE III PHASE IV STAGES OF CRISIS The crisis resolution stage end when the patient is well and whole again. But beware and be advised: crisis historically evolve in cyclical fashion, and a crisis sufferer almost never has the luxury of dealing exclusively with one crisis at a time. In reality the light of resolution you begin to see at the end of a crisis tunnel usually is the prodromal light of an upcoming crisis – a real crisis comes in full, wide-screen.
01 Pre-Crisis Phase: Pre(vention) involves seeking to reduce known risks that could lead to a crisis. This is part of an organization’s risk management plan, selecting and training the crisis management team, and conducting exercises to test the crisis management plan and crisis management team. 02 Crisis Response Phase: The crisis response is what management does and says after a crisis hits. Public relations plays a critical role in the crisis response by helping to develop the messages that are sent to various stakeholders (= multiple publics). Crisis response may be split up in initial crisis response and reputation repair. 03 Post-Crisis Phase: In the post-crisis phase, the organization is returning to business as usual. The crisis is no longer the focal point of management’s attention but still requires some attention. Also this phase may be used for reputation repair and requires decent follow-up communication 35 MANAGING CRISIS D I P L . J U R . J A N N I C O L A I H E N N E M A N N B . E N G . ( H O N S )
01 Crisis Prevention • Have a crisis management plan (CMP) as standard reference tool (not a blueprint) and update it at least annually. A CMP lists key contact information, reminders of what typically should be done in a crisis, and forms to be used to document the crisis response actions • Have a designate crisis management team (CMT) that is properly trained and consists of public relations, legal, security, operations, finance and human resources personnel. The CMT should know the CMP. The CMT should have a media trained spokesperson (and deputy). • Conduct exercise at least annually to test the crisis management plan and team • Pre-draft select crisis management messages including content for dark web sites and templates for crisis statement. Have a legal department review and approve these messages. 36 PRE CRISIS
01 Initial Crisis Response Best Practices • Be quick and try to have initial response within the first hour • Be accurate by carefully checking all facts • Be consistent by keeping spokespeople informed of crisis events and key message points • Make public safety the number one priority • Use all of the available communication channels including the internet, intranet and mass notification systems • Provide some expression of concern/sympathy for victims • Remember to include employees in the initial response • Be ready to provide stress and trauma counselling to victims of the crisis and their families including employees 02 37 CRISIS RESPONSE (1/2)
01 Reputation Repair Best Practices • Attack the accuser: crisis manager confronts the person or group claiming something is wrong with the organization • Denial: crisis manager asserts that there is no crisis • Scapegoat: crisis manager blames others for the crisis • Excuse: crisis manager minimizes organizational responsibility by denying intent to do harm and / or claiming inability to control the events that triggered the crisis • Justification: crisis manager minimizes the perceived damage caused by the crisis • Reminder: crisis manager tell stakeholders about the past good works of the organization • Ingratiation: crisis manager praises stakeholders for actions • Compensation: crisis manager offers money / gifts to victims • Apology: crisis manager indicates responsibility and asks for forgiveness 02 38 CRISIS RESPONSE (2/2)
Return to business as usual • Deliver all information promised to stakeholders as soon as that information is known • Keep stakeholders updated on the progression of recovery efforts including any corrective measures being taken and the progress of investigations • Analyze the crisis management effort for lessons and integrate those lessons in to the organization’s crisis management system 03 39 POST CRISIS
40 Case Logbook: • During the Mannesmann trial – that finally ended after a retrial in late 2006 – the CEO of Deutsche Bank, Josef Ackermann, was photographed with a two-fingered Churchillian V for victory when making his first court appearance • The gesture was not related to the Mannesmann trial but to an – in Ackermann’s eyes – “arrogant and stupid move” Michael Jackson performed during his judicial proceedings on sexual abuse that took place in California at the same time • After the photographer denied to sell you – the PR and media team of Deutsche Bank – the picture and persisted to sell it to the press how would you handle this situation with our toolkit? DEUTSCHE BANK
41 Case Logbook: • On Wednesday, March 28 1979, shortly before 4 a.m. something went wrong at Three Mile Island nuclear plant, Dauphin County, Pennsylvania • It all started with a pump that sends hot water to the steam generator failed for reasons still unexplained • Within seconds “bells were ringing, lights were flashing and everybody in the reactor’s control room was garbbing and scratching” • At 7:02 a.m. company officials notified the Dauphin County civil defense office that they had declared “a site emergency” • It was about 10 a.m. that the President of the United States, Jimmy Carter, was informed. • How would you handle this situation with our toolkit? THREE MILE ISLAND
42 Case Logbook: • Oil industry crisis are unique in terms of crisis history and the potential for severe loss and damage • The BP refinery explosion of Texas City in 2005 led to fifteen people dead, 70 injured, a frightened community, and a $1 per barrel increase in oil prices. • The explosion occurred at 1:20 p.m. and was the third fatal accident at the plant within 12 months. • Keeping the crisis history of BP in mind and the fact that BP has been listed by CorpWatch as one of the ten worst corporations – how would you respond to this latest refinery explosion using out toolkit? EXXON – BP – SHELL
43 Case Logbook: • In the early 90s of the last century Continental Airlines was one of the most dysfunctional companies. It had been through two bankruptcies and ten presidents in just ten years. • The company was burning money, there was no strategy and the employee morale couldn’t get any worse • Now, it is time for your team to think about the crisis at Continental: - What questions will you ask? - What is the right structure to solve the crisis? - Where will you start? - How will you monitor your progress? • Use the lessons learned so far! CONTINENTAL AIRLINES
44 Case Logbook: • After the loss against Stanford during the ‘97 season UT Headcoach Pat Summit approached Abby, one of her players, in a team meeting by saying: “Let’s face it. We are handcuffed because you won’t defend or rebound.” – • Abby then retorted, “I don’t agree” and started to haggle with Pat about what the team should have done against Stanford. • After a while Pat said tightly “Abby, you are stubborn than you are smart. And you’re gonna kill this team with it” • How would you handle this situation with our toolkit? • PS: When Abby graduated from UT she had played three national championships and had won three of them LADY VOLS
45
46 CHANGECHANGE
Change is the law of life. And those who look only to the past or present are certain to miss the future. (JFK) Three factors must be present for meaningful organizational change to take place. These factors are: (D) Dissatisfaction with how things are now; (V) Vision of what is possible and (F) First, concrete steps that can be taken towards the vision. If the product of these three factors is greater than (R) Resistance then change is possible. D x V x F > R Because D, V, and F are multiplied, if any one is absent (zero) or low, then the product will be zero or low and therefore not capable of overcoming the resistance. CHANGE 47
• Reengineering • Restrategizing • Mergers • Downsizing • Quality Efforts • Cultural Renewals … because powerful macroeconomic forces are at work, that pushes more and more organizations to reduce costs, improve the quality of products and services, locate new growth opportunities, and increase productivity. Change happens… REASONS FOR CHANGE 48
SETBACKS FOR CHANGE Allowing too much complacency #1 Failing to create a sufficiently powerful guiding coalition #2 Underestimating the power of vision #3 Failing to create short term wins #4 Undercommunicating the vision by a factor of 10 (or 100, or 1000) #5 Permitting obstacles to block the new vision #6 Declaring victory too soon #7 Neglecting to anchor changes firmly in the corporate culture #8 49
#1 Too much complacency High complacency levels fail transformations. Risk to overestimate ability to force big changes. Risk to underestimate resistance to change. 50 SETBACKS FOR CHANGE #3 Underestimate power of vision Vision helps to direct, align and inspire actions by large numbers of people. Without a guiding vision, each and every choice can dissolve into an interminable, time wasting debate #2 Failing to create guiding coalition Without strong line leadership change teams never achieve the power that is required to overcome sources of inertia #4 Undercommunicate the vision Without credible communication (and enough of it), employees’ hearts and minds are never captured
#5 Permitting Obstacles One well-placed blocker can stop an entire change effort. Whenever smart and well-intentioned people avoid confronting obstacles they undermine change 51 SETBACKS FOR CHANGE #7 Declaring victory to soon While celebrating a win is fine, any suggestion that the job is mostly done is generally a terrible mistake – new approaches are fragile and subject to regression #6 Failing to create short term wins There is a risk of losing momentum for change, if there are no short- term goals to meet and celebrate. #8 Anchor changes into culture Change must become “the way we do things around here” – be specific and give sufficient time
52 1. Establishing a sense of urgency 2. Creating the guiding coalition 3. Developing a vision & strategy 4. Communicating the change vision 5. Empowering broad based action 6. Generating short- term wins 7. Consolidating gains and producing more change 8. Anchoring new approaches in the future STAGES OF CHANGE
Establish a sense of urgency Examine market and competitive realities. Identify and discuss crises, potential crises, or major opportunities. Don’t confuse urgency with anxiety. Form a powerful guiding coalition Assemble a group with enough power to lead the change effort. Encourage the group to work together as a team. Create a vision A vision to help direct the change effort – even when a brick is thrown in your neck. Communicate the vision Use every vehicle possible to communicate the new vision. 53 STAGES OF CHANGE
Empower others to act on a vision Getting rid of obstacles of change. Re-allocate time and resources. Encourage risk taking and nontraditional ideas. Allow for failure. Plan for and create short-term wins Make performance improvements visible. Recognize and reward employees involved in those improvements. Consolidate improvements and produce still more change Increase credibility by recognizing improvements and failures. Hire, promote and develop employees who can implement the vision. Reinvigorate the process with new projects, themes and change agents. Institutionalize new approaches Articulate the connection between the new behaviors and corporate success. Ensure further leadership development and succession. 54 STAGES OF CHANGE
TMT Once change is stabilized the TMT will disband Balances the change mobile – handles emotions The transition management team (TMT) consists of a group of leaders in an organization. The report to the CEO or another executive. The TMT members commit >80 % of their time and resources to managing change. T ransition M anagement T eam MANAGING CHANGE 55
56 MANAGING CHANGE #1 Connect and balance all change efforts in your organization #2 …
57 MANAGING CHANGE #3 … #4 …
58 USS SANTA FEE Case Logbook: • David Marquet was Captain of the USS Santa Fee, a nuclear submarine and a high stress environment • The ship was dogged by poor morale, poor performance and the worst retention in the fleet • One day Marquet unknowingly gave an impossible order, and his crew tried to follow it anyway. He realized he was leading in a culture of followers. They were all in danger. He had to fundamentally change things! • Draw a plan, how to change things in such an environment. Use the tools we have assembled so far and the background described in Marquet’s Bestseller “Turn the Ship Around!”
59 WALT DISNEY Case Logbook: • …
60 STARBUCKS Case Logbook: • For years Starbucks had been delivering exciting returns to shareholders serving more than 60 million people each week • The company grew each quarter – until it didn’t • Former CEO and chairman Schultz had to reignite “the third place” when he returned as CEO to Starbucks • Schultz admitted “I feel as if the team and I have to race to fix a sinking ship while at the same time charting its course and setting sail. And at the same time competition and economic waters are getting tougher. • Craft a change program with seven goals: 1) Be the coffee authority. 2) Engage and inspire partners. 3) Ignite the emotional attachment to customers. 4) Expand global presence while making each store the heart of the local neighborhood. 5) Be the leader in ethical sourcing and environmental impact. 6) Create innovative growth platforms. 7) Deliver a sustainable economic model.
61 APPLE Case Logbook: • …
62 KODAK Case Logbook: • …
63 IBM Case Logbook: • …
Class Participation 10% START FINISH Exam 20% (trade) GRADING Presentation 40% (I / T) 64 „The Challenge“ 30% (I / T) Bonus 5% Dropbox Keeper 5% Dropbox Class
CONTACT 65 Jan Nicolai Hennemann Business Mediator, Ind. Engineer, Jurist Senior Project Manager @ SWECO M: +49 171 270 64 17 E: nicolai.hennemann@sweco-gmbh.de
Managing Conflict Crisis Change
Managing Conflict Crisis Change
Managing Conflict Crisis Change

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Managing Conflict Crisis Change

  • 1.
    MANAGING CONFLICT – CRISIS– CHANGE J A N N I C O L A I H E N N E M A N N , M E D I A T O R , J U R I S T , I N D . E N G I N E E R
  • 2.
    SPIRITUAL ROBERT DILTS‘ UNIFIEDFIELD OF NLP IDENTITY BELIEF CAPABILITY BEHAVIOR EVIRONMENT 2 WHY AM I HERE?
  • 3.
    From its beginningin 1958 the NASA program stood under high pressure due to its tremendous costs – a burden the taxpayer had to bear CONFLICT 01 The Challenger and Columbia accidents put the space-program of NASA on hold and under review CRISIS 02 New programs and cooperation between public and private stakeholder were set up to transport humans in space again CHANGE 03 NASA’s vision is to reach for new heights and reveal the unknown for the benefit of humankind. 3 AGENDA
  • 4.
    Almost every conflictcontains within itself the seeds of success as well as the roots of failure Conflict is a theme that has occupied the thinking of mankind more than any other. As we deal with conflict we may not find a treasure, but we improve the soil. CONFLICT 4
  • 5.
    Organizational Conflict • tribalgenocide • headquater vs. division / unit, double agent Institutional Conflict • life vs. death, individual vs. group, young vs. old, male vs. female Systematical Conflict • Intercultural, quantity vs. quality Single Party Conflict • about me • life vs. death, I vs. we, young vs. old, male vs. female Pair Conflict • about you & me • identity, distance, development, transaction, role, competition Group Conflict • about us • jealousy, rivalry, membership 5 TYPES OF CONFLICT
  • 6.
    Values: the waypower should be excercised, moral, ethics etc. have potential to lead to conflict Goals: disagreement on desirable objectives of a department, division Facts: individuals have different definitions, different pieces of information, different impressions of their respective power & authority Methods: parties differ on about the procedures, strategies or tactics to achieve the goal SOURCES OF CONFLICT 6
  • 7.
    7 • Informational factors:when two parties receive limited information about a complex issue, they may well disagree on a problem as it emerges (ancient legend of the blind men and the elephant) • Perceptual factors: evolves as two persons or groups have different images of the same stimulus leading to different interpretation and alternating experiences for the future (paper assignment with no set page limits) • Role factors: individuals have certain position and status in society, project or organisation resulting in constraints and opportunities for them. During interaction these roles get tested and often re-organised leading to friction (your colleague becomes your boss) FACTORS OF CONFLICT (1/2)
  • 8.
    • Environmental factors:Scarcity and uncertainty often lead our intensify conflict situations. An important aspect of conflict stemming from the environment is the degree to which competition is present. Be aware that competition can often be a zero-sum-game (a bank announces a downsizing program to its employees) • Personal factors: These may be the most intractable and intracable conflict sources. Additionally, such conflicts are very difficult to resolve. Usually there is tension about what is (factually) correct and who is (morally) right (two people want to set the agenda or to take charge of a particular topic) 8 FACTORS OF CONFLICT (2/2)
  • 9.
    9 STAGES OF CONFLICT •Phase of anticipation: a manager can anticipate that when a certain information is released, there will be differing opinions about this change • Phase of difference: word leaks out and people who trust one another start to build up tensions with no definite basis of information. Feelings of dispute and trouble arise • Phase of discussion: Officially presented information lays the ground for open discussion to test the firmness of the decision that has been made • Phase of dispute: the discussion resulted in arguments for a change in plans. Arguments meet arguments sharpening clearly defined and valuable points of view • Phase of conflict: individuals have firmly committed themselves to a particular position on the issue, the dispute is now clearly defined. The outcome will be win, lose or compromise 3 2 5 4 1
  • 10.
    R T A S REPRESSING keep differences under cover, emphasize on loyalty, cooperation and teamwork – design controlled environments A VOIDING pick people with similar experience, training background, level of society – design harmonic environments S HARPENING create an arena to fight the issue, clear the topic, rules and procedures upfront T TRANFORMING APPROACHING CONFLICT 10 See differences as enriching rather than as in opposition to each other – „two heads are better than one“
  • 11.
    11 STYLES OF CONFLICT COLLABORATION Meansbehaving in a dominant and supportive, assertive and cooperative way. It is the opposite of avoidance. Dig into an issue to identify the underlying concerns and find a creative alternative to conflict COMPETITION In this mode people are dominant and nonsupportive: be direct | explain later | use this strategy selectively ACCOMMODATION Is behaving in a supportive, submissive, unassertive and cooperative manner (opposite of competition): acknowledge the accommodation | have a rationale (especially when you deal with more people) AVOIDANCE Is behaving in a submissive, nonsupportive, unassertive and uncooperative manner: set time limits | set goals for the time out period COMPROMISE Is the intermediate mode – use this style to find some expedient, mutually acceptable solution that partially satisfies everyone involved
  • 12.
    12 SOLVING CONFLICT Flight: isinstinctively used to avert an external danger. Conflicts can only be managed in the short term with this method. It turns out that the opposing view comes to light in another form or in another situation (more intense). During conflicts, the problem is set aside or denied and the point of conflict suppressed and postponed Destruction: If flight from danger is not possible, an aggressive battle ensues, in which the conflicting parties strive to destroy the enemy. In conflict situations, this behaviour shows itself, for example, through social exclusion, bullying, dismissal, war between nations, murder, etc.
  • 13.
    13 SOLVING CONFLICT Subordination: isselected as a method for managing conflict if those conflicting parties with fewer resources of power come to the conclusion that subordination could bring benefits. Hierarchically organized companies are characterized by subordination. Subordination shows itself in the form of threat, blackmail, war, putsch, bribery, hierarchy, denial and resignation Delegation: The conflict is delegated to a third party to take a decision. In order for the conflicting parties to accept a decision by delegation, one must ensure that this higher authority is not directly involved in the conflict and has no vested interests
  • 14.
    14 SOLVING CONFLICT Compromise: Theconflicting parties must find partial agreement in certain areas of conflict and approach each other. One great advantage of compromise is that the conflicting parties retain their powers in each phase of negotiations. Good compromises involve the negotiations of important aspects Consensus: All points of conflict and sub- aspects of the search for a solution are included in the consensus. The conflicting parties develop a new view of their position from the previously contrary positions, one that is acceptable to both partners in terms of its content, as well as on the relational level.
  • 15.
    15 Case Logbook: • Werun a historic scheduling system for our trains that was designed for hauling coal and grain at low costs • For these commodities it didn’t make much difference whether the train showed up on Monday or on Wednesday • The new CEO set out a vision for intermodal business to compete with truckers to transport cargo from U.S. ports knowing that the economy will increasingly rely on imports • If we will not succeed to become this gateway, others will • Intermodal shippers call for JIT delivery, real-time tracking and centralized hubs rather than siloed systems • The “incumbents” argue with the “newbies” on how to proceed. Create and prepare a role play from what you have learned on conflict so far BNSF RAILWAYS
  • 16.
    16 Case Logbook: • Duringthe last two decades or so our company’s culture was all bout me. My job. My people. My pay. And we have been pretty successful with that • However, the banking industry moves through times of serious change. Just to name a few: internet & direct banking, mobile banking, bit coins, new regulations due to financial crisis, low interest rates, Brexit etc. • Hence we must move to an integrated sales model and act as ONE firm to maximize value for the (few) remaining customers. We have to move fast and jump on the already moving band waggon • The “incumbents” argue with the “newbies” on how to proceed. Create and prepare a role play from what you have learned on conflict so far LEHMAN BROTHERS
  • 17.
    17 Case Logbook: • Ourpurpose is to earn customers for life • There is a controversy about our future product setup • The sales division argues in favor of a “business as usual” approach – the car type GM stands for will be and stay salable on the global market. Especially the demand in growing economies and the trend for SUVs in Europe will guarantee sales and profits in decades to come • The marketing division wants to build a greener fleet. Growth in this segment is larger than in the conventional segments and global low carbon regulation sets the pace • The “incumbents” argue with the “newbies” on how to proceed. Create and prepare a role play from what you have learned on conflict so far GENERAL MOTORS
  • 18.
    18 Case Logbook: • Weare one of the world’s poorest-performing food companies with little product innovation • To slash costs we will eventually take the chicken out of the chicken soup – similar initiatives have raised the company’s earnings and cooled some of the heat coming from wall street • The CEO crafted a new mission statement to “nourish people’s lives everywhere, every day” calling for product innovation and new cross unit business development • With that he also altered the company’s organizational structure from a linear to a matrix setup • The “incumbents” argue with the “newbies” on how to proceed. Create and prepare a role play from what you have learned on conflict so far CAMPBELLS
  • 19.
    19 Case Logbook: • Weare one of the key stakeholders in the global energy transition providing all but nuclear power generators • Products and services for the district heating sector are developed, produced and marketed by our district heating business unit autonomously • A re-organization program foresees that all marketing activities will be handled by a centralized marketing unit and the former district heating unit will stay with product development and production, only • The successful district heating unit argues against this re- organization. Management argues for an integrated marketing unit for “heat” as a whole, including dh, gas, coal, geothermal etc. Create and prepare a role play from what you have learned on conflict so far GENERAL ELECTRIC
  • 20.
    20 Case Logbook: • Weare the hotel in NYC. Our credo serving our guests has been for decades: “The Answer Is “Yes” – What Is The Question?” or “Gentlemen serving Gentlemen” • In recent months we experience harsh competition from international premium hotel brands attracting our customers through excitement, service and lower prices • To become more competitive our CEO decided to cut our staffs’ authority to handle complaints autonomously (especially the eligibility to give discounts and vouchers) • The General Manager of RC NYC argues against this cost cutting initiative as it harms the core values and traditions of RC. Create and prepare a role play from what you have learned on conflict so far THE RITZ CARLTON
  • 21.
  • 22.
    CHOOSING CONFLICT 22 The Artof Conflict Management • The rulebook • The referees • The playing field • Gaps to exploit • Relationships • Energy levels • The outcomes
  • 23.
  • 24.
    48 LAWS OFPOWER 24
  • 25.
  • 26.
    Webster’s defines acrisis as a turning point for better or worse – as a decisive moment or crucial time The Chinese symbol for the word “crisis” called wei-ji is actually a combination of two words: “danger” and “opportunity” CRISIS 26
  • 27.
    In a confidentialsurvey taken by Harvard Business School, 89% of Fortune 500 CEOs see “crisis in business as inevitable as death or paying taxes” 50% of respondents admitted that they do not have a prepared crisis management plan. 42% of those companies that reported having had a crisis in the past still do not have any sort of crisis management plan. Yet 97% of the respondents feel either confident of somewhat confident that they could respond well to a crisis 27
  • 28.
    • Industrial Accidents •Environmental Problems • Union Problems / Strikes • Product Recalls • Investors • Hostile Takeovers • Proxy Fights • Rumors / Media Leaks • Government / Regulatory • Acts of Terrorism • Embezzlement TYPES OF CRISIS Most Fortune500 CEO’s see their companies at least somewhat vulnerable to the types of crisis listed above 28
  • 29.
    45%15% 23%INSTITUTIONAL ISSUES PERSONAL ISSUES 41% Top 4 Sourcesof Crisis In Business MISC OPERATIONAL ISSUES 21% 29 SOURCES OF CRISIS D I P L . J U R . J A N N I C O L A I H E N N E M A N N B . E N G . ( H O N S )
  • 30.
    30 PHASE I The podromalcrisis stage is the warning stage. In many instances, this is a real turning point. PHASE III The chronic crisis stage is the phase that the carcass gets picked clean. This is also the phase of healing. PHASE IV The crisis resolution stage is the fourth and final stage in which the patient gets well again. PHASE II The acute crisis stage is the point of no return after the warning have ended and you passed the prodromal. STAGES OF CRISIS
  • 31.
    PHASE I PHASE II PHASEIV PHASE III Occasionally the prodromal crisis stage is referred to as the precrisis stage. The reason why prodromes are so important to catch is that it is so much easier to manage crisis in the prodromal stage. Sailors at the sea who spot the ominous prodrome of fast gathering storm clouds off in the horizon have no power to stop the acute storm. But knowing what is about to happen gives them the opportunity to batten down the hatches, head for shore, and just generally brace themselves and their ship for the inevitable acute crisis. 31 STAGES OF CRISIS
  • 32.
    PHASE IV PHASE III 32 PHASEII PHASE I STAGES OF CRISIS The acute crisis stage is in many ways the point of no return. If our sailors realize that they cannot make it back to the shore before the storm hits, they at least have the opportunity to pick the spot where they feel they will be in the most advantageous position to weather the storm intact. If the are too close to hidden reefs they have the opportunity and the time to move their ship to the open sea. The acute crisis hurricane is often the shortest of the four phases. But due to its intensity, it often may feel as the longest phase.
  • 33.
    PHASE II PHASE IV 33 PHASEI PHASE III STAGES OF CRISIS The chronic crisis stage is sometimes called the clean up phase. This is also a period of recovery, of self analysis and of healing. With good crisis management skills, it also may become a time for congratulations and for plaudits and for testimonials. Skillful managers will also use it wisely as a good time for further crisis management planning – analyzing what went right and what went wrong. In our sailing example the captain may use the situation to hire further staff or get better weather forecasting equipment.
  • 34.
    PHASE II 34 PHASE I PHASEIII PHASE IV STAGES OF CRISIS The crisis resolution stage end when the patient is well and whole again. But beware and be advised: crisis historically evolve in cyclical fashion, and a crisis sufferer almost never has the luxury of dealing exclusively with one crisis at a time. In reality the light of resolution you begin to see at the end of a crisis tunnel usually is the prodromal light of an upcoming crisis – a real crisis comes in full, wide-screen.
  • 35.
    01 Pre-Crisis Phase: Pre(vention)involves seeking to reduce known risks that could lead to a crisis. This is part of an organization’s risk management plan, selecting and training the crisis management team, and conducting exercises to test the crisis management plan and crisis management team. 02 Crisis Response Phase: The crisis response is what management does and says after a crisis hits. Public relations plays a critical role in the crisis response by helping to develop the messages that are sent to various stakeholders (= multiple publics). Crisis response may be split up in initial crisis response and reputation repair. 03 Post-Crisis Phase: In the post-crisis phase, the organization is returning to business as usual. The crisis is no longer the focal point of management’s attention but still requires some attention. Also this phase may be used for reputation repair and requires decent follow-up communication 35 MANAGING CRISIS D I P L . J U R . J A N N I C O L A I H E N N E M A N N B . E N G . ( H O N S )
  • 36.
    01 Crisis Prevention • Havea crisis management plan (CMP) as standard reference tool (not a blueprint) and update it at least annually. A CMP lists key contact information, reminders of what typically should be done in a crisis, and forms to be used to document the crisis response actions • Have a designate crisis management team (CMT) that is properly trained and consists of public relations, legal, security, operations, finance and human resources personnel. The CMT should know the CMP. The CMT should have a media trained spokesperson (and deputy). • Conduct exercise at least annually to test the crisis management plan and team • Pre-draft select crisis management messages including content for dark web sites and templates for crisis statement. Have a legal department review and approve these messages. 36 PRE CRISIS
  • 37.
    01 Initial Crisis ResponseBest Practices • Be quick and try to have initial response within the first hour • Be accurate by carefully checking all facts • Be consistent by keeping spokespeople informed of crisis events and key message points • Make public safety the number one priority • Use all of the available communication channels including the internet, intranet and mass notification systems • Provide some expression of concern/sympathy for victims • Remember to include employees in the initial response • Be ready to provide stress and trauma counselling to victims of the crisis and their families including employees 02 37 CRISIS RESPONSE (1/2)
  • 38.
    01 Reputation Repair BestPractices • Attack the accuser: crisis manager confronts the person or group claiming something is wrong with the organization • Denial: crisis manager asserts that there is no crisis • Scapegoat: crisis manager blames others for the crisis • Excuse: crisis manager minimizes organizational responsibility by denying intent to do harm and / or claiming inability to control the events that triggered the crisis • Justification: crisis manager minimizes the perceived damage caused by the crisis • Reminder: crisis manager tell stakeholders about the past good works of the organization • Ingratiation: crisis manager praises stakeholders for actions • Compensation: crisis manager offers money / gifts to victims • Apology: crisis manager indicates responsibility and asks for forgiveness 02 38 CRISIS RESPONSE (2/2)
  • 39.
    Return to businessas usual • Deliver all information promised to stakeholders as soon as that information is known • Keep stakeholders updated on the progression of recovery efforts including any corrective measures being taken and the progress of investigations • Analyze the crisis management effort for lessons and integrate those lessons in to the organization’s crisis management system 03 39 POST CRISIS
  • 40.
    40 Case Logbook: • Duringthe Mannesmann trial – that finally ended after a retrial in late 2006 – the CEO of Deutsche Bank, Josef Ackermann, was photographed with a two-fingered Churchillian V for victory when making his first court appearance • The gesture was not related to the Mannesmann trial but to an – in Ackermann’s eyes – “arrogant and stupid move” Michael Jackson performed during his judicial proceedings on sexual abuse that took place in California at the same time • After the photographer denied to sell you – the PR and media team of Deutsche Bank – the picture and persisted to sell it to the press how would you handle this situation with our toolkit? DEUTSCHE BANK
  • 41.
    41 Case Logbook: • OnWednesday, March 28 1979, shortly before 4 a.m. something went wrong at Three Mile Island nuclear plant, Dauphin County, Pennsylvania • It all started with a pump that sends hot water to the steam generator failed for reasons still unexplained • Within seconds “bells were ringing, lights were flashing and everybody in the reactor’s control room was garbbing and scratching” • At 7:02 a.m. company officials notified the Dauphin County civil defense office that they had declared “a site emergency” • It was about 10 a.m. that the President of the United States, Jimmy Carter, was informed. • How would you handle this situation with our toolkit? THREE MILE ISLAND
  • 42.
    42 Case Logbook: • Oilindustry crisis are unique in terms of crisis history and the potential for severe loss and damage • The BP refinery explosion of Texas City in 2005 led to fifteen people dead, 70 injured, a frightened community, and a $1 per barrel increase in oil prices. • The explosion occurred at 1:20 p.m. and was the third fatal accident at the plant within 12 months. • Keeping the crisis history of BP in mind and the fact that BP has been listed by CorpWatch as one of the ten worst corporations – how would you respond to this latest refinery explosion using out toolkit? EXXON – BP – SHELL
  • 43.
    43 Case Logbook: • Inthe early 90s of the last century Continental Airlines was one of the most dysfunctional companies. It had been through two bankruptcies and ten presidents in just ten years. • The company was burning money, there was no strategy and the employee morale couldn’t get any worse • Now, it is time for your team to think about the crisis at Continental: - What questions will you ask? - What is the right structure to solve the crisis? - Where will you start? - How will you monitor your progress? • Use the lessons learned so far! CONTINENTAL AIRLINES
  • 44.
    44 Case Logbook: • Afterthe loss against Stanford during the ‘97 season UT Headcoach Pat Summit approached Abby, one of her players, in a team meeting by saying: “Let’s face it. We are handcuffed because you won’t defend or rebound.” – • Abby then retorted, “I don’t agree” and started to haggle with Pat about what the team should have done against Stanford. • After a while Pat said tightly “Abby, you are stubborn than you are smart. And you’re gonna kill this team with it” • How would you handle this situation with our toolkit? • PS: When Abby graduated from UT she had played three national championships and had won three of them LADY VOLS
  • 45.
  • 46.
  • 47.
    Change is thelaw of life. And those who look only to the past or present are certain to miss the future. (JFK) Three factors must be present for meaningful organizational change to take place. These factors are: (D) Dissatisfaction with how things are now; (V) Vision of what is possible and (F) First, concrete steps that can be taken towards the vision. If the product of these three factors is greater than (R) Resistance then change is possible. D x V x F > R Because D, V, and F are multiplied, if any one is absent (zero) or low, then the product will be zero or low and therefore not capable of overcoming the resistance. CHANGE 47
  • 48.
    • Reengineering • Restrategizing •Mergers • Downsizing • Quality Efforts • Cultural Renewals … because powerful macroeconomic forces are at work, that pushes more and more organizations to reduce costs, improve the quality of products and services, locate new growth opportunities, and increase productivity. Change happens… REASONS FOR CHANGE 48
  • 49.
    SETBACKS FOR CHANGE Allowingtoo much complacency #1 Failing to create a sufficiently powerful guiding coalition #2 Underestimating the power of vision #3 Failing to create short term wins #4 Undercommunicating the vision by a factor of 10 (or 100, or 1000) #5 Permitting obstacles to block the new vision #6 Declaring victory too soon #7 Neglecting to anchor changes firmly in the corporate culture #8 49
  • 50.
    #1 Too muchcomplacency High complacency levels fail transformations. Risk to overestimate ability to force big changes. Risk to underestimate resistance to change. 50 SETBACKS FOR CHANGE #3 Underestimate power of vision Vision helps to direct, align and inspire actions by large numbers of people. Without a guiding vision, each and every choice can dissolve into an interminable, time wasting debate #2 Failing to create guiding coalition Without strong line leadership change teams never achieve the power that is required to overcome sources of inertia #4 Undercommunicate the vision Without credible communication (and enough of it), employees’ hearts and minds are never captured
  • 51.
    #5 Permitting Obstacles Onewell-placed blocker can stop an entire change effort. Whenever smart and well-intentioned people avoid confronting obstacles they undermine change 51 SETBACKS FOR CHANGE #7 Declaring victory to soon While celebrating a win is fine, any suggestion that the job is mostly done is generally a terrible mistake – new approaches are fragile and subject to regression #6 Failing to create short term wins There is a risk of losing momentum for change, if there are no short- term goals to meet and celebrate. #8 Anchor changes into culture Change must become “the way we do things around here” – be specific and give sufficient time
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    52 1. Establishing asense of urgency 2. Creating the guiding coalition 3. Developing a vision & strategy 4. Communicating the change vision 5. Empowering broad based action 6. Generating short- term wins 7. Consolidating gains and producing more change 8. Anchoring new approaches in the future STAGES OF CHANGE
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    Establish a senseof urgency Examine market and competitive realities. Identify and discuss crises, potential crises, or major opportunities. Don’t confuse urgency with anxiety. Form a powerful guiding coalition Assemble a group with enough power to lead the change effort. Encourage the group to work together as a team. Create a vision A vision to help direct the change effort – even when a brick is thrown in your neck. Communicate the vision Use every vehicle possible to communicate the new vision. 53 STAGES OF CHANGE
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    Empower others toact on a vision Getting rid of obstacles of change. Re-allocate time and resources. Encourage risk taking and nontraditional ideas. Allow for failure. Plan for and create short-term wins Make performance improvements visible. Recognize and reward employees involved in those improvements. Consolidate improvements and produce still more change Increase credibility by recognizing improvements and failures. Hire, promote and develop employees who can implement the vision. Reinvigorate the process with new projects, themes and change agents. Institutionalize new approaches Articulate the connection between the new behaviors and corporate success. Ensure further leadership development and succession. 54 STAGES OF CHANGE
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    TMT Once change is stabilizedthe TMT will disband Balances the change mobile – handles emotions The transition management team (TMT) consists of a group of leaders in an organization. The report to the CEO or another executive. The TMT members commit >80 % of their time and resources to managing change. T ransition M anagement T eam MANAGING CHANGE 55
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    56 MANAGING CHANGE #1 Connect andbalance all change efforts in your organization #2 …
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    58 USS SANTA FEE CaseLogbook: • David Marquet was Captain of the USS Santa Fee, a nuclear submarine and a high stress environment • The ship was dogged by poor morale, poor performance and the worst retention in the fleet • One day Marquet unknowingly gave an impossible order, and his crew tried to follow it anyway. He realized he was leading in a culture of followers. They were all in danger. He had to fundamentally change things! • Draw a plan, how to change things in such an environment. Use the tools we have assembled so far and the background described in Marquet’s Bestseller “Turn the Ship Around!”
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    60 STARBUCKS Case Logbook: • Foryears Starbucks had been delivering exciting returns to shareholders serving more than 60 million people each week • The company grew each quarter – until it didn’t • Former CEO and chairman Schultz had to reignite “the third place” when he returned as CEO to Starbucks • Schultz admitted “I feel as if the team and I have to race to fix a sinking ship while at the same time charting its course and setting sail. And at the same time competition and economic waters are getting tougher. • Craft a change program with seven goals: 1) Be the coffee authority. 2) Engage and inspire partners. 3) Ignite the emotional attachment to customers. 4) Expand global presence while making each store the heart of the local neighborhood. 5) Be the leader in ethical sourcing and environmental impact. 6) Create innovative growth platforms. 7) Deliver a sustainable economic model.
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    Class Participation 10% START FINISH Exam 20% (trade) GRADING Presentation 40% (I/ T) 64 „The Challenge“ 30% (I / T) Bonus 5% Dropbox Keeper 5% Dropbox Class
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    CONTACT 65 Jan NicolaiHennemann Business Mediator, Ind. Engineer, Jurist Senior Project Manager @ SWECO M: +49 171 270 64 17 E: nicolai.hennemann@sweco-gmbh.de