In an international team a conflict escalated over the distribution of workload, overtime, and holiday planning. The tense market situation did not allow for any loss of efficiency, quality, and time. As a first step towards conflict resolution, I interviewed each team member. The gained hypotheses about the cause of the conflict resulted in the design and implementation for a workshop lasting several days. It was possible to re-establish a common basis for discussion in the team, to clarify important processes and to agree on new rules of the game.
STRATEGIES FOR EVOLVEMENT
In my interviews the triggers for the conflict were described as: higher customer demands, unclear work orders, high time and quality pressure but unchanged staff count. New projects were constantly being started. The distribution of tasks was perceived as unfair, there were accusations of over- and under-performance. In our workshop, the catalogue of services was sorted out and prioritized based on the actual resources. Important core processes were made transparent with flow diagrams. New functional descriptions were established, and tandems were formed to close the professional knowledge gaps.