Interface optimisation
The production and technology divisions of a foodstuffs producer wish to improve their cooperation.
The commission to Process One to carry out a programme for interface optimisation comes about as the follow-up order arising from the development of a production division. In the course of their own developmental process, the management and employees of this division realise that their relationship to the technological division is characterised by prejudices, misunderstandings and reciprocal blaming. There is no communication and reciprocal respect.
First, the directors of both divisions sit down together and work out a timetable of how best to proceed with the support of Process One. Already at this point, the employees of both divisions are included in the process via a survey. It becomes quickly clear that various cultures dominate in the divisions, but that it is prudent for all parties not to close themselves off from each other, but rather to reach out to one another.
In the next step, we draft a list of main topics separately with the management of both divisions which they present at the subsequent joint seminar. Here, questions are asked such as “What do we value about you?, “What do we wish to have from you?” “How would we like to be regarded?” The management personnel at all levels participate: Foremen, team leaders, divisional and departmental directors.
Finally, the large joint seminar is a workshop over two days. Under our moderation, the lead-in to this is formed by a reciprocal presentation in which the previously addressed issues are presented and discussed. This is followed by a one-day Add Venture Projekt® with mixed groups. The various cultures and behaviours are quickly and clearly revealed. In the subsequent reflection, the images are compared and solutions are created for a better cooperation. Furthermore, it is concretely determined how an improvement in reciprocal dealings can be assessed.
With great pride, both divisions later present their initiatives to the staff meeting and in the employee journal. A joint excursion and two workshops per year are supposed to help in the future to solidify and expand the new understanding for one another.
