Business Mediation cases

  • Case Business Mediation

    Manufacturer in The Netherlands Failure group leader logistics View case
  • Case Conflict- and perspective-coaching

    Medical company in The Netherlands Reorientation director View case

Change cases

  • Case Strategyworkshop

    Retailer in The Netherlands Lagging perfomance View case
  • Case Open Space Workshop

    Developer in The Netherlands Merging two development teams View case
  • Case Integral workshop

    Manufacturer in Germany Increase of production output View case

Complexity is the prodigy of the world. Simplicity is the
sensation of the universe. Behind complexity, there is
always simplicity to be revealed. Insinde simplicity,
there is always complexity to be discovered.

Gang Yu

Case Strategyworkshop

Retailer in The Netherlands

Lagging perfomance Initial situation

The performance of a retailer lags behind. Various process interventions, improvement measures, personal discussions and incentives have no effect. Shortly after the first, the second reorganization follows.

LANZ inventories the situation with the team leader and organizes a workshop. Here, the team leader announces the necessary second reorganization and then leaves the room. His team members reflect the message and then – independently – develop alternatives to change the situation. The team leader comes back and listens to the

ideas of his team. He evaluates this at a later date and sets out what measures he wants to implement and which not. He links his decisions back to the team. The team, in turn, further elaborates the approved alternatives, adjusts them if necessary, and implements the action.

By alternately presenting and reacting to it, and by independently developing and executing alternatives through team members, space, understanding for one another’s standpoints, problem-solving abilities, and finally pooling forces for the second reorganization arise.

Net time investment: 1 preliminary discussion, 2 workshops.

Focus on the journey, not the destination.
Joy is found not in finishing an activity
but in doing it.

Greg Anderson

Case Open Space Workshop

Developer in The Netherlands

Merging two development teams Initial situation

The head office decided to merge two development teams. In the Netherlands, there is a wait for formal approval by the works council. What exactly needs to be done to bring the teams together successfully is unclear.

LANZ starts with one-on-one talks with the “staying” and the “leaving” team leader. The aim of the one-on-one interviews is to identify the topics which, in their opinion, must be dealt with in order to promote the development of the new team. The team leaders then discuss their visions together and agree on how long the leaving team

leader will be involved. In the next step, the staying team leader presents his ideas to the managers and agrees the next steps. Teamleaders and management opt for an open-space workshop with all staff to address all issues. In a second workshop, the same participants develop first frameworks for the identified topices. Independent workgroups, supported by peer intervsion, then develop an approach and implement tailor-made plans aligned with management.

Involving all participants from the very beginning in a step-wise and well-informed manner as a co-designer of the new team creates common ground and acceptance as well as a clear picture of the scope of the teamintegration.

Net time investment: 1 preliminary discussion, 2 workshops, 3 supervisions, 1 coaching.

The best way to predict the future
is to create it.

Peter F. Drucker

Case Integral workshop

Manufacturer in Germany

Increase of production output Initial situation

One of the key performance indicator oft he production facility is the production efficiency. Despite continuous attention and interventions, it is not possible to increase it. As a result, the number of units is structurally below plan so that delivery obligatoin are not well met.

LANZ starts with individual interviews with the members of the management team and inventories the personally perceived factors that hamper efficiency, control and control. LANZ reflects these issues in a joint meeting with management and helps them to develop a shared vision. In a joint workshop, the management presents their

analyzes and ideas to the team leaders, foremen and machine operators from the factory. Then they leave the meeting. The operational staff subseqeuntly shares their views and develops suggestions for improvement from their own perspective. LANZ helps to translate these into concrete measures and planning. The team-leaders then present their suggestions to the management, who later makes comprehensible decisions from the plans.

By analysing at all levels of the company, which aspects may affect the efficiency increase, and exchanging ideas and insights transparently, safely and in a structured manner, a breakthrough results and the production efficiency improves significantly with minor adjustments.

Net time investment: 3 interviews, 1 preliminary discussion, 2 workshops.

Case Business Mediation

Manufacturer in The Netherlands

Failure group leader logistics Initial situation

The logistics group leader succumbs to increasing work pressure and fails. The medical officer recommends resuming contact between “employer and employee” with the help of an independent third party.

LANZ begins with one-to-one interviews with the employee and the employer to identify their positions, interests and expectations. LANZ then proposes a joint discussion and summarizes the framework conditions for this. Both parties can agree.

In the joint discussion, the employee and the employer explain their points of view.Together, they create an agenda that offers space to take a deeper look at all topics and to work out the resulting solutions.

By exploring the viewpoints with mutual respect and in a secure manner, contact and trust can be re-established, creating room for new alternatives.

Net time investment: 4 sessions, whereof 2 individual.

Case Conflict- and perspective-coaching

Medical company in The Netherlands

Reorientation director Initial situation

A managing director gets entangled in the same situation again and again. He builds up increasing frustration. The inspiration for a new direction is lacking and his energy is limited.

LANZ begins with an inventory of which topics and persons hinder the CEO in the current situation and formulates possible directions to look at.  The director adds his most important work (and life) experiences and (latent) desires and needs in a series of follow-up interviews.

This gradually creates a clear picture of its possibilities. On the basis of a roadmap that leads him from “a to b”, he fills in concrete steps. LANZ coaches and guides the transition with reflections in personal conversations.

Through supportive, holistic and open reflection, insight and confidence in one’s own room for maneuver are created and alternatives become visible, breaking the status quo.

Net time investment: 5 sessions.

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