Examples of my work

Intercultural conflict management during the formation of a company in the Czech Republic

Initial situation:
The formation of a German company in the Czech Republic sees delays as well as tension between German managers and Czech co-workers.
Course of action:
3-day on-site workshop with detailed problem analysis and intercultural coaching for the German managers. Concept development & implementation of a preparatory training programme for all future German on-site co-workers. After 2 years a follow-up workshop for German and Czech managers.


Crisis intervention with virtual intercultural teams
Initial situation:
During the introduction of a new production planning software in a multinational corporation tensions arise between German and Asian colleagues, leading to delays and problems with quality.
Course of action:
Problem analysis via phone interviews with team members and evaluation of critical e-mail communication
Intercultural competence workshop with team members in the head office, establishment of understanding and approaches to the problem
Follow-up workshop after four months: review of the changes in the course of action, analysis of the actual status quo, further development of the approaches, case supervision


Coaching for negotiations with Indian business partners
Initial situation:
The marketing manager of a German small-scale company wants to take over the negotiations himself after some difficulties with his Indian-American customers. He wants to prepare for the negotiations during a 1-day coaching.

Course of action:
Preparation of a detailed situation and partner analysis. A negotiation strategy is developed using methods from systemic consulting and intercultural research. Completion of the mentoring composed of extensive follow-up telephone calls.

Counselling in the course of a change process
Initial situation:
The engineering-department of a Dax-noted company is going to be restructured. A new team will be implemented that will relieve the senior engineers from certain routine tasks, that will be processed faster because of that change. With the introduction of the new team many concerns are raised (denigration of own work, loss of jobs, loss of quality, etc.) but also expectations (getting rid of other unpleasant tasks, clarifying old conflicts, etc. ).

Course of action:
To assess expectations and concerns related to the change, I interviewed people from all areas effected by the new approach. On the basis of these interviews a communication concept is developed and we design a meeting to inform the 200 people that are affected by the change. The meeting is held several teams with about 20-30 participants each. The meeting contains following elements:

  • Reducing uncertainty through information about the concrete effects of the change for each job linked to the new team (supported by a self-scripted video that shows a typical day of the future colleagues)
  • Live Interview with the head of department, where I ask all the questions and concerns that have come up in the interviews
  • Open discussion and answer-questions session with the responsible team- and department leaders 
  • Outlook, next steps

Duration of the meeting: 2,5h, 1,5h discussion and question/answer session; 20-30 participants in each meeting;all meetings within two weeks

Half a year after the introduction of the new work group, I received this feedback from the customer:
„ [...] it's really great. We have lots of requests for support and colleagues who want to transfer processes to our team.  [...the new work group] is fully integrated and accepted [by the senior engineers] as highly competent colleagues. We fully hit the target!"