Works Council

Changes threaten almost always firmly established or ritualised life and behaviors long proven paths of the reality of life are suddenly no longer accessible. Since the new ways often still not recognizable or by Uncertainty and lack of transparency are concerned, new paths must be found, until a stable equilibrium is restored. Changes can trigger strong emotional responses, depending on the level of personal concern. The stronger the emotional involvement, the accompanying emotions such as anger, outrage, anger, disappointment, discouragement, resignation, etc. are stronger examples of strong reactions when changes such as: discussions about the necessity and the importance of the measures adopted in involvement of stakeholders stakeholders are positioned in Saviour roles and / or the stronger the loyalty of employees on existing victim roles is derogatory and personal attacks against officials in the corresponding management functions, the potential resistance of the status quo guardian against change is all the stronger.

The binding runs on the core values on which the business model of the Company is built. This knowledge is essential for the planning and implementation of changes. In the first phase, it is therefore particularly important to understand the existing culture of values. 2 phase: A good preparation is half success each change project will have planned and projected the experiences with change measures, mostly through involvement of external consultants or parent entities. Such a project can only succeed if the top management, key stakeholders and the Works Council as promoters show flag. In the creation and design of the planned change activities are to keep in mind the following points: 1 exact figures, which proves the need for the proposed measures and provides information on the estimated cost of development, as well as the accurate market data, is a prerequisite for the net change planning. And this not only in the economic sense, but also to document the moral need to change.