PCM in Action During a Restructuring – A Case Study
PCM operates under the “Communication” label and, understandably, evokes the corresponding associations. It thus joins the ranks of countless other tools and methods that claim to explain to us how communication works. They teach us techniques for understanding one another well, for ensuring that information reaches the recipient from the sender without loss, or for fostering a meaningful exchange. Yes, PCM can do that too—only better. But all joking aside, PCM can do more.
A Challenging Starting Point
A restructuring is on the horizon at a large company. The stakes are high; there’s a lot at stake. As is always the case with such projects, they involve risks. The “losers” face the threat of losing their jobs, being demoted, or at least seeing their positions downgraded. The “winners” stand to be promoted, gain greater importance, and/or see their pay increase. Planning the restructuring makes it clear that this will be an organizational development process that will stretch out over at least a year. It’s foreseeable that this will turn into a grueling marathon—not because those involved want to put themselves through such an ordeal, but because the situation is complex and the external factors are diverse and unpredictable.
I’ve been assigned responsibility for the process and will serve as a coach. An assessment of the situation makes it clear that I’m in for a year of intense interpersonal conflicts. As always, these conflicts will severely hinder progress on the matter at hand. There’s the usual risk that I’ll have to spend 80% of my time dealing with conflict resolution, and that the contributions based on my technical expertise—which the company expects from me—will fall by the wayside. How should I proceed in such a situation to ensure I don’t lose control of the situation?
PCM—the toolkit for smoothing out the rough edges of a challenging project.
As part of the situation analysis, I was able to secure the client for a three-session PCM training course.
- Lesson 1: What exactly happens during communication?
- Lesson 2: How to Communicate Effectively.
- Main Lesson 3: The Team and Its Distress Patterns
Through intensive work, we compiled a team overview based on the personality profiles of the executives involved. We compared strengths and weaknesses, analyzed distress patterns, and anticipated conflicts. Thus prepared, we embarked on the restructuring process.
I have never before had the opportunity to lead an organizational development initiative in such a tense environment, with so little intervention on my part. The skills the managers acquired through the PCM training enabled them to identify virtually all conflicts before they escalated and resolve them immediately.
I have never seen so many laughs during the resolution of conflicts. I have never experienced a leadership team in a restructuring process that so effectively aligned the newly created roles and responsibilities with the existing strengths and weaknesses of the individuals and accommodated them. I have never been able to engage so deeply with the subject matter in a comparable project without being consumed by difficult conflict resolutions.
The customer is satisfied
Over the course of the process, the leadership team has grown into a strong, cohesive group. They tell me today that they’re getting twice as much done as before and having fun doing it. And when I ask them why that is, they tell me:
- "Ever since I learned about PCM, I've been able to understand how my teammates behave. I can put it into perspective, and I no longer take it personally."
- "I now realize that things that aren't a challenge for me can certainly be a problem for others on the leadership team. That helps me find common ground without letting things escalate into a conflict."
- "PCM has opened my eyes. I can recognize emotional disturbances very quickly and respond to them constructively. As a result, we’re now able to work together in a much more objective manner."
Zurich, March 2021
