Conflict management

What it is about

A conflict training course set off a process of change in me personally that led me to coaching. Since then, dealing with conflict constructively has been one of the topics closest to my heart.

Unresolved conflicts cost energy, motivation and often good employees as well. Addressed early, they become an opportunity for better collaboration.

Typical situations

• Tensions between colleagues
• Conflicts between business departments and IT
• Disputes over responsibilities after a restructuring
• A strained working relationship with a manager
• Recurring escalations in projects

How I work

1. Individual interviewsEach side describes its view in confidence.
2. Conflict analysisWhat is really at stake? Which interests and needs lie behind it?
3. Resolution meetingA facilitated conversation with clear rules.
4. Develop solutionsThose involved work out viable agreements themselves.
5. Follow-up meetingIs the agreement holding? Does anything need adjusting?

Methods and tools

• Active listening
• Nonviolent Communication
• Glasl's stages of conflict escalation
• Four-sides model of communication
• Working with the inner team
• Solution-focused conversation techniques

What you receive

• Understanding of the other side's point of view
• Written agreements
• Collaboration that works again
• Ideas for preventing conflict

Frequently asked questions

When should you bring in outside help?

At the latest when conversations between those involved no longer lead anywhere, positions harden or the work noticeably suffers. The earlier, the easier the resolution.

Do the conversations remain confidential?

Yes. All information is treated confidentially and only passed on with express consent.

Do you decide who is right?

No. I am on the side of all parties equally and help those involved to find a solution themselves that works for everyone.