Conflict Moderation

Con­flicts arise when dif­fer­ent opin­ions, atti­tudes and action strate­gies come togeth­er. The ques­tion is: To what extent are par­tic­i­pants able and will­ing to con­scious­ly deal with the under­ly­ing emo­tions and needs?

This is where our con­flict mod­er­a­tors come in. In emo­tion­al­ly dif­fi­cult sit­u­a­tions, we work e.g. with the non-vio­lent com­mu­ni­ca­tion accord­ing to Mar­shall Rosen­berg. Non-vio­lence is to be under­stood as a life atti­tude: Avoid­ing harm­ing and injur­ing oth­ers. In thoughts and in deeds. Renounc­ing the use of lan­guage that makes oth­ers respon­si­ble for one’s own feel­ings and has the propen­si­ty to incite conflicts.

Our mod­er­a­tions are help­ful not only in the event of con­flicts between col­leagues, but also with­in a team and between man­agers and employ­ees. In change process­es, our con­flict mod­er­a­tion also offers com­mit­tees such as boards of direc­tors and works coun­cils new ori­en­ta­tion and strength.