The key issue is how you cope with conflict.

I. Description of the results: results achieved so far after implementing conflict management training 

for our different clients.

  • The number of conflicts in the company remains the same, but the way of dealing with it has changed very much. Even the move from looking for the culprit to a focus on problem-solving is a big step in the right direction.
  • In the meantime, there is an early warning system and there is institutionalised conflict avoidance, there is a relaxed and confident way of dealing with all the issues which are experienced as difficult. Conflicts are welcomed and used as a means of reflection and self-control and there is a basic willingness to take advantage of the power inherent in conflict creatively.
  • After training sessions on conflict discussions with clients, our participants reported the following:  "Project management was now faster, more effective and of higher quality."
  • A further result was that organisational (structural) issues became clear, could be described and thus prepared for the next step of change.


II. Initial situation: The situation in your company requires competence in handling conflicts. For example,
in the company it is found:

  • that solutions are just difficult to develop and this causes frictional losses,

  • necessary conflicts are not presented at all because the need for harmony is so great,

  • the fear of possible loss of face or uncontrollable dynamics is too great,

  • Up to now, conflicts have not been constructively resolved and therefore resolving conflicts is more likely to be avoided
    and much more.


III. The result is for example that:

  • one has to identity regularly the one responsible in the case of failure - to find culprits, the scapegoats...

  • collaboration between departments is more likely characterised by mutual accusations and "solutions" consisting in
    defining the one responsible

  • or cooperation has worked out in such a way that one meets at the smallest common denominator

  • people have the feeling to remain below their possibilities despite great effort

  • solution processes repeat and still do not lead to sustainable success

  • the description of reality needs an euphemistic language

  • you often hear that those "ones" or the "others" are marching in different directions

  • Put across mostly the same opinions


IV. Requirements: In order to face these effects, sustainably effective measures, which are appropriate for the organisation, are necessary for qualifying in conflict management.