Conflict Management
Approaching conflicts pragmatically—calmly and grounded—pays off.
The Four T’s to Consider:
Tempo, Timing, Depth, Tone.
First, understand:
- What (Value, Subject, Fiction/belief system, Fact, Person) is present but not allowed to be?
- What emotions are involved? Whose emotions?
- If these emotions were acknowledged, what would the real issue be?
Key questions:
- Who is involved? What are the surface-level and deeper issues?
- What does each party want to achieve? What is under the grownup professional skin?
- maybe a childish subconscious goal What beliefs shape their/your perspectives?
- Is there common ground?
- How can we express appreciation for opposing positions?
- (when you stop having fun, it s when the fun starts.)
- What do we gain from clarifying our own stance?
- Who benefits from the conflict?
- What would we gain by resolving it—or cooling it down? Softing the edges? Build a little bridge? sing in another groove?
Being conflict-ready means being stable and adaptable.
- A different opinion is just that—an opinion, not a threat.
- A different value can exist alongside mine, even if I prefer agreement.
- My opinion is just one among billions.
- Just because someone agrees with me doesn’t mean I’m right.
- Just because someone disagrees doesn’t mean I’m wrong.
- A verbal or physical altercation is uncomfortable but not the end of the world.
We tend to react as if we’re under attack by saber-toothed tigers, even though we live in a modern society governed by laws. When someone yells, it’s just a stressed-out mammal making noise. Many conflicts stem from internal pressures rather than real danger.
Example:
A nervous medical assistant learned to take blood samples from “native Germans” by calming herself and her patients through voice and words. Practicing this in training helped her resolve inner and team conflicts.
“War is the father of all things.” – Heraclitus
“The brain’s primary function is communication, not thinking.” – Prof. Fuchs, Neurobiologist
Being strategic, assertive, and flexible makes us truly playable—ready for creative collaboration.
Nonviolence is the refusal to use force, not a victim mindset.
Power dynamics:
- Those who want less often hold control in relationships where one must convince others.
- Those who want more—or have more power—control resource allocation.
In Training, You’ll Explore:
- The benefits of conflict—when to avoid or embrace it.
- Unnecessary vs. necessary conflicts.
- Effective resolution patterns.
- Systematizing what already works.
- Recognizing your conflict habits.
- Conflict dynamics: Cooperation, competition, withdrawal, or adaptation?
- Strategies like L.I.M.O., the Harvard Method, and (Nonviolent) Empathic Communication.
- Practicing de-escalation and resistance techniques (e.g., M.I.).
- Self-reflection: Which conflicts do you overlook? Which ones linger too long? Which could be avoided?
Goal:
Simple, adaptable strategies for changing environments.
Daily mental and physical exercises for calm energy, alertness, and mindfulness.
