Conflict Coaching

VIEWED AS OPPORTUNITIES, CONFLICTS OFFER
POTENTIAL FOR DEVELOPMENT .

What do we mean by CONFLICT-Coaching?

Conflicts bring tensions to the surface and thus offer the opportunity to work through them - provided that those involved can deal with the situation constructively. This means maintaining self-control throughout the conflict situation and being aware of your goals, emotions, needs and values. However, the escalation of conflicts leads to stress reactions and a spiral of mostly unconscious and destructive behavior - for people, teams and organisations.

In a mediative process, a coach can act as an independent third party (neutral and impartial) to promote communication between the conflicting parties and support them in independently finding a solution to the conflict that is acceptable to all parties.

SYSTEMIC CONFLICT COACHING looks at the interactions between people, team dynamics and the organisational context.

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Conflict coaching with KAOS (individuals)

Conflicts at work are extremely stressful. They affect personal well-being, mental health and have an impact on motivation and work performance.

In coaching, we help to restore self-control, the ability to act and access to one's own resources. The safe space enables you to deal with your own emotions and needs and to reflect on your own conflict behavior. Building on this, concrete action strategies can be developed and, if necessary, conversation situations with one of the conflicting parties can be prepared. In a mediative process, the conflicting parties can be supported in finding a viable solution to the conflict on their own.
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Conflict Facilitation (Teams)

Where there are people, there are human beings. And conflicts are inevitable. It becomes difficult when a team culture does not allow conflicts to be dealt with constructively. Simmering social tensions and conflicts are enormous drivers for stress at work.

With focused and professional conflict moderation, teams in complex or difficult situations can gain clarity about the next steps. Areas of tension are made transparent and emotional sensitivities are brought to the table. This activates resources in the team and enhances solution-oriented perspectives.

Facilitation by an external person helps to avoid conflicts of interest (for example in the leadership role) and to address issues in a focussed way.

It's not about everyone loving each other afterwards - it's simply about the team being able to work again.
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Typical reasons:

Open or subliminal conflicts hinder team work
Things are no longer running smoothly in a team
A team has been newly formed and needs to find good performance as quickly as possible
The team is already working well together and is looking for ways to further increase efficiency
Moderation of complex retrospectives or planning in agile processes