“Who did it wrong?”
Often in conflicts the “guilty one” is searched for - hoping with reprimanding, transfer or dismissal the problems have been solved. Usually quite the opposite is true since the “guilty ones” often function as symptoms of unresolved problems within a company. If they are excluded the conflict may erupt with intensified force elsewhere. For a lasting resolution the underlying dynamics of a conflict have to be considered.
First step to a resolution: Acknowledging
The first leap is acknowledgement which means actually recognizing the invisible positive intentions in negatively assessed behaviour. It is imperative to understand how prejudices in thinking, feeling and behaviour arise.
Second step: recognizing system dynamics
Using the constellation method underlying system dynamics leading to conflict become visible.Systemic simulation indicates necessary steps towards a practical solution.
Third step: Mediation and implementation
Suitable measures towards finding a functioning and stable structure are f.i. interface team and mediation processes between the conflict parties. As the coach supports this process from outside the corporate system he or she can facilitate sustainable resolution.
The invisible second structure
An informal structure usually exists behind or underneath the official structure with its job descriptions. Top positions of this invisible hierarchy are habitually in the hands of secret leaders. Team difficulties often have their roots in a conflict between official and unofficial structure. Apart from official goals and agreements invisible rules are regulating rank and affiliation in the company and actually influencing your corporate culture. Hence success of a team can only be obtained considering both levels, the official and the concealed one.
How to recognize team conflicts well in advance
- introduce systemic team monitoring
- practice clear and open communication
- learn to deal with different individual perceptions
- learn to find a common denominator in situations of discord
- lead your team in a relaxed and effective manner
Change your approach towards stress
Stress is not a fate but a result of your own learning experience. That's why a relaxed way of dealing with demanding and difficult situations can likewise be learned.
You can learn:
- to stretch your limited time and remain calm in the midst of hectic
- to gain strength and relaxation from creative mini breaks
- to centre yourself with simple practical exercises
- to remain stable and self confident in disputes
- to change negative thinking patterns effectively into positive ones
- to strengthen health resources by applying meditation in a practical way
Leadership is first of all: to be clear in mind and heart and to be able to deal with yourself. That ability is infectious. Beyond that leading means: keeping a systemic overview, provide orientation and act responsibly.
- Leadership approach
- Systemic leadership
- Management style
- Appropriate leadership
- - intrinsic motivation, extrinsic motivation
- - communication styles
- - basic tools of leadership
Teamleader competence is a must for executives. Beyond classica l management proficiency teamleadership skills means:
- You know accept and integrate each team member
- You are accepted as team leader by all team members
- You can reach a consensus for clear team decisions
- You can reconcile between conflicting personalities in the team
- You can accept and productively moderate conflicts
- You are committed for the goals of the team
- You create an atmosphere of confidence and togetherness in the team
- You bring in your knowledge and experience only if needed
- You recognise blind spots and reduce counter productive behaviour
Enhancing efficiency in your goal orientation it is not enough to just focus on behaviour- since behaviour is simply the expression. Causes for success and failure are incorporated into your programme. Pay attention to the “human software” and learn to transform it in such a way that it serves your goals.
Learn how to:
- understand the cycle of your results
- exceed unnecessary self limitation
- clarify and pursue your objectives appropriately
- exercise daily creative correction processes