Talking to each other, engaging in dialogue, exchanging thoughts, discussing visions – this is the basis for achieving change both in ourselves and together.
Only when dialogue is possible can (conflict-) transformation take place.
It is crucial that managers, team leaders and people in the public eye precisely formulate ideas, goals, plans, changes and success to all relevant stakeholders.
Failures and disruptions should also be clearly communicated without reference to values. This is necessary in order to collaboratively implement targeted measures to improve specific situations and performance.
Motivate yourself and your team to become capable of action.
Turn your ideas and visions into planned actions.
Formulate a goal without “ifs and buts” in order to use resources efficiently and avoid conflict over decisions.
See change as an opportunity – locally and globally – on both a small and large scale.
Each individual change redesigns the systems in which we live and move.
Willingness to change means getting out of comfort zones, learning new behavioral patterns and becoming aware of the positive and negative consequences of our actions. Change is the willingness to commit to goals AND to distance oneself from them.
Motivators include changing demands on oneself and the environment as well as dissatisfaction with the current situation.
In order to transform a system and to counteract dysfunctionality, a willingness to adapt structures and optimize functions is required. A system change is initiated by changing the identity, structure and sequence pattern of internal control and decision-making processes. A process of democratization occurs. We aim for conflict-competent actions within and outside systems of action, the establishment of constructive relations between the (conflict-) actors and the support structures that make lasting peace possible. New framework conditions are created for living and working together and for the integration of all participants in the system .