impact c&c coaching and conflict management

In conflicts, we are inclined to think that since I am right, my adversary is necessarily wrong, and the challenge is just to proof it and make the adversary acknowledge defeat. 👉 “I could be wrong, you could be wrong, we could both be wrong” 👈 is most probably meant to make us rethink what is often our gut reaction in a conflict. Conflict behaviour is emotion-driven and this phrase can make us step back and consider the possibility that 👉 I could be wrong 👈 (or at least, that a different position than mine is legitimate).   This reminder can be helpful to open the way to de-escalate a situation and to resolve the conflict. And yet, as mediators we have a different perspective. In a conflict all parties have their own perception of what is going on. This is their “truth”. The aim of a mediation is that this “truth” can be acknowledged by the respective other party. And thus the parties can agree that 👉 “we are both right” 👈. #impactcoachingandconflictmanagement #LORENZEN #conflictmanagement #leadershiptraining #emotions #mediation #selfmanagement

⚡️Conflicts are part of business life.  ❗️Each organization must be able to handle conflicts. 👉Mediation is one way to do this. ⚠️Mediation is most effective, if a few prerequisites are met. 👉 Learn how to use mediation effectively to turn conflicts into opportunities for growth. 👉 Join our first live-event "how to use a mediator" in our series "impact blueprints für die erfolgreiche unternehmensinterne Bearbeitung von Konflikten" 📅 Dienstag, 29. Oktober 17 Uhr 👉 https://lnkd.in/eaZYEA_Q #impactcoachingandconflictmanagement #LORENZEN #conflictmanagement #leadershiptraining #emotions #mediation #selfmanagement

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Workplace conflicts can turn out costly for each company. Workplace conflicts cause frictional losses: the capacity to work, to cooperate and to perform deteriorates, wellbeing and health are affected and corporate benefit endangered. Handling and resolving the conflict and remedy damages caused entails costs: the use of internal resources (leadership time, HR-time, legal staff) or external (mediation, coaches, team development professionals etc.), litigation costs and also recruitments costs. 👉 How come that they can be a positive investment rather than sunk costs❓ Already in 2009 KPMG released a study offered the important distinction between “functional” and “dysfunctional” conflict costs.  Take a look how not all expenses spend on solving workplace conflicts are a financial loss for a company and consequently to be avoided. #impactcoachingandconflictmanagement #LORENZEN #conflictmanagement #leadershiptraining #mediation #globalmobility

As "impact c&c" we deal a lot with learning processes. I recently came about an article in neuroscience news which confirmed a gut feeling I always had: The importance of sleep in processing what we have experienced during our waking hours is common knowledge these days. But apparently what happens during sleep goes further than that and reveals an exciting new aspect. A recent study from Rice University and Michigan University which looked into the relationship of sleep and learning points out that 👉 👉 We are also able to explore alternatives reactions to our experiences during sleep, and can thus anticipate future events!👈 #impactcoachingandconflictmanagement #LORENZEN #conflictmanagement #leadershiptraining #emotions #mediation #selfmanagement

There is one core issue in dealing with geographical or spatial distance which has undergone a perhaps revolutionary re-definition. This is our understanding of ⭐️“presence”⭐️. Seemingly physical distance precludes presence - if one does not share the same physical space with somebody else, one is not there, one is not present. But this former reality has become sort of unhinged. If during a conference in London a speaker addresses her audience online from Paris - is she present or is she not❓ Well, a physicist will have a clear answer to that. But what is your answer❓ She is digitally present❓ And what does that mean❓ This might seem a bit of an academic question, but, as we will see, for remote leadership it is a very real and concrete issue. There has been some research on this question with interesting results. One study goes back to 2014. Then an Australian study dealt with the question if virtual therapy conducted via telephone or video platforms works as well as in-person-sessions. For Australia with its vast distances finding means to bridge distances other than by physical travel is vital. So the question of supplying patients throughout the country with adequate psychological support through virtual therapy was an interesting path to follow. But for psychological support it is of utmost importance to create a strong and intense link between therapist and client. So, it was investigated if and in how far people in this setting did indeed feel that the other person was fully or only partly present. The result was that the overwhelming majority felt that they were completely present. They even described their experience as feeling to be in the same room rather than in a geographically different location. This is what is called ⭐️social presence⭐️: the state of mind where people are “there” with all their senses and where they connect to the issues at hand and to the other people. And to be clear: being “socially present” does not refer to those virtual events when everybody meets to chat with a glass of wine in front of their screens. It has to do with attention, but it also has to do with how much the participants get involved, how much they show of themselves, how “true” (sincere, genuine, be her/ his true self) they are and can be, and how they (can) actively engage. Remote collaboration offers a lot of “means” to be “digitally” present but to establish virtual social presence needs reflection and proactive steps on the part of the manager. So, as a remote team leader: how do you make sure, that in remote collaboration you and your team establish the social presence necessary to perform at the high level required and in a way that this presence can be maintained in the long term❓ Watch out for the next parts of this series to read about our answers to this question❗️ #impactcoachingandconflictmanagement #LORENZEN #conflictmanagement #leadershiptraining #mediation #globalmobility

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▶︎ Change processes designed on the principles of mediation Transformation requires a mission, distinguishing the future from the present. A mission focuses on something that needs to be changed or redefined – in parts or completely.    Internal company transformation processes can be considered, reflected, weighed up and decided on by a limited group of people in the company. At best the intended transformation is communicated in a way that inspires, motivates and convinces 👉 the big story. Success of transformations comes only when enough people throughout the company adopt the change in their daily actions. However, the journey from the big story to everyday implementation of change is littered with stumbling blocks. ▶︎ Mediative principles Mediative thinking has developed into a strong discipline over the last 30 years. Mediation is used to resolve existing conflicts. But this is not the only field of application. Mediative principles are indeed suitable and useful for transformation processes. The basic principles of mediation, its mindset and approach will heighten the success rates of transformation projects.   Mediation is ✅made to deal with difficult dynamics - in companies as well as in other spheres, ✅able to address “difficult” views, attitudes and emotions and what in change management is often called “resistance”, ✅geared towards finding solutions which are acceptable for all involved sides.    ▶︎ Designing a transformation on the principles of mediation → The starting point: General theory often asserts that with the right arguments to motivate and the right communication company staff will follow along and ensure the success of the project. But it is also widely known that transformation endeavours by senior management spark for instance ❌uncertainty, what will specifically change for each individual in terms of role and area of responsibility;  ❌fears concerning job security;  ❌an anxiety of being stretched too far; ❌unease of having to face intangible future behavioural requirements; ❌scepticism towards effectiveness of the envisioned gains.dayl → The process: A mediative approach is geared to bringing opposing positions into the open. This differs in fact strongly from the general logic and hope that sufficient motivation and a well conducted communication strategy achieve the desired results. A mediative approach provides the frame for dealing with these opposing views and all facets of emotional reactions. It will explore these issues and enable all sides to deal with them in a productive, future- and solution-oriented manner. Negative energies that could have a destructive impact on the process are in this way turned into negotiable items. → The framing Good change strategies include opposing positions at an early stage and get everybody involved on board – including those who have taken the decision. In this way all players see themselves as part of the issue and part of the solution. #LORENZEN