There is an infallible recipe for dividing a thing equally among two people: one of them can choose the portions, and the other has the choice.
Gustav Stresemann or (1 Kings 3: 16-28)

Conflicts are an integral part of all living together. Since conflicts are often perceived as combat situations, an inner dynamic of conflict easily unfolds that makes peaceful, constructive and non-violent regulation impossible. The attitude that one’s own profit can be achieved only by the loss of the opponent (so-called zero-sum game) is widespread. Studies on the behavior of people in conflict situations have shown that a majority of subjects tend to perceive their own advantage through more intense engagement or strict insistence on their own position, even where failures begin to emerge.

This pattern of behavior is accompanied by a progressive restriction of the ability to perceive and to decide. Conflicts affect our ability to perceive and our thinking and imagination so much that in the course of events, we no longer see the things in and around us properly. It’s as if our eyes are getting more and more dull; our view of us and the opposing people in the conflict, the problems and events is diminished, distorted and completely one-sided. Our thinking and imagination life follows constraints that we are not sufficiently aware of.

conflict conditions:

• at least two parties present
• common conflict area available
• different intentions to act
• conflict
• way conflict
• distribution conflict
• Relationship Conflict
• antipathy
• different role definitions
• different relationship expectations
• Presence of feelings
• mutual interference attempts

We accompany companies and institutions to define and implement a solid succession plan. It is important to find a healthy balance between the wishes and needs of the founder or the previous management and a solution that is healthy for the organization or the company. Here are various basic concepts.

• family ownership succession
• Foreign management
• Business sale

Studies in recent years have shown how important trust is in healthy organizational development. The best and most thought-out change concepts will inevitably fail due to unsolvable problems if there is no confidence. Models like “Great Places to Work” discover credibility, respect and fairness as building blocks of trust. Despite all the well-thought-out overall concepts, trust only ever arises from top to bottom. In other words, only when leaders are ready to fully trust and trust their employees can an organization achieve a solid level of trust.

It is important for those in charge of the change process to be an active part of a trusted environment within the organization even before a change process begins. The establishment of personal relationships with influencing personalities in the organization promotes a trusting environment and increases the willingness of employees to change.

As people in charge, we can build trust by exchanging good information without you obviously expecting anything. For example, if you find a good article, blog, or study, and share with the most important people involved in the change. This creates credibility and mentoring, both of which are important in building trust. In addition, there is the opportunity to build confidence in change by actively demonstrating that you are truly curious and determined to help the person you speak to in your daily encounter. Therefore, trust requires such emphasis on the way we communicate. Instead of waiting for people to show their trust in us, which always makes us a little less trustworthy, we must first learn to trust.

For leaders in a change process, it is important to make trust a core component of any type of interaction from the beginning. This makes it easier to identify and resolve problems before they become obstacles. The creation of trust ultimately leads to four conditions that change an organization with maximum potential:

Condition 1. Trust is lived actively and can be experienced. Employees are behind the decisions of their leaders and cultivate trust-based relationships that reduce the perception of risks in daily life. There are clear attributions of responsibility as well as the lived practice of senior servants.

Condition 2. Alignment is constantly adjusted (agile). Employees are familiar with the organization’s vision and strategy and get support to adapt their behavior. The organization uses a staggered goal process (divided into steps) to ensure alignment at each level. Individuals and teams understand the part of each individual in achieving their common goals.

Condition 3. Processes do not support people conversely. Processes and methods are intelligent, effective and unbureaucratic. There are many opportunities to learn and grow, and the organization has devised development plans with its employees. After all, the organization has a conscious and thorough induction process and invests in leadership development.

Condition 4. Clarity creates cohesion. The organization has clearly defined and the performance goals are clear. Rewards and recognition are given fair consideration, and there is a transparent understanding of what both the individual and the team need to get to the next subgoal.