The quality of what people can achieve by working together while developing an organization depends on the way situations of competition and conflict are managed and on how cooperative relationships are designed.  In every day business, conflicts tend to be the norm rather than the exception.  Competitive situations occur on a daily basis and either show up blantantly or hide in the background.  These may simmer until they get played out either consciously or unconsciously.  A precondition for good cooperation is the willingness to grant an adequate amount of space to the phenomena of conflict and competition.  Ideally, the interplay of conflict and competition will enable a respectful and open discussion about the most important issues and generate energy for new, sustainable solutions.

Focus

• Sharpening one’s perception and awareness in dealing with the design of emotions and intentions through daily leadership and change initiatives. (Creation of “attention fields”)
• Using conflict, competition and cooperation models as supportive "tools" for specific everyday leadership or cooperation (the normal vs. fundamental condition of working in collaboration)
• Your personal access to and patterns regarding the interplay of conflict, competition and cooperation, and tips for the conscious use of those things in daily life ("The effectiveness of an intervention depends on the internal state of the intervenor.")
• Models and methodological supports to achieve a mutually enriching handling of conflict, competition, and cooperation. (Generating collective intelligence)

Methodology

Impulses from theory; working on your specific, real-life work situation; and exercise sequences for trial behaviours and actions, opportunites for reflection, and utilizing analog instruments such as film sequences and Action Learning.