Difficult Conversation addresses the problem that due to misplaced respect, fears or unconscious patterns we cannot authentically communicate with each other. Typically we try to treat each other respectfully and at eye level, but when unconscious fears or other emotions creep in, this leads to very tense interactions and ties up a lot of energy and potential. Difficult Conversation examines the team and organisational structures in place and uses playful and real situations to make the problems and relationships described tangible for the participants. In this way the blocked potential becomes apparent.
Subsequently, we determine the right tools and methods to release this potential as simply, fearlessly and harmlessly as possible.
The following key elements will be used:

• Dealing with each other in the here-and-now and pointing out typical behaviour of individual participants
• Investigating the causes of blockages and possible countermeasures
• Simple typification of participants
• Show the pattern of behaviour and the underlying unconscious incentives for participants

The aim is that the unconscious behaviour is experienced and understood in order to reliably identify it in the future and intervene if necessary.
Simple cognitive models make the whole thing tangible and understandable in the end.

The shadow encompasses all the repressed and thus unconscious parts that influence us every day, despite their absence in our consciousness. They are parts of our own personality that are not in consciousness because they contradict our self-image and are therefore regarded as threatening and are suppressed. Of course, they continue to affect our consciousness, mostly in the form of projections or unconscious self-sabotage.

Integral Shadow Work is a conglomerate of techniques and tools taken from various schools and forms of therapy (e.g: Gestalt Therapy, Constellation, Client-Centered Therapy, Transactional Analysis). In this broad spectrum of possible approaches, there is a suitable tool for every conceivable situation. The years of experience of our facilitators allow them to make this decision in an informed and spontaneous manner.

Although every human being is unique, on closer inspection a number of types of human experience and behavior emerge. Although they are very different from each other, they can be well described and so it becomes clear that diversity is not limitless. Every person has a type that describes them and knowing it offers important insights into one's own personality. Typologies can also be helpful in understanding the behaviour of our peers - because the types are indeed fundamentally different: in their behaviour, their thinking and their feelings.

We primarily use the Enneagram, which consists of nine types, each with two "wing variants". Through years of experience in using this tool, we can identify the type of person in 80% of cases.

Extensive research in the field of developmental psychology shows that human development does not stop at the age of adulthood. Instead, at least four more substantial stages of development have been observed over which all of humanity is distributed. These stages are intercultural and universal in type, and can be observed throughout human history as the highest levels of technology, culture and art. The knowledge of the developmental stages of consciousness, as well as their characteristics, explains a large part of the problems with which we are confronted daily - both in the private and in the global social context. Even more striking, however, is the realization of what level of consciousness one is at and that there are others beyond it, which offer solutions to the seemingly unsolvable difficulties we are struggling with at this level. This provides a new, evolutionary view of ourselves, our relationships, and our work.

We offer the assessment of the current level of consciousness, as well as the determination of the next steps to support further development.

Team Vision gives the workshop participants the opportunity to get in touch with their original motivation and coordinate it with the rest of the team. A team can only be successful if everyone pulls together. Unfortunately, this is often not consciously encouraged in normal working life. Teams "believe" that they are pursuing the same goal, but often, in the case of conflicts, discover that this is no longer the case.
Team Vision is not about team building or other measures that foster team spirit, but about finding out what is the deepest reason for each and every employee to be active in the world. From the integration of these deepest motivations emerges an image or vision with which everyone can identify. So we are not looking for the lowest common denominator (which is often the result of compromises) but for the highest motivation.

Integral Conflict Management is an intervention program that can solve complex, repetitive or entrenched conflicts. These conflicts can be between individuals, between one person and the rest of the team, or even between different teams; Integral Conflict Management works in any of these cases.

The fundamentals

We distinguish between four forms of conflict: 

• Real Conflicts
• Shadow Conflicts
• Type Conflicts
• Level Conflicts

Real Conflicts are those conflicts that involve real problems of resource allocation. For a real conflict to occur, three criteria must be met:

1. There is a difference of opinion.

2. There is a scarcity of resources (money, labour, infrastructure, etc.)

3. There is no clear rule for resolving the disagreement.

These criteria are based on Fred Kofman‘s work and describe conflicts that most teams are able to resolve without much difficulty. Normally a solution or compromise is found at the technical level, or the problem is escalated to the next level of decision making.
The problem is, that some of the other types of conflict listed above are treated as real conflicts, i.e. solutions are sought at the technical level or in the allocation of resources. As these solutions only work in conflicts which have their origin on these same levels, they do not work in the other three types of conflict, or only for a short time. In fact, real conflicts rarely occur, since the underlying problems are often solved before conflicts even arise.