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Conflict coaching for teams2025-11-25T13:05:09+01:00

Conflict coaching for teams

Conflict management through individual counselling, conflict coaching and joint workshops

When conflicts escalate between colleagues, teams or departments, between bodies and committees, with an external business partner or between private individuals, this leads to considerable costs and lasting disputes.

In over 80 % of cases, the parties reach a harmonious agreement in mediation

Prof Dr Sascha Weigel

Who do we organise conflict coaching sessions and workshops for?

As experienced mediators, we support the conflict parties with our expertise and process competence in conflict resolution.

The company

Conflicts between functionaries in the workplace

Universities

Conflicts at the chair, between institutes and functional units as well as within or with the so-called administration of university and research organisations

Research facilities

Conflicts in research institutions, often between professional and organisational understanding

Bodies and committees

Conflicts that clarify responsibilities, self-perceptions and external expectations

Works council committees

Conflicts between works council committees (BR vs. GBR); within committees and, of course, with the employer

Executives

Managers who want to reflect on their leadership and conflict competences

What are the benefits of conflict coaching and conflict workshops from INKOVEMA?

Conflicts are not initially about (more) communication, but about less. Rather, it is about reflection, which then enables a different kind of relationship communication than the escalating communication of the past. Conflict coaching and workshops enable precisely this emotional and mental review of one's own conflict perspective.

1.

Relationship and commitment

Few things are more unifying than resolved conflicts. Mediation noticeably improves the relationship between the conflicting parties

2.

Costs

Our mediation is a cost-transparent measure that is not cheap, but is highly consistent.

3.

Mediation is productive

Our mediation is sustainable because the parties involved control the process themselves and work out a long-term solution.

4.

Short-term start

Conflict resolution can usually begin within 7 to 14 days

5.

Mediation is professional

Our mediators are excellently trained and have the necessary process and field expertise

6.

Fairly calculated

No hidden costs. Choice of fixed price or hourly fee - you retain full cost control.

Who we are - A brief introduction to INKOVEMA

The Institute for Conflict and Negotiation Management in Leipzig offers acute and preventive conflict counselling - primarily through strategically oriented mediation.

How can you organise conflict coaching with INKOVEMA?

In conflicts, the parties involved in the dispute often put forward their own ideas for solutions. However, these one-sided, unagreed solutions usually fail due to the veto of others. They are then blamed for the misery. That can't go well. Our mediations introduce a balancing element here, which prepares the mental ground for focussing on the common and envisaged future. We specialise in this.

Step 1

Contact us

Once you have contacted us by e-mail or telephone, we will get back to you within 24 hours to arrange an appointment for a non-binding initial consultation.

It goes without saying that we will treat your enquiry in the strictest confidence.

Step 2

Order clarification

In an initial meeting (approx. 60 - 90 minutes) at your premises, at our offices or via video call, we will clarify your situation and recommend possible solutions and ways of working on it. We clarify whether and under what specific conditions we are prepared to work together and achieve the goals we have discussed. If necessary, we will then draw up a specific process management plan.

Step 3

Perspectives on the shared, problematic situation

In conflicts, the parties involved argue about the solutions they have already come up with, none of which have led to the desired success. Sometimes we start by talking to the parties involved individually to establish contact and a common working basis. From here, we can then begin the clarification work in concrete terms.

Step 4

Joint clarification process

For the parties involved, the actual mediation process only begins once all parties have reached an agreement on their views of the problem and have worked out jointly agreed solutions. We take a particularly process-orientated approach here: every mediation process is unique and is tailored specifically to the interests and goals of our clients.

Step 5

Agreement and implementation

As a rule, mediation ends with an agreement whose promises are financially and morally secure and whose complex implementation has been adequately provided for.

Arrange an initial consultation now

Mediations from our practice

Automotive supplier

Reason: The starting point for the mediation was escalated conflicts about the competences and procedures for recruiting new staff that were urgently needed for the new location. The responsible online recruiters needed the input of their colleagues, which they felt was lacking. In turn, the online recruiters had little success - and the joint task remained unfinished.
Issue: Neither side felt heard and understood, therefore did not hear and understand the other side and insisted that their respective solution ideas be implemented. Because they came across so conclusively, each side became desperate, angry and annoyed with "the others" for acting in such a stubborn and company-damaging way.
Results: A joint strategy workshop with all the relevant people involved was intended to remedy the situation. This workshop was based on a mediative working method and initially enabled a clarification section on how the respective memories and stories about the shared past contradicted each other and yet were similar in their structure, in order to then work out the points that everyone wanted to work on (WHAT TO WORK ON?) - and how they would bring this into the world together (HOW TO WORK TOGETHER?).

Research institute

Conflicts at interfaces are particularly annoying!

Cause of conflict: There are recriminations and conflict situations between those responsible for two areas that have to work together, in this case between the institute's administration and the cleanroom. Things got loud and abusive several times in management meetings. Mutual accusations, finger-pointing, sarcastic and cynical remarks, audible to all, showed everyone how poisoned the atmosphere was. The respective employees in these areas, who had to work together (interface pairs), no longer clarified their different perspectives and task requirements, but delegated everything straight to the area managers, who were no longer on speaking terms. As joint discussions did not bear fruit, the head of the institute arranged for external mediation to clarify the conflict situations and restore the urgently needed ability to cooperate at all levels.
Topics: The issues that arose were, on the one hand, hurtful individual situations that had poisoned each other's perceptions without being discussed, but which had been going on for months. In addition, there were different work values as a result of different professions and areas of responsibility. Different work ethics, strategies and problem-solving approaches that were not discussed and negotiated together led to escalation.
Solution approach: Decelerated communication about backgrounds and values, problem perception and problem-solving strategies showed that the two professions simply entail considerable differences - and appeal to different personalities. In the mediation discussions, the participants succeeded in increasing mutual interest in a calm, moderated atmosphere, listening to each other again and thus developing mutual understanding. Both sides agreed on more intensive regular communication with each other (so-called "Friday meetings") as well as clarifying discussions with subordinate employees. A stronger culture of delegation (to the employees!) and a more intensive, cross-departmental dialogue were agreed and introduced.

University

Conflicts at the chair of a university

Reason: Employees of a chair have fallen out personally and can no longer reach a compromise on their own (article publication, teaching obligations).
Topic: The organisational deficiencies at the chair itself - discussed between the chair members - are a constant source of irritation. The chair holder does not fulfil the management task or there is a lack of coordination as to what is expected and desired.
Results: Involvement of the head of the department to clarify conflicts, agreement of regular departmental meetings in the inner circle, in which tasks are strategically discussed and distributed. Recognising the changed cultural conditions at the university.

University

Conflicts in a jointly operated university institute
Reason: 5 professors argue about the appearance and working methods of the institute. Incompetence, vindictiveness and other accusations are levelled from the outset.
Topic: Generational and role conflicts dominated the scene. The arguments were primarily personal and the organisation and the changed framework conditions were ignored.
Results: Dialogue and coordination forums were set up, the four-eyes principle was introduced when papers from the institute were to go outside (dean's office etc.), team awareness and team development measures were established.

Art academy

Conflicts at the art academy
Reason: A professor's dispute with the university over the rejection of her application for early termination of a university professorship. The professor threatens the university with legal action. All parties involved agree to mediation.
Topic: Misunderstandings and profession-related cultural differences, bullying and accusations of discrimination (German "East-West problem"), constructive handling of bureaucratic and legal facts (rejection of applications) with which nobody is satisfied in the course of mediation, threat of loss of face.
Results: The university undertook to review the events surrounding the termination procedure, the parties to the dispute, represented by lawyers on both sides, worked together to find legal solutions to the impasse that had arisen, and the professor was granted the termination.

Municipal investment company

Conflicts on the way to a paperless office
Reason: After two camps had formed, with only individual employees "mediating" between them, the managing director's patience was exhausted and he ordered external support.
Topic: The main topic was the introduction of digital files. There were those in favour who would have preferred to work exclusively with laptops and cited environmental reasons, while "their" opponents mainly cited practical reasons for not relying exclusively on digital files. They not only had good reasons of tradition ("old and proven") on their side, but also practicality in the field. It quickly became apparent that this was also about "generational fears", communication difficulties between old and young as well as between "East" and "West".
Results: A period was agreed during which the digital file was introduced on a trial basis. In particular, aspects of a transitional period were taken into account, in which both file systems would be used in parallel or a type of manual file for travelling was agreed according to the specific needs of the department.

Chemicals group

Becoming fit for work in a difficult situation
Occasion: New human resources site management of an international chemical group encounters highly violated and mistrustful works council members; ongoing violations of works agreements, legal action by the works council against the company.
Issue: lingering injuries to the works council chairman resulting from years of "in-house war" with the old HR site manager; mistrust of the new HR site manager, who was hired as an external manager; new HR site manager is personally offended by the works council's complaint (diffusion of private and organisational roles).
Results: Clarification and apology work with regard to the effects of the differently intended actions; creation of a common basis for work and trust; joint approach to the intended and mutually desired development of the management and organisational culture at the location.

Chemicals group

Conflicts in a group characterised by diversity
Occasion: In a highly diverse, international work team of a German company, a black man defends himself against poor assessments by his superior.
Topic: What is talked about in the team and in the department, about rational, verifiable criteria that testify who works badly and who works well or about discrimination of and by people. Interpretation sovereignty and power issues are in dispute.
Results: Mediation talks were held between the employee and his line manager, who felt that he had been left alone and discriminated against in this way. Workshops were then held with the team to explore the question of whether and to what extent discriminatory behaviour is taking place - and whether this is even possible in a diverse team. At the same time, preventative information and self-awareness workshops were held in the other departments at the site, which dealt with the topic of discrimination. The long-running conflict of focus between two team members could no longer be resolved to everyone's satisfaction. They left the team, but not the organisation.

Clinic

Conflicts in the merged "Reception and Administration" team
Reason: Escalations in the collaboration between what used to be two different departments, the hospital's reception area and the general administration area.
Topic: Loss of old habits both with regard to colleagues and activities; pent-up frustration potential that emerged under the new circumstances; symptoms of overwork and overload; lack of willingness to cooperate and collaborate.
Results: Regular discussion rounds throughout the team, structured feedback between manager and team members; explanations, apologies and clarification of "old stories" between those involved, who were previously organised in different teams.
Arrange an initial consultation now

Comments on our work

We engaged Dr Sascha Weigel to work through protracted conflicts within a software development team in order to improve the communication culture and support the strategic and personnel reorganisation of the team. We found Dr Sascha Weigel to be a careful and committed moderator and mediator who provided us with excellent support in understanding and resolving our problems, as well as helping us to focus on future directions for us as an entrepreneurial team.
Marc Alexander Schweitzer, Deputy Director of the Institute, Fraunhofer SCAI, Bonn
Sascha has conducted extensive mediations in our company. Our company is characterised by diversity - with all its light and dark sides. We could always rely on him in difficult phases, ... a helpful mixture of scientific depth and practical relevance, extremely approachable and with great composure ... but my favourite thing about him is his humour!
BR ChairwomanIDA SCHÖNHERR, Formerly BASF Berlin, Chairwoman of the Works Council
As BASF Services Europe GmbH, we asked Dr Sascha Weigel (INKOVEMA) to mediate a conflict in one of our departments in 2015/2016. With outstanding professionalism, he grasped the problem of the conflict situation and also considered the organisational implications in a diverse working environment.

Dr Sascha Weigel enabled us to deal with the relevant issues appropriately and make sensible decisions by providing prudent advice to the management level, including the works council, as well as through dedicated mediation and workshops together with the parties involved.

Rita Lampasona-Hornung, BASF Services Europe GmbH, Berlin, Head of Department, client since 2017
Valuable was the structural help of your approach and the completely different perspective...such as ...much of what we call conflicts are actually attempts to resolve them....

Katinka Schulz, fgi-FischerGroupInternational
We are impressed by the way Dr Weigel adapts to the particularities of different university structures and offers very appropriate support without intervening himself. He professionally supports those involved in finding their own solutions.

DR. KATHRIN CARL, Head of Human Resources Development and Training, FSU Jena, client since 2017

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Further services for conflict counselling

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Think about possible conflicts from the outset and include conflict prevention in your project.  

Supervision

Mediation and case supervision for conflict managers as a one-day seminar online or in Leipzig.

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