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Conflict coaching for individuals and teams2026-02-04T10:17:32+01:00

Conflict coaching / conflict counselling

for individuals and teams

Conflict management through individual counselling, conflict coaching and workshops

Conflicts are initially about (self-)reflection, not more counterproductive communication. And sometimes this is the only viable way to deal constructively with a deadlocked situation. That's why, when faced with a difficult, conflictual situation, it's worth dedicating yourself to the conflict situation through conflict coaching, a strategic retreat or another reflection format.

Conflicts are not necessarily about more communication with each other, but about constructive changes that initially require self-reflection.

Prof Dr Sascha Weigel

Who do we organise conflict coaching sessions and workshops for?

As experienced conflict and negotiation consultants, we provide support in difficult situations with professional and process expertise.

The company

Individual and team counselling is often necessary because mediation is not wanted, seems impossible or simply does not fit the situation or culture of the organisation.

Universities

At universities, mediation between the parties involved is sometimes impossible, so that conflict and negotiation counselling is often the method of choice.

Research facilities

Research institutions are structured in an organisationally competitive manner (limited positions and resources) and professionally cooperative (science as a team task). This leads to a high need for counselling for difficult discussions, negotiations and conflicts. We are happy to provide support here.

Bodies and committees

Bodies and committees not only carry out negotiation and conflict processes in line with their remit, but are often under (public) scrutiny in the process. Good advice is expensive here, as they say - and we can confirm this.

Works council committees

On the one hand, works council committees democratise the company culture because they act on behalf of the workforce. On the other hand, they are councils of the overall organisation in which company members can play a participatory and decisive role. Role holders here are essentially managers of role conflicts with day-to-day ambivalent requirements. We are happy to assist with advice, action and experience.

Executives

For managers, it makes more sense to be interested than interesting. Because this practically means permanent conflict management, we are aware of the need for good conflict and negotiation counselling in this area - and are happy to help.

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

In conflicts, people often conclude that more communication is needed - and call for it loudly. But that's not true: first of all, less communication is needed, but (much) more reflection. What has the other person experienced or "had to" conclude that they react to me in this way, that they think of me in this way and share this with others? And just because the effects are fatal for me, the cause is not necessarily just his malice or naivety.

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. Conflict counselling enables relationships to be clarified.

2.

Costs

Conflict counselling clarifies your value - and the price of the conflict.

3.

Effective

Conflict counselling is highly personal, but rarely leaves the other person cold.conflict counselling is highly personal, but rarely leaves the other person cold. It always leads to the next step. Inevitable.

4.

Agility

Conflict counselling begins with our first conversation.

5.

Professionalism

Conflict counselling is highly efficient and professional, it strengthens your role and task-related skills.

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 often put forward their own solutions. "Shut up!" - is one approach. "Do it differently!" - is one approach. "Give it back!" - is one approach. But these one-sided, uncoordinated solutions usually fail due to the de facto veto of others. Who is to blame for this is a misleading question. Our conflict counselling leads you personally back to your sphere of influence: What can you actually do to ensure that your "negotiation meeting" finally has successful consequences? The "NO!" of your counterpart does not become the explanation and end point of your blockage, but the starting point of constructive decision-making processes.

The negotiation starts with a no - and does not end.

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 an 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.

Step 3

Commencement and implementation of counselling

Whether we have agreed together on an iterative coaching or counselling process or on a retreat or workshop...; the work then begins. Sometimes so-called shadow counselling is also useful. Here, the client is observed during the actual work without any mediating activities with the other stakeholders or (conflict) parties involved.

Step 4

Conclusion and objectives

The counselling usually ends with a self-agreement; the client agrees on further concrete plans for change with the counsellor present as a witness.

Arrange an initial consultation now

Conflict counselling from our practice

Research institute

Conflicts at interfaces are particularly annoying, but with your own employees they are not without their problems either!

Counselling occasionThe group leader has only recently returned to the research institute. He worked abroad for several years and made a career for himself. Now he has returned as a beacon of hope to his old place of work, where he completed his dissertation. The group he took over had already been at loggerheads for many years and was handed over with open conflicts. The predecessor retired. With regard to the interdepartmental difficulties, it can be said that they had the potential to grow into tangible conflicts.
Solution approachIn consultation with the superiors, especially the institute management, we decided not to tackle the conflicts "confrontationally", but to work on the problems, which could also be seen as conflicts, by means of coaching (individual counselling). The counselling process was designed to last six months, with feedback meetings after two and four months. The individual counselling sessions made it possible to recognise the personal patterns that were causing or reinforcing the situations, or at least having a non-constructive effect. The clarification of these overarching patterns did not always allow absolute "problem-solving adjustments" to be made, but it did make it possible to identify a lever that was entirely in the hands of the client. Things changed and improved almost silently, especially from the perspective of the institute management. That was particularly remarkable and helpful.

University

Counselling occasionThe university president asked us for mediation because there had been considerable conflict in one faculty. These conflicts were not new, but had now escalated further. In view of the (press) public perception, we rejected mediation because we were connected to the university in many ways. Mediation with our organisation would have been - as the saying goes - a real feast for the press!
Counselling workWe limited ourselves to providing (background) advice to the university on how it could deal with the complex conflict situation in the faculty and what (still) needs to be considered.

Works Council

Counselling occasionDecision to close the site of an industrial group (glass industry); employee side (supported by the trade union) negotiates the social closure plan, severance payments, termination agreements, etc. with the employer side; the negotiating groups are each made up of several people on both sides. The works council chairman leads a 4-person negotiating group - for the first time and also for the first time thematically
Counselling workNegotiation coaching does not focus on the group's negotiation strategy; instead, the coaching focusses on leadership work and group dynamics in view of personal patterns and attitudes. The aim is to mentally stabilise the BRV and provide a forum for reflection on internal and external processes. The coaching work had a direct influence on the success of the group's negotiations, but above all had the best effects on the working methods of the negotiating group itself. The employee representatives in particular were supported and accompanied, which had a highly positive effect on the strategy and implementation of the negotiating group.

Personnel management

Counselling occasionRequest for mediation between a "difficult employee" and her colleagues, during which it emerged that the line managers, including HR management, no longer believed in this employee and would have preferred to see her dismissed from the company. However, as it turned out in the clarification meeting, the request of the works council not to dismiss the employee stood in the way of the dismissal. It was unclear whether this request was formulated unofficially or whether the dismissal would have been seriously rejected.
Counselling workClarification of the conflict situation appeared to be of primary importance. This was about the company's organisational culture and what was expected of employees. According to the HR manager, everyone involved agreed that the employee's behaviour was not in line with the company's values. But the fear of dismissal made everyone react "confused" and prefer to lead the employee into mediation rather than clarify management responsibility. Focusing on this aspect was the thesis and goal of the ad hoc consultation. It succeeded - and fortunately for all involved, the originally planned mediation was cancelled.

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

A SELECTION OF OUR CUSTOMERS

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Blog posts on mediation

Further services for conflict counselling

Mediation

Resolving acute conflicts in organisations and between private individuals through mediation.

Conflict prevention

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.