Publications Eberhard Stahl

„Die Psychologie der Situation. Kontexte entschlüsseln und gestalten“
Carl-Auer Verlag, Heidelberg 2024
How do we grasp and shape the situational context in our conversations -  mostly unconsciously? And how does our resulting understanding of context shape our conversational behavior -   often unnoticed and unintentionally? These questions are answered here using a basic model and many practical examples to provide concrete tips and tricks for everyday counseling and conversations.

 

„Dynamik in Gruppen. Handbuch der Gruppenleitung“
Beltz Verlag, Weinheim 2017 (4. Aufl)
A coherent presentation of group processes in theory and practice: The progression of phases in group processes and the group as a fundamental model provide a clear framework that integrates practical examples as well as tips and tricks for team leaders. In this process, the Rieman-Thomann-Model in its application to psychological, relational and group dynamics is introduced.

 

„Gruppen haben kein Gehirn“
in: Themenzentrierte Interaktion, 28. Jahrgang, Heft 1,
Psychosozial Verlag, Gießen 2014 (S. 38-52).
How can the interaction of the individual brainpower of group members succeed? This article deals with the roles of self-management, leadership, and self-control, discusses how to perform to support coordination, and shows how successful management can emerge.

 

„Konflikte brauchen Werbung. Vom Umgang mit problematischen
Vorannahmen bei Konfliktklärung in Gruppen“
in: Konfliktdynamik, 1. Jahrgang, Heft 2,
Klett-Cotta, Stuttgart 2012 (S. 100-108).
Group members usually have good reasons when they are cautious about settling a conflict. If these good reasons are interpreted as opposing conflict settlement and then complemented by good arguments in favour of conflict settlement, we often manage to engage skeptical participants in constructive work on conflict issues. This article presents good reasons and good arguments.

 

„Konfliktinszenierungen“
in: Schulz von Thun, F. und Kumbier, D. (Hrsg.): „Impulse für Kommunikation im Alltag“,
Rowohlt 2010 (S. 40-62).
Different conflict types and the associated behaviours are presented. The author differentiates four relationship modes (partnership, party, opponent, enemy) and three contextual categories (conflicts about truth, conflicts about evaluation, and conflicts of interest) and develops practical recommendations for coherent conflict staging.

 

„Die Kunst der Entfesselung. Vom Umgang mit lähmenden Beziehungsdefinitionen“
in: Schulz von Thun, F. und Kumbier, D. (Hrsg.): „Impulse für Kommunikation im Alltag“
Rowohlt 2010 (S. 71-114).
Why do some people succeed in making others so vulnerable that they allow for unwanted attacks? And how can they overcome this vulnerability? The answer provided here is: by changing the “small print” of the current definition of the relationship between the two parties and with that the thought patterns of the people affected. This book deals with the nature of such interventions, in theory and on the basis many practical examples.

 

„Lob der Intransparenz“
in: Schulz von Thun, F. und Kumbier, D. (Hrsg.): „Impulse für Kommunikation im Alltag“
Rowohlt, 2010 (S. 206-233).
People who strive to communicate transparently usually expect this to be advantageous for successful interaction.
However, transparency comes at a cost since some communication qualities can only flourish in vagueness. This article juxtaposes chances and risks of communicative transparency, drawing on various examples.

 

„Die Zieltreppe: Ein Instrument zur Klärung des Situationsverständnisses bei der Leitung von Sitzungen“
in: Schulz von Thun, F. und Kumbier, D. (Hrsg.): „Impulse für Führung und Training“
Rowohlt 2009 (S. 89-104).
This article illustrates how to clarify and pursue meeting goals in the context of “stormy” developments as a challenging and substantial management task. Goal categories that build on each other and goal categories that must be differentiated from each other are presented and discussed in view of suitable interventions.

 

„Das ideale Feedback-Empfangskomitee: Zur Psychodynamik des Feedbackempfangs“
in: Schulz von Thun, F. und Kumbier, D. (Hrsg.): „Impulse für Führung und Training“,
Rowohlt, 2009 (S. 105-126).
This article analyses the benefits and pitfalls of giving and accepting feedback. It distinguishes different types of the inner team that take the stage in the event of existential topics (autonomy, self-perception, and self-worth). On that basis, the author infers concrete recommendations on how to give feedback.

 

„Einmaleins des Brückenbaus: versöhnende Aspekte beim dialogischen Doppeln“
in: Schulz von Thun, F. und Kumbier, D. (Hrsg.) „Impulse für Beratung und Therapie.“
Rowohlt 2008 (S. 215-236).
Duplicating in dialogue, a technique where what remains “unsaid” is expressed, is a standard technique of conflict resolution. Drawing on many examples, this article discusses which interventions in the context of duplicating in dialogue can help to avoid unnecessary escalation and allow for consistent solutions.

 

Interviews

„Wenn es brennt“
Interview in Stern Gesund Leben no. 2/2013 (p. 32-37) on assistance for conflict resolution at work.

 

„Wer streitet, ist nicht im Krieg und selten auf dem Fußballplatz“
Interview in the customer magazine of BKK VerbundPlus, issue 2-2013 (p. 4-8) on causes, courses, and possible solutions of conflicts at work.
Interview als PDF-Download

 

„In der Koalition gibt es eine Kluft zwischen gemeinsamen und gegensätzlichen Zielen“
An interview with Andree Hatting for Deutschlandradio Kultur on 4 June 2012:
www.dradio.de/dkultur/sendungen/interview/1773535/