„Dynamik in Gruppen. Handbuch der Gruppenleitung“
Beltz Verlag, Weinheim 2017 (4th Edition)
A coherent presentation of group processes in theory and practice: Both being fundamental models, the phased course of group processes and the group field are providing a clear framework, in which practical examples as well as tips and tricks for group facilitators are integrated.
In this context, the author illustrates how the Riemann-Thomann-Model is adapted to psycho-, relationship- and group dynamics.
„Gruppen haben kein Gehirn“
in: Themenzentrierte Interaktion, Vol. 28. No. 1,
Psychosozial Verlag, Gießen 2014 (pages 38-52; available in German)
An approach to successful interaction of the individual brains of the members of a group.
This article deals with the roles self-organization, leadership and self-monitoring are playing in coordinating team activities.
„Konflikte brauchen Werbung. Vom Umgang mit problematischen
Vorannahmen bei Konfliktklärung in Gruppen“
in: Konfliktdynamik, 1st year, book 2, Klett-Cotta, Stuttgart 2012 (pages 100-108).
Usually, members of a group are having good reasons if they are reserved about de-escalation. As soon as these good reasons against working on the conflict have been understood and are subsequently complemented by good reasons for de-escalation, often also sceptical participants can be won to work constructively on topics of conflict. Good reasons and good arguments are presented in this article.
in: Schulz von Thun, F. und Kumbier, D. (Publisher): „Impulse für Kommunikation im Alltag“, Rowohlt 2010 (pages 40-62).
Different types of conflict and their specific behaviour are presented. In this context four modes of relationship (partnership, partisanship, antagonism, hostility) as well as three content-related categories (conflict with regard to truth, estimation and interests) are differentiated while practical recommendations for a coherent enactment of a conflict are developed.
„Die Kunst der Entfesselung. Vom Umgang mit lähmenden Beziehungsdefinitionen“
in: Schulz von Thun, F. und Kumbier, D. (Publisher.): „Impulse für Kommunikation im Alltag“ Rowohlt 2010 (pages 71-114).
How come that some people can make others so helpless that they put up with unwanted encroachment? How can this defenselessness be overcome? The answer given in this article is: By interfering into the 'small print' of the opponents' relationship definition and thereby into the habitual ways of thinking of the persons concerned. How these interventions must function is discussed theoretically and basis a large number of exercise examples.
„Lob der Intransparenz“
in: Schulz von Thun, F. und Kumbier, D. (Publisher): „Impulse für Kommunikation im Alltag“ Rowohlt, 2010 (pages 206-233).
Those who care about transparency in communication are usually expecting advantages with regard to successful cooperation. However, transparency also has its price as some communicative qualities can thrive well only in uncertainty. This article compares the chances and risks of transparancy based on many examples.
„Die Zieltreppe: Ein Instrument zur Klärung des Situationsverständnisses bei der Leitung von Sitzungen“
in: Schulz von Thun, F. und Kumbier, D. (Publisher.): „Impulse für Führung und Training“ Rowohlt 2009 (pages 89-104).
The author coherently characterizes the clarification and systematic pursuit of goals in the context of 'stormy' developments as ambitious and essential leadership responsibilities. He presents both target categories that are built on one another and that have to be separated from each other. These categories are discussed with regard to appropriate interventions.
„Das ideale Feedback-Empfangskomitee: Zur Psychodynamik des Feedbackempfangs“
in: Schulz von Thun, F. und Kumbier, D. (Publisher): „Impulse für Führung und Training“, Rowohlt, 2009 (pages 105-126).
An analysis of giving and receiving feedback with regard to chances and pitfalls. In this context the diverse types/players of the 'inner team' are differentiated that enter the stage if topics of vital significance (autonomy, self-perception and self-esteem) are touched. From the analysis precise recommendations for giving feedback can be derived.
„Einmaleins des Brückenbaus: versöhnende Aspekte beim dialogischen Doppeln“
in: Schulz von Thun, F. und Kumbier, D. (Publisher) „Impulse für Beratung und Therapie.“ Rowohlt 2008 (pages 215-236).
A standard technique of conflict clarification is called 'dialogic(al) doubling', where the 'unsaid' finds expression. Based on many examples, those interventions applied within dialogic(al) doubling are discussed that will help avoiding unnecessary escalation and facilitating consistent solutions.
„If the house is on fire’“
Interview in Stern Gesund Leben Nr. 2/2013 (pages 32-37) about clarification assistance in conflicts at work.
„When arguing, you are not at war and only rarely on a football ground’“
Interview given in BKK VerbundPlus Kundenmagazin No. 2-2013 (pages 4-8) on causes for, courses of and approaches to resolving conflicts at work. Interview as pdf-download.
Interview as PDF-Download
„In der Koalition gibt es eine Kluft zwischen gemeinsamen und gegensätzlichen Zielen“
An interview with Andree Hatting in German in Deutschlandradio Kultur on 04.06.2012: