Clarification aid

from Wikipedia, the free encyclopedia

Clarification aid is an independent method of mediation . The aim is to create clarity regarding facts and feelings in a conflict between the divided parties in order to find viable solutions based on this. The guiding principle of this method is therefore: "Understand the past - clarify the present - plan the future". A mediator who works according to this method is called a clarification assistant. The main area of ​​application of the clarification aid is primarily internal conflicts.

Differentiation from other mediation processes

In contrast to other mediation procedures, the clarification aid differs in four decisive points:

No one-on-one talks

No one-on-one discussions are held with the conflicting parties in advance so that the first description of the situation can be dealt with as impartially as possible and only in the presence of the other parties. This presence has a positive influence on the first perspective descriptions and makes the conflict easier to clarify.

The detailed preliminary discussions with the top manager involved in the conflict are an exception. These are necessary to create a trusting atmosphere that guarantees stability even in difficult phases of the conversation.

Focus on feelings

The difficult feelings in the conflict (anger, anger, hate, helplessness, powerlessness ...) and the attitudes and actions resulting from them (irreconcilability, coldness, ignorance, contempt ...) get a special meaning in the clarification aid. Instead of regulating, sanctioning or even ignoring them, the clarification aid addresses them in order to gradually de-escalate them through understanding and deepening .

No rules of conversation

In order to come into contact with the feelings of the conflicting parties as directly as possible, we deliberately refrain from agreeing discussion rules or formulation recommendations.

No voluntariness required

Since the clarification aid is mainly used in internal areas of conflict, the central demand of the mediation movement for voluntariness is given a different priority. So that the superior can fulfill his duty of care in conflict situations, he must be able to hold clarifying discussions with his employees. To the same extent that he would be dependent on their consent, his hands would be tied and he would be incapable of acting to the same extent. That is why it is enough to provide clarification if the top manager involved in the conflict wants to moderate the conflict. The employees then have to face the conversation. Their unwillingness is a completely understandable and welcome system factor in the conversation, which is also respected by the clarification assistant.

History and background

The clarification aid was founded by Christoph Thomann in the 1980s. The first publication ( clarification aid ) took place in 1988 together with Friedemann Schulz von Thun . Clarification Aid - Conflicts in the Profession of Christoph Thomann came onto the book market in 1998 and in 2007, after years of practical testing, Clarification Aid 3 - The Practice Book , written by Christoph Thomann and Christian Prior. In recent years there has been a lively professional exchange between representatives of Clarification Aid and other procedures of mediation.

Like other mediation methods, the clarification aid is based on ideas and models of humanistic psychology and systemic therapy . The work with the feelings also goes back to the conceptions of depth psychology .

method

The clarification aid is divided into a process with seven phases. This is now also carried under the name " bridge over troubled water " or clarification aid bridge.

1st phase - order clarification

A conflict situation is brought to the clarification assistant. Both sides (client and clarification assistant) must clarify the situation, the motivation and organizational aspects in this phase .

2nd phase - initial phase

The conflict parties and the clarification assistant meet for the first time and get to know each other. The process of clarification is briefly explained, obstacles removed and conditions clarified.

3rd phase - self-clarification phase

The actual entry into the content of the conflict occurs in this phase. Each individual describes his point of view in the presence of everyone else. This is often done with the help of visual means, such as painting pictures. The goal is to understand everyone and identify the topics to be discussed.

4th phase - dialogue phase

This is the longest phase, which accounts for about half of the total clarification time and which thus forms the center of the clarification. The clarification assistant leads the parties into a conflict dialogue that would escalate or die without him . Explicit rules of conversation are deliberately avoided.

In addition to other methods of moderating a conversation, such as active listening and summarizing, the method of doubling is increasingly used. The clarification assistant goes next to one of the participants and asks: "May I come next to you, say something for you, and then you say whether it is correct?" He then speaks directly as if he were the person. Doubling is done on four levels:

  • Observable - past incidents, situations, facts
  • Relationship level - hypotheses gained through empathy are expressed
  • Negative feelings - are soberly named by name when doubling without reproach
  • Inner distress - previous injuries from other life situations play into the conflict unnoticed and are carefully defused.

5th phase - explanation and solution phase

Ideally, hardened feelings are softened after the dialogue and images of the enemy are no longer maintained. Everyone recognizes their share in the overall development and automatically shows solidarity with the others. But even if the parties did not come to a peaceful end after the dialogue, it is possible, through the explanation phase that now follows, to enable them to agree solutions that are appropriate to the people, the subject and the situation. To this end, the clarification assistant now offers an explanation from his neutral external perspective that describes the causes and mechanisms of the conflict without assigning guilt . This creates a distance that calms you down and enables a rational understanding. This declaration must be such that you can all agree without reservation.

Only now, after the explanation, does the search for viable, everyday solutions that can be found with various creative moderation methods follow.

6th phase - final phase

At the end of the clarification discussion, the parties express negative and positive criticism of the conduct of the conversation and, with a look ahead, discuss how things will continue.

7th phase - aftercare

This phase is separated in time from the previous phases, because all further contacts with the clarification assistant are a form of aftercare: subsequent clarification sessions and coaching with the top manager are relatively frequent . In the simple case, a phone call is made after about 1–3 months. Aftercare supports the sustainability of the changes. If there is a separation of the parties involved, the clarification assistant can provide support in this phase in structuring the separation.

If the participants have decided to stay together, the clarification can then lead to the various hierarchical levels.

See also

communication

Dispute resolution

literature

  • Karl Benien: Having difficult conversations: Models for advice, criticism and conflict discussions in everyday working life . 4th edition. Rowohlt-Taschenbuch-Verlag, Reinbek near Hamburg 2007, ISBN 978-3-499-61477-4 .
  • Angela Durry-Rüstmann: Clarification of feelings and relationships in the context of professional mediation: An investigation into the effect and success of the "clarification aid" according to Christoph Thomann in working groups . Vdm Verlag Dr. Müller, Saarbrücken 2007, ISBN 978-3-8364-1951-2
  • Eberhard Stahl: Dynamics in groups: manual of the group management . 2nd Edition. Beltz Psychologie Verlags Union, Weinheim 2007, ISBN 978-3-621-27610-8 .
  • Christoph Thomann, Friedemann Schulz von Thun: Clarification aid 1 - manual for therapists, conversation helpers and moderators in difficult conversations . 4th edition. Rowohlt-Taschenbuch-Verlag, Reinbek near Hamburg 2007, ISBN 978-3-499-61476-7 .
  • Christoph Thomann: Clarification aid 2 - Conflicts at work - Methods and models of clarifying discussions . 2nd Edition. Rowohlt-Taschenbuch-Verlag, Reinbek near Hamburg 2007, ISBN 978-3-499-61637-2 .
  • Christoph Thomann, Christian Prior: Clarification aid 3 - The practice book . Rowohlt-Taschenbuch-Verlag, Reinbek near Hamburg 2007, ISBN 978-3-499-62214-4 .
  • Christoph Thomann, Barbara Kramer (ed.): Clarification aid concrete. Clarification of conflicts in the professional, private and public areas. Rowohlt-Taschenbuch-Verlag, Reinbek near Hamburg 2013, ISBN 978-3-499-62688-3 .
  • Christoph Thomann: Emotions - The role of difficult feelings in resolving interpersonal conflicts . In: Rudi Ballreich, Marlies Fröse, Johannes Piber (eds.): Organizational development and conflict management - innovative concepts and methods . Haupt-Verlag, Bern 2007, ISBN 978-3-258-02128-7 , pp. 449-463.
  • Christoph Thomann: The doubling in conflict resolution dialogue, shown on the communication square according to Schulz von Thun . In: Friedemann Schulz von Thun, Dagmar Kumbier (ed.): Impulses for counseling and therapy - communication psychological miniatures 1 . Rowohlt-Taschenbuch-Verlag, Reinbek near Hamburg 2008, ISBN 978-3-499-62347-9 , pp. 194-214.

Web links

Individual evidence

  1. ↑ Christoph Thomann, Christian Prior: Preliminary talks - with whom and with whom not? - Business mediation: What makes the clarification aid different? . In: ZKM - Journal for Conflict Management . 5/2006. Central for Mediation, Verlag Dr. Otto Schmidt, ISSN  1439-2127 , pp. 1-4.
    * Birgit Keydel: A pros and cons for preliminary talks - a contribution to the discussion and at the same time a response to Thomann / Prior . In: ZKM - Journal for Conflict Management . 2/2007. Pp. 1-3.
    * Christoph Thomann, Christian Prior: Answer to Birgit Keydel . In: ZKM - Journal for Conflict Management . 2/2007. Pp. 49-50.