- Decisions
Making the decision is not enough
Why a change in the organisation only works when the teams carry it, and what I would set up differently today.
People move on, the tools stay.
Thoughts for difficult situations
Personal experience, reflection methods, and notes on acting more deliberately at work.
By Daniel Schmeiß
- Conflict
Through the pain, not around it
Why I would rather have a difficult conversation before it grows bigger in my head.
The first sentence is often the hardest to get out.
- Feedback
- Nonviolent Communication
Have you told them yourself?
Why I encourage colleagues to address feedback directly, what help I offer, and when a structural problem becomes visible in the process.
When I pass on second-hand feedback, something gets lost.
- Conflict
- BOUND method
But I thought we agreed on that
How differently understood expectations can turn into a judgment about reliability, and why it helps to reconstruct a supposed agreement together.
An unclear agreement can quickly turn into a judgment about the other person.
- Feedback
- SBI model
I should have told you sooner
Why I ask for and give feedback right after a presentation: specific observations, the impact on me, and finding the courage to start the conversation.
The impression remains, but the example is missing.
- Conflict
- Four-sides model
Four ears – one message. What are we talking about?
One comment about missing figures, two different concerns: how the four-sides model can help us understand what we communicate and what we hear.
Which concern am I responding to?
- Reflection
What is actually written and what I hear in it
Why writing things down is often a good start in difficult situations at work, and when a reflection method can provide additional structure.
First write down what is actually written, and only then what you hear in it.