Case Studies

Transforming Deep Team Conflicts with the PEACE Process

Through this nine-month PEACE process, a self-managed team learned to identify and address deeply rooted conflicts on multiple levels and to establish a sustainable, mindful culture of conflict resolution and communication.

Strategic Peace Consulting for an International Sustainability Project

Through strategic peace consulting and thorough risk analysis, an international organization was able to make a responsible decision that maximized impact on the ground while minimizing social, political, and legal risks.

Preventive Conflict Training – Strengthening Young Adults’ Conflict Competence in the Workplace

This hands-on, one-day workshop empowered young adults to expand their conflict competence, recognize tensions early, and transform them constructively into opportunities for growth.

Methods & Approaches

Explore additional methods and approaches I use to advise organizations and strengthen the conflict competence of your employees.

Transforming Deep Team Conflicts with the PEACE-Process

In a self-managed social sector team, we encountered a conflict that had long grown beyond a simple dispute among four team members. The team consisted of 15 people, operated without traditional hierarchies, and made decisions collectively—a model built on trust, responsibility, and lived conflict competence. Yet this was precisely where the challenge lay: conflicts had accumulated over years, straining collaboration and disrupting the work environment. The people the team served also felt the tension.

Pause & Explore: Conflict Analysis in the PEACE Process

The intervention began with the analysis phase, covering the “P + E” of the PEACE process—Pause and Explore. Over approximately six weeks, I guided the team through in-depth individual conversations, multi-hour reflection sessions, and open group discussions to fully understand the complexity of the conflict. It quickly became clear that the visible dispute among the four team members was just the tip of the iceberg.

Beneath the surface, four central dimensions emerged:

• Generational conflict: older team members were reluctant to relinquish responsibility, while younger members felt their competencies were overlooked.

• Values conflict: despite a shared mission statement, two dominant value groups were blocking decisions.

• Interpersonal conflict: initially visible and apparent among certain team members.

• Structural conflict: the self-management model lacked clear mechanisms for resolving conflict, causing tensions to be repeatedly raised but never fully addressed.

The findings were documented in a report outlining six potential action paths, allowing the team to decide the next steps independently.

Action & Commitment: Conflict Resolution in the PEACE Process

The team chose to continue the PEACE process with me for six months in the “A + C” phase—Action and Commitment—addressing each of the four conflict dimensions step by step. Methods included:

• Conflict competence workshops to develop a shared understanding of conflict as a natural part of daily work and its relevance to team function.

• Facilitated resolution conversations that provided a structured approach to addressing interpersonal tensions across the team.

• Three-day team seminar to review guidelines, communication structures, and complaint management while strengthening cohesion through targeted teambuilding exercises.

• Conflict stewards training: two team members were trained to moderate team meetings in challenging situations, ensuring sustainable constructive conflict management.

Through this process, the team learned to view conflict not as a threat but as part of collective learning and collaboration. Interpersonal tensions could be acknowledged without needing immediate resolution. Communication became clearer, more respectful, and goal-oriented, with “I-messages” replacing blame-focused language.

Evaluation: Reflection and Lasting Transformation in the PEACE-Process

Two weeks before the process concluded, I conducted the “E” phase—Evaluation—through individual conversations and team reflections. We reviewed the nine-month journey, assessed successes and learning moments, and ensured the lasting integration of the new conflict culture. The team reflected on how collaboration, communication, and responsibility-taking had evolved and how this culture could be sustained over time.

Results

• Team climate: noticeably calmer, more mindful, and cooperative.

• Conflict acceptance: tensions are acknowledged individually or collectively and addressed openly when needed.

• Communication: clearer, more respectful, and more solution-oriented, with a focus on “I-messages.”

• Structures: conflict stewards now moderate delicate situations, strengthening internal processes long-term.

• Values: shared values that support the mission were clarified and elevated.

• Resolution: the interpersonal conflict was resolved, fostering acceptance of differences, including generational perspectives.

Takeaways

This case study demonstrates how deeply rooted conflicts across multiple levels—interpersonal, intergenerational, value-based, and structural—can be recognized, understood, and transformed. The PEACE process provides a structured framework for teams to address conflict step by step, take responsibility, enhance both individual and organizational conflict competence, and develop a new culture of collaboration. The outcome is not just a solution, but a strengthened, resilient team capable of acting together into the future.

Are nine months a long time? Yes. But what if that time supports your team for the next 20+ years—or finally resolves a decade-long conflict? Learn more about the PEACE process and my approach here.

Strategic Peace Consulting for an International Project

A German-speaking NGO in the field of sustainable development was asked to take on a local project in a politically sensitive area of East Africa. At first glance, the project seemed promising: clearly defined, well-funded, and with the potential to make real impact on the ground. However, it quickly became clear that the situation was far more complex. The organization lacked sufficient expertise in regional peace issues and could not assess the potential social and political effects of direct engagement on the local community and existing initiatives.

I was brought in as a peace consultant to provide a comprehensive perspective on all conflict- and peace-related aspects—locally, regionally, nationally, and internationally—and to support the organization in strategic decision-making. I analyzed regional conflict lines, socio-political dynamics, and cultural factors that could influence project success. In parallel, I conducted extensive research on comparable initiatives, lessons-learned reports, international frameworks, and academic studies to provide a complete picture of risks and opportunities. This process, including participation in relevant online and in-house meetings, lasted approximately six weeks.

The organization also consulted external legal advisors, who evaluated the potential legal risks based on the opportunities and threats I presented. Together, we reviewed the findings: the risks of direct engagement were high—not only legally, but also socially and politically. At the same time, new opportunities emerged: by supporting an already established local NGO, the organization could contribute its expertise and resources without directly intervening, preserving the community’s agency. The approach focused on enabling self-help, which was welcomed by the local population. This strengthened autonomy and self-determination while consciously reducing colonial dynamics in development work.

This case study demonstrates how peace consulting can be effective in sensitive contexts, even when the goal is not to resolve conflicts directly. The focus is on guiding decision-makers safely through complex, multilayered situations by clearly presenting risks, opportunities, and long-term consequences. Strategic foresight, analytical thinking, and a thorough assessment of social, political, and legal dimensions enabled more responsible decisions, generating lasting impact on the ground and strengthening trust on both sides.

If you are facing complex decisions and want clarity on risks, opportunities, and long-term impact, I support you as an external peace consultant - helping your strategies create real-world results. More information can be found here.

Preventive Conflict Training – Strengthening Young Adults’ Conflict Competence in the Workplace

An organization approached me to conduct a one-day workshop for young employees. The goal was to enhance participants’ conflict competence, provide tools for managing workplace tensions, and strengthen long-term self-reflection skills.

The workshop, Conflict Competence in the Everyday Work of Young Adults, was structured into two 120-minute blocks, combining theory, reflection, and practical exercises. From the start, the environment was carefully designed for mindfulness: a clear set of ground rules ensured everyone was heard, discussions remained solution-oriented, and a safe space for open dialogue was established.

The morning began with a review of concrete conflicts the participants experienced at work. In small groups, they discussed their experiences, noted key points, and visualized conflict topics independently. In a subsequent harvest round, results were collected, clustered, and reflected on together. Using the iceberg model, I illustrated how conflicts often extend beyond the visible issues and how feelings, values, needs, and unspoken expectations drive the underlying dynamics.

The theoretical input focused on the costs of conflict and its potential impact in the workplace. I explained why conflicts are normal, outlined escalation stages, and showed how a solution-focused approach can transform interpersonal tensions into opportunities for growth and performance. Individually, participants reflected on their personal conflict attitudes using my 8 Dimensions of Peace—a tool linking self-reflection, awareness of patterns, and concrete actions.

The afternoon block was highly practical. Participants rotated through three learning stations in groups, exploring:

• Stakeholder analysis to map relationships, influence, and responsibilities.

• Nonviolent Communication (NVC) to address conflicts clearly and respectfully.

• Glasl’s escalation model to identify personal contributions and future intervention strategies in workplace tensions.

Small groups concluded by reflecting on their insights, developing concrete action plans, and defining measures to implement over the next two weeks. Each participant created personal strategies and identified resources to facilitate the transfer into daily work. A final harvest round allowed everyone to share key learnings and reflect more confidently on their current approach to conflicts.

Feedback showed that the workshop not only increased participants’ conflict competence but also heightened awareness of the often invisible dimensions of conflict. Participants reported feeling more confident in recognizing tensions early, addressing them constructively, and influencing outcomes actively.

Sample Agenda (One-Day Workshop, 2 x 120 Min.)

• Welcome, Set/Setting & Ground Rules

• Review of participants’ current workplace conflicts

• Harvest round & introduction of the iceberg model

• Theory input on conflict costs and workplace impact

• Reflection on personal conflict behavior using the 8 Dimensions of Peace

• Learning stations: stakeholder analysis, NVC exercises, Glasl’s escalation model

• Group reflection & creation of commitment cards

• Closing: joint development of action plans & transfer to everyday work

This case study demonstrates how preventive conflict training equips young employees to perceive workplace tensions consciously, reflect on their conflict attitudes, and develop concrete strategies for daily practice. By learning to recognize and address conflicts early, participants strengthen not only their personal competence but also contribute to a more resilient and cooperative work environment.

If you want to support your team or employees in recognizing conflicts consciously, handling them safely, and fostering lasting collaboration, I offer practical, hands-on workshops. More information can be found here.

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