Training provided by Steinbeis experts in Leipzig helps to identify conflicts, strengthen resilience and actively shape change.
There can be no progress without conflict. The huge social transformation processes associated with digital, environmental and demographic change are giving rise to a whole host of challenges and accompanying conflicts. Especially in central Germany’s former coal-mining region, this process will constitute one of the greatest social challenges of the next few years. Problems and tensions arise first and foremost in places where people come into contact with each other on a daily basis, in other words in local businesses and companies. Drawing on years of experience in the field of conflict management, in 2023 the Steinbeis Mediation Center and IKOME Dr. Barth GmbH & Co. KG launched the pilot project “Transformationslotsen – Qualifizierung zur Konfliktbearbeitung im Rahmen des Strukturwandels” (Transformation Pilots – Structural Change Conflict Management Training). Funded by the Federal Ministry for Economic Affairs and Climate Action under the “Unternehmen Revier” program that supports structural change in former coal-mining regions, the project aimed to equip actors in central German companies, training institutions and schools with the practical skills needed to sustainably translate structural change into practice. Following the project’s conclusion in March 2025, it’s time to take a look back at its achievements.
The coal phase-out is transforming economic, social and cultural structures in central Germany’s former coal-mining region. The resulting upheaval is often accompanied by uncertainty and conflict within businesses, schools and civil society. Consequently, one of the “Transformationslotsen” project’s key goals was to train executives, employees, trainees and school students to identify future conflicts at an early stage, understand them, and manage them strategically. By building conflict and crisis resilience within enterprises and organizations and fostering democratic cooperation, it was hoped that, by the end of the project, the participants would no longer simply be overwhelmed by the challenge of structural change but would instead see the opportunities to proactively shape the transformation. By focusing on networking and knowledge sharing, the aim was to sustainably anchor this mindset and the corresponding skills within the region so that they can be drawn on in years to come.
From training to networking
“We implemented various measures during the project. These included targeted training modules for executives and employees to build their conflict management and transformation process skills, but also training to strengthen the constructive conflict resolution and active co-creation skills of trainees and school students”, explains project manager Verena Reinecke. Over the course of the project, the team ran three training courses for trainees, five for employees and three for school students, with a total of over 100 participants. They also held several networking and multiplier meetings where participants from a wide range of industries had the opportunity to speak to each other, share best practices and strengthen regional networks.
The Steinbeis team is currently working on a “Transformationslotsen” manual that will provide future users with details of the project’s findings and methods. There was also a two-stage evaluation of the training courses, with one evaluation immediately after the training ended and another at the end of the project. This shows how participants have transferred what they learned into workplace practice. Now that the project funding has come to an end, the training will continue to be offered on a fee basis – the first training sessions for trainees have already taken place.
Lasting impact and regional resilience
“Our ‘Transformationslotsen’ project delivered very positive results, especially in terms of strengthening the participants’ practical skills. They developed an understanding of the mechanisms and functions of conflicts and are now able to identify them early on, manage them professionally and mediate between conflicting parties.”, concludes Verena Reinecke. These skills are extremely valuable in transformation processes, since they help to defuse social tensions from an early stage. The project also led to the establishment of networks promoting professional dialog between different industries and facilitating closer cooperation between actors from business, education and civil society. It strengthened the self-confidence and skills of people in companies and schools, empowering them to actively co-create structural change rather than just reacting to it. At a national level, the project’s publications and events also inspired other regions to develop similar training programs.
The “Transformationslotsen” project shows how targeted training and networking can support structural change. As well as delivering short-term solutions to current challenges, it also makes a long-term contribution toward a resilient, participatory society. While the project concluded when its funding came to an end in March 2025, its impact lives on. The networks and materials created during its lifetime will continue to provide a navigation aid in years to come. Furthermore, following positive feedback from the participants, the training courses for companies and training institutions will continue to be offered even though the project funding has now expired. The project has once again shown how change calls for more than just technological innovations – the single most important thing is to put people at the center.
Contact
Louis Lehmann (author)
Project assistant
Steinbeis Mediation Center (Leipzig)
www.steinbeis-mediation.com
Verena Reinecke (author)
Project manager
IKOME Dr. Barth GmbH & Co. KG (Leipzig)
231462-29