"Success is succes when it becomes visible."

OR two-day training for advanced Works Council

The target group

Chosen Works-Council members


  • Participants know the WOR, the Works Council Act (this knowledge refreshed or newly obtained) – Optional outside the training.
  • Participants are able to influence networks in- and outside the organisation and the power game.
  • Participants have extended their repertoire of conflict management styles, recognise conflict mechanisms and are able to deploy mediation skills.
  • Participants are able to deploy interventions at a high level and overcome impasses, like non-violent communication and paradoxical intervenience.
  • Participants are able to communicate sensitively and to influence communication.
  • Participants can prevent that a contrast in interest turns into a conflict.
  • Participants are able to bend a conflict into contact.
  • Participants are able to influence group dynamics into constructive and theme-focused consult (from discussion to dialogue & theme centred interaction).
  • Participants and the WOR (Works Council Act) director did get in-depth acquainted and lessons were drawn from the past terms of office. Guidelines were formed for the future.

Number of participants

Council up to 12 members


2 days and optional support for a number of meetings


Day 1 – incl. evening


  • Assignment for in-depth acquaintance with director.
  • Test Thomas Kilmann: conflict management styles.


  • Optional start with WOR (Works Council Act) in a nutshell and 2 for 12 quiz and the WOR (Works Council Act).
  • Several workshops:
    • Workshop 1: conflict management
      • Type of conflicts
      • Source of conflicts: emotions
      • Latent vs manifest conflict
      • Styles of conflict management
      • Preferred style
      • From conflict to contact
      • Listening under pressure
      • Deal with opposed interests
      • Personal sensitivities and escalation mechanisms
    • workshop 2: conflict management
      • Practising of skills:
      • Unprejudiced and active listening,
      • Asking of non-threatening questions,
      • Mirroring and defining of emotions,
      • Paraphrase, summarise,
      • Positive re-labelling (neutralise, normalise, mutual making).
      • Exercises/practical situations based on personal learning wishes/casuistry
      • Role playing form multiple perspectives.
      • Through role -reversal, learn to think in interests and visions of the other.
    • Workshop 3: personal impact (or a substantive theme if wanted or learning form an other industry about influencing forces of power, for example chairman Central Works Council Ahold).
      • Voice dialogue (recognise own personalities and learn to switch these ‘on’ to develop strength from authenticity).

Day 2

  • Workshop 4: Theme-centralised interaction
    • According casuistry from the municipality (regional) one consults with each other in groups of 3 or 4 (3 groups = 3 municipalities and directors).
    • Help rules to promote interaction.
    • Activate energy in the team.
    • From communicating chairman-focused to communicating theme-focused.
    • Personal leadership in a consultation.
  • Workshop 5:
    • In-depth acquaintance with the director and the Works Council.
    • Lessons from the past and guidelines for the future.
    • Mutual ambition for local and regional cooperation.
    • The group photo.
  • Evaluation


Below you find examples of interventions that can be combined or deployed separately.