Peer Reviewed Journal via three different mandatory reviewing processes, since 2006, and, from September 2020, a fourth mandatory peer-editing has been added.
This paper aims to contribute to the design of a new conceptual model for coping with obtrusive interpersonal tensions in the context of a systemic organizational development process. The model integrates notions of the Value and Development Square (VDS) into a structured process, with ideas from the hypnosystemic work and solution-focused questions. This results in an approach that can be taught to and applied by those seeking solutions for interpersonal tensions within an organization. For the model's educational applicability, we developed a conceptual bridge: we split the attentiveness process—which occurs during the search for solutions for an unpleasant tension—into interrelated dimensions. In doing so, the process using the VDS can be observed in "small steps," and, if necessary, suitable interventions can be developed.
This paper provides ideas for using this augmented version of the square, including specific questions for those involved in adverse interpersonal tensions that induce reflection and/or inspire a perspective change. With this adaption of the original VDS, we aim to offer a valuable tool for leaders, coaches, mediators, and employees. It aids in rapidly structuring complex situations where stressful tensions persist and assists those engaged in interpersonal tensions to transform those tensions into useful levers for collective goals.
