Conflict consultants have the gift of creating a space for clarification where people with very different views can come together. There, they encounter each other beyond their roles and functions. As a professional, it is easier to understand the underlying processes and not be so easily confused by hierarchies, presentation conflicts, and diversionary tactics. They do not confuse the outburst or the many reasons with the actual cause of the dispute and quickly get to the heart of the matter. But then a good way out of the disagreements is also needed. The solution is of a different nature than the problem, and moreover, conflict resolution alone is not the inspiring goal of cooperation. Reconciliation alone does not necessarily restore trust. Where should the joint journey go next and how should it change? Thus, expanding the goal is an important part of good conflict resolution. Conflicts are particularly costly in a team as a boss because they compromise crucial communication quality. They are the Achilles' heel of modern project management, which is almost always checkmated without good and free-flowing communication. Due to these two factors – a) the difficulty of resolving conflicts quickly and thoroughly, and b) the high cost of discord – I recommend the following steps: 1. Establish a culture of conflict resolution so that conflicts are recognized, quickly addressed, and dealt with. This is easier in a caring team culture based on equality than in a dominant or functional culture. When conflicts arise, it is important to address them courageously, optimistically, and constructively, despite the expected reluctance to do so. So don't listen to the usual excuses that come to mind, namely that your particular case is an extremely special situation that unfortunately cannot be resolved or probably doesn't even need to be resolved. After a while, you become familiar with this impulsive aversion and no longer take it so seriously. Those involved in the dispute have one hour, one or three days to find an active solution themselves. Depending on the team and project situation. Now is the time to look inward, clarify feelings and needs, and apply the NVC magic circle. You can try to find a mediator within the team or within the company. Determine the procedure for such situations in advance. 2. Systematically build up your conflict resolution skills through various courses and seminars. Hold regular practice groups. Support those among you who are interested so that they can continue their education for your benefit. But never expect too much from them. 3. Build a list of addresses of readily available external experts in the field of arbitration, mediation, and conflict counseling. If one expert does not have time for a short intervention, then another one will. Skills in the area of classic nonviolent communication are certainly not a disadvantage, but the only real criterion is quick and appropriate success. The team should also make it easy for the experts to be successful, because success is always earned together. So it's less about external pacification. Good communication quality requires appropriate inner peace. At the very least, inner peace must be sufficient for joint project management.