Non-violent communication and its role in internal communication

Non-violent communication (NVC), developed by Marshall B. Rosenberg, is a method of interpersonal communication based on empathy and honest, respectful interaction. The aim is to resolve conflicts and improve the quality of interpersonal relationships. This form of communication is not only used in personal relationships, but increasingly also in organizational contexts. When used in internal communication, it can significantly improve collaboration.

From Prof. Dr. Patrick PetersProfessor for PR, communication and digital media and Vice-Rector for Research and Teaching Material Development at the Allensbach University

Internal communication is known to be an essential pillar of corporate communication. Particularly in an increasingly networked, highly dynamic working world, companies are faced with the challenge of avoiding misunderstandings, conflicts and a lack of transparency through effective and smooth internal communication. These can ultimately impair productivity and put a strain on the working atmosphere.

This is where non-violent communication (NVC) comes in, promoting appreciative and clear communication. By integrating NVC into internal communication, organizations can improve their team dynamics, resolve conflicts sustainably and develop a cooperative corporate culture. The theory of non-violent communication is based on four fundamental components: Observation, Feeling, Need and Request. The founder of non-violent communication, Marshall B. Rosenberg (Gewaltfreie Kommunikation: Eine Sprache des Lebens. Paderborn: Junfermann Verlag, 2003) describes this process as a way of communicating clearly and respectfully by making observations without judging, expressing feelings that arise from these observations, identifying the underlying needs and formulating requests that are concrete and achievable. This approach assumes that all people have the same basic needs and that conflicts often arise from differences in strategies to fulfill these needs. By focusing on needs and practicing non-judgmental communication, misunderstandings and hostility can be reduced.

Practice of non-violent communication

In practice, NVC is often practiced through structured dialogues and role plays. These exercises promote active listening and empathy by encouraging participants to put themselves in the other person's shoes and communicate their own feelings and needs openly and honestly. A central element of NVC practice is empathy, which helps both the speaker and the listener to feel understood and respected. Empathic communication requires that you not only listen to the other person, but also acknowledge their feelings and needs. This process can reduce tension and create an atmosphere of trust and cooperation. Studies show that the application of NVC in various contexts, from schools to workplaces, leads to a significant improvement in interpersonal relationships and a reduction in conflict.

NVC can improve internal communication on several levels

Integrating non-violent communication into the internal communication of a company or organization can have a significant positive impact. Internal communication is crucial to the success of any organization as it forms the basis for effective teamwork, employee satisfaction and organizational cohesion.

NVC can improve internal communication on several levels. By applying the principles of NVC, employees are encouraged to share their observations, feelings and needs openly, without fear of judgment or misunderstanding. This creates an environment where everyone is heard and respected. Conflict is inevitable in any organization. NVC provides tools for peaceful and constructive conflict resolution by encouraging those involved to focus on the needs behind the conflicts rather than fixating on blame or attack.

When employees feel that their feelings and needs are taken seriously, their satisfaction and commitment increase. This leads to a more positive working environment and can increase employee productivity and loyalty. Organizational change can be stressful and fraught with conflict. NVC can help facilitate change by fostering a culture of communication based on understanding and collaboration. This can make the transition smoother and minimize resistance to change.

Specific example: Resolving an internal communication situation through non-violent communication

Let's assume a situation in which tensions arise within a team because a project manager repeatedly criticizes the work of his team members without giving specific feedback. The team members feel discouraged and misunderstood, which affects productivity and the working atmosphere.

By using NVC, the project manager could first observe and communicate what they see without judging: "I have noticed that the last reports did not contain the expected results." He could then express his feelings: "I am worried because I have the feeling that we are not achieving our goals." Then he would identify the underlying needs: "It is important to me that we are successful as a team and meet our deadlines." Finally, he could formulate a specific request: "Can we sit down together and discuss how we can improve the reports?" The team members would also have the opportunity to express their observations, feelings and needs, which would lead to an open and respectful dialog.

Trust within the team grows through honest and respectful communication

Non-violent communication therefore differs significantly from conflict-aggravating communication, which is characterized by accusations, criticism and devaluation. Such negative communication patterns increase tensions and often lead to a vicious circle of defense and counterattacks that escalate conflicts. In contrast, NVC promotes a culture of respect and mutual understanding. By basing communication on observations, feelings, needs and requests, a constructive dialog is made possible. This reduces misunderstandings and promotes the willingness of everyone involved to find solutions that take everyone's needs into account.

In the long term, the application of NVC therefore leads to several positive results. Honest and respectful communication increases trust within the team. Employees feel safe to express their thoughts and feelings, which strengthens the team dynamic. NVC promotes understanding and cooperation among team members. Conflicts are identified at an early stage and resolved in a way that increases the team's sense of belonging and effectiveness. When employees feel that they are heard and respected, their satisfaction and commitment increase.

This leads to a positive working atmosphere and increases loyalty to the organization. Instead of dealing with conflicts superficially, NVC enables a deeper examination of the underlying needs and problems. As a result, sustainable solutions are found that bring about long-term improvements. In contrast, conflict-aggravating communication exacerbates the problems and creates an environment in which mistrust and hostility thrive. This can lead to increased staff turnover, reduced productivity and a negative working atmosphere.

Conclusion: Non-violent communication

Non-violent communication offers theoretically and practically valuable approaches to improve internal communication in organizations. By focusing on empathy, understanding and respectful dialog, the principles of NVC can help to create an open, cooperative and productive communication culture. This leads to a better working atmosphere and higher employee satisfaction and efficiency. This is particularly important in the new world of work in terms of personnel management and employer branding. In view of the complex and dynamic challenges of modern working environments, NVC is an essential tool for optimizing internal communication and ensuring sustainable success.