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From Lab to Practice: What We Learned With AI

From Lab to Practice: What We Learned With AI

by Rafael Ungvari | Sep 3, 2025 | Digital Transformation, Leadership and AI, Short Knowledge Bits | 0 comments

From Lab to Practice: What We Learned With AI

Do you prefer to listen to this article? Click here to access our AI-generated audio version!

From Lab to Practice: What We Learned With AI

AI in organizations isn’t a one-size-fits-all solution.

And in people development, this becomes even more obvious: AI only creates value when it’s tailored to how people actually learn and practice skills.

At MDI, we’ve been working on this question for more than 1.5 years. What started as an internal experiment with ChatGPT quickly grew into our AI Leadership Lab – a sandbox where we could prototype, test, and refine how AI could support leadership development.

Our Journey With AI

Along the way, we moved from simple chatbots to immersive roleplays with voice and avatars. We discovered that immersion is not an add-on, but the goal. Our first demos now feel almost nostalgic – clicking a button, waiting for a response – compared to today’s fluid dialogues with emotional, human-like voices.

We also learned that systemic design matters more than model hype. GPT-3.5 to 4 was a leap, but not a breakthrough. The real difference came from how we designed scenarios: choosing the right challenge, calibrating resistance, and iterating with our trainers until the practice felt authentic.

And finally, we realized that feedback cannot be generic. AI’s true learning value comes when feedback is contextual, practical, and directly connected to the learner’s performance. That’s why we co-created feedback models with our trainers, based on real workshop experience.

Those internal learnings became the foundation of our Lab. But what happens when you take this approach outside – into client organizations?

From Internal Lab to Client Projects

In our first client projects implementing the AI Leadership Lab, one thing became crystal clear:

Success doesn’t depend on AI itself – it depends on how well the application is tailored to the organization.

Here’s what we learned in practice:

Our Journey With AI

1. Industry- & Company-Specific Adaptation

Generic simulations don’t work. For AI learning to have impact, scenarios must reflect the company’s reality:

  • the industry’s challenges,
  • the roles participants actually face,
  • and the objectives that matter most.

That’s why we don’t deliver “out of the box” roleplays. We co-develop scenarios with clients, allowing participants to rehearse the exact conversations and situations they encounter in their day-to-day work. AI enables the scaling of this realism across multiple contexts.

2. Co-Creation as a Success Factor

An AI Lab isn’t something you roll out. It has to emerge in co-creation:

  • our 1.5 years of Lab learning,
  • combined with our leadership development expertise,
  • and the client’s own learning and development (L&D) goals, models, and training structures.

This triangulation is what makes the Lab not only innovative but also credible, relevant, and sustainable within the organization.

3. Integration over Isolation

AI roleplays only create value when they are integrated into existing learning journeys, not used as isolated demonstrations.

That means embedding them into training modules, aligning them with objectives, and positioning them as part of the transfer process.

This way, AI strengthens the overall program instead of standing apart. It becomes a sustainable elementof leadership development – not just an add-on.

From experiment to system

Looking back, there’s a clear arc:

  • In our internal Lab, we learned the principles of immersion, design, feedback, and stakeholder involvement.
  • In client projects, we learned how to apply these principles to various industries, cultures, and learning and development (L&D) structures.

Together, these experiences show how AI can move from experiment → tailored system → scalable practice.

Final reflection

AI will not transform leadership development on its own. But when it is:

  • adapted to the industry and company context,
  • co-created with trainers, participants, and L&D teams,
  • and integrated into existing programs,

…then it can turn training into truly immersive, relevant, and scalable development.

That’s the future we’re building with the AI Leadership Lab – step by step, from lab to practice.

Rafael Ungvari

Rafael Ungvari

Artificial Intelligence Expert

Rafael is an AI specialist at MDI and is working to redefine leadership development through artificial intelligence. To implement this idea, he has worked with our team to establish the MDI AI Leadership Lab, which serves as a hub for experimenting with and applying AI solutions together with clients and trainers.

His work builds on his studies in business informatics at WU Vienna, where he combines business perspectives with technical expertise to develop practical and sustainable digital solutions.

  • LinkedIn

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From Lab to Practice: What We Learned With AI

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How to Build a Psychological Safety Net at Work

How to Build a Psychological Safety Net at Work

by Florian Biedermann | Aug 28, 2025 | Best Practice, Leadership Tips, Short Knowledge Bits | 0 comments

How to Build a Psychological Safety Net at Work

Would you like to listen to this article? 

Click here to access our AI-generated audio version! Have fun listening 😉

How to Build a Psychological Safety Net at Work

Some of you might recognize these situations at work: You have an idea but hold back—because you’re not sure how it will be received. Or you want to ask a question but stay quiet—for fear of embarrassing yourself.

What’s often behind this? A lack of psychological safety. It keeps people in protective mode instead of creative mode. Our L&D consultant, Florian Biedermann, explores psychological safety in his newest blog article. Find out what he’s thinking and how he approaches this topic below!

Google already uncovered this in 2012 through its Project Aristotle:

In high-performing teams, everyone has a voice. Everyone is treated with respect. The way leaders and team members interact matters deeply. That’s why it is essential for leaders to create a space where people feel:

“I can say what I think—without fear of negative consequences.”

This simple sentence is the heart of a concept gaining global traction: psychological safety—a work environment where people feel free to ask questions, admit mistakes, voice ideas or concerns… without blame or shame.

But here’s the real question:
Can it actually be trained?

Why leaders play a key role

Leaders are climate shapers. Their mindset and communication style strongly influence whether openness can thrive. But in reality? Many leaders operate under high pressure—and often react defensively to mistakes or conflicting opinions. So it’s no surprise that psychological safety has become a core focus in modern leadership development.

Why leaders play a key role

Can it be trained?

Yes.
But not through theory. Only through experience, reflection, feedback, self-awareness, and real behavioral training.

Here are a few practical approaches:

Feedback exercises in safe settings
→ How do I react when someone challenges me?

Rehearsing error-friendly conversations
→ How do I show that learning matters more than blame?

Coaching on language and mindset
→ How do I speak when I truly want to listen?

Integrating external perceptions
→ How do my people actually see me?

Since live sparring partners aren’t always available, we at MDI developed a tool to help:

Our AI Leadership Lab allows you to simulate conversations—on topics like communication, conflict management, or negotiation—via text, voice, or even with an avatar.
You get personalized feedback to identify your blind spots and grow your strengths.

Confidence is not a nice-to-have

Psychological safety is not a fluffy soft skill—it’s a critical business factor and a strategic management tool.

You can’t demand it.
But you can build it—through practice, reflection, and leaders who are willing to grow.

Over to you

Is psychological safety already part of your leadership training? What helps you create a safe climate—and where do you hit your limits?

Share your ideas with Florian on LinkedIn!

Florian Biedermann

Florian Biedermann

Learning & Development Consultant at MDI

Florian Biedermann is a Learning & Development Consultant at MDI (Management Development Institute) – a global consulting company that offers solutions for leadership development. His focus is on making complex issues understandable and inspiring people to think – and act. Florian previously worked for many years as an author and manager in the e-learning sector, after spending over a decade as a freelance journalist.

  • LinkedIn

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Unlocking Creativity – How to Create AI Images

Unlocking Creativity – How to Create AI Images

by Florian Biedermann | Aug 28, 2025 | Leadership and AI, learning effectiveness, Short Knowledge Bits | 0 comments

Unlocking Creativity – How to Create AI Images

Would you like to listen to this article? 

Click here to access our AI-generated audio version! Have fun listening 😉

Unlocking Creativity – How to Create AI Images

Have you ever wondered how AI can be utilized to not only transform leadership development, but also other spheres such as art? Our L&D Consultant Florian Bidermann recently had the pleasure of attending an AI Lab session by artist Bella Volen on “Creating images with AI.”

Until then, my attempts to generate images with AI had not been particularly successful—they were uninspired and unsuccessful. Thanks to Bella’s course, however, I have now gained some eye-opening insights into designing images with AI, which I naturally want to share with you.

Prompting the Visual

First of all, it is quite easy to create unique visuals with just a few prompts. But if you prompt very simply, such as „Create a picture with a tree and a house,” it is more than possible that the result will differ greatly from the picture you desire.

As AI models are trained on vast datasets of images and captions, they generate pictures that match the description. It’s a creative process, but it also requires experimenting—users must invest time to understand the model’s logic and fine-tune requests for optimal results.

Understanding image creation with AI requires a grasp of visual language. The more you are familiar with composition, color harmony, and symbolism, the more the results correspond to the expectations. Learning to express concepts visually is essential for effective AI image generation.

5 Tips When Prompting an Image

Visual language is a language without limits that is dynamic, but follows some clear rules. Here are some of the most important aspects to consider when prompting an image:

  • Clearer Communication with AI: Visual language provides the vocabulary needed to create precise, descriptive prompts. The more effectively you can express ideas visually, the more likely you are to achieve the intended result from the AI.
  • Improved Results: Knowledge of elements such as balance, contrast, and focal points enables you to guide the AI toward visually harmonious and compelling images. Detailed familiarity with artistic terms helps you specify exactly what you want—like “dramatic lighting,” “minimalist design,” or “complementary colors.”
  • Efficiency in Experimentation: If you have a strong visual vocabulary, you can iterate faster. It helps you to adjust styles, moods, or compositions in your prompts, shortening the trial-and-error cycle.
  • Contextual Awareness: Understanding visual conventions lets you match image style and content to the intended message or audience.
  • Quality Control: You can critically assess and refine AI outputs based on artistic principles, rather than relying purely on technical capability.
Roleplays and simulated scenarios: practicing leadership in a safe space

Here are some key aspects of visual language that enhance AI image quality that might help you when you are prompting:

Composition

  • Arranging elements in the image for balance, focus, and clarity.
  • Specifying concepts like “centered portrait”, “rule of thirds”, or “dynamic perspective” helps the AI craft more visually appealing outputs.

Color Theory

  • Directing mood and harmony through careful use of color palettes.
  • Prompts mentioning “complementary colors”, “warm tones”, or “monochrome” significantly influence the emotion and coherence of the result.

Lighting

  • Describing lighting types (“soft lighting”, “dramatic shadows”, “golden hour”) is crucial for depth, atmosphere, and realism.

Style and Genre

  • Referring to well-known art movements (impressionism, cubism, manga) or commercial styles (minimalist, photorealistic, vintage).
  • Precise style cues lead to outputs closer to the intended vision.

Texture and Detail

  • Dictating the level of detail or surface finish (smooth, grainy, painterly, highly detailed) enables tailored results.

Subject Placement and Hierarchy

  • Communicating which objects or figures are focal points and how supporting elements are arranged (“foreground emphasis”, “background scenery”, “isolated subject”).

Symbolism and Visual Metaphors

  • Using Imagery that carries meaning or evokes specific concepts, such as peace (doves), innovation (lightbulb), or adventure (open road).

Key Takeaways

Anyone can generate visuals with AI, but mastering visual language yields better results. The process is iterative—experimentation and clear prompts are crucial. Be mindful of copyright issues in your creations. Since AI models are often trained on existing artworks, it remains important to consider authorship and intellectual property when publishing or selling AI-generated images.

And Now You

What are your experiences in creating pictures with AI? What helps you to create an image with artificial intelligence – and where do you reach your limits?

Share your thoughts with Florian on LinkedIn!

Florian Biedermann

Florian Biedermann

Learning & Development Consultant at MDI

Florian Biedermann is a Learning & Development Consultant at MDI (Management Development Institute) – a global consulting company that offers solutions for leadership development. His focus is on making complex issues understandable and inspiring people to think – and act. Florian previously worked for many years as an author and manager in the e-learning sector, after spending over a decade as a freelance journalist.

  • LinkedIn

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The Lasting Impact of Leadership Horizon – Meike’s Perspectives

by Meike Hinnenberg | Jul 2, 2025 | Leadership Impact, MDI Inside, Short Knowledge Bits | 0 comments

The Lasting Impact of Leadership Horizon – Meike’s Perspectives

Do you prefer to listen to this article? Click below to access our AI-generated audio version!

The Lasting Impact of Leadership Horizon – Meike’s Perspectives

MDI’s Meike Hinnenberg shares her reflections on this year’s Leadership Horizon and what it means to be a leader in today’s climate. Read this blog article to gain insight into her perspectives!

The #Leadership Horizon took place over a month ago.
And yet – it still lingers in my mind.

In an age where the average attention span has dropped to just 47 seconds (down from 2.5 minutes in 2004, as #GloriaMark describes), that’s not nothing.

So why does this event stay with me?

Certainly because of the valuable insights into current developments in #AI. But more than that:

It was the multi-perspectivity and the rare, dialogical space between those perspectives that left a lasting impression.

This wasn’t a sales pitch. Nor an ideologically charged debate. It was a shared space to explore the tension between

  • inspiration
  • rapid development
  • uncertainty
  • and the sheer unpredictability of a technology that both fascinates and challenges us.

Leadership and Multiperspectivity

In today’s public discourse, I often miss this kind of space. Instead, I encounter ideological simplifications that seem to fuel polarization, reducing complex issues to binary narratives. This tendency not only falls short of doing justice to the complexity of our interconnected world but also obstructs meaningful responses and undermines the solidarity we so urgently need.

In contrast, spaces like the Leadership Horizon – where different perspectives are not just tolerated but invited – feel like rare and necessary counterexamples. This event inspired me on a deeper level, much like the writings of #KlausEidenschink on conflict, polarity, and the question of the good within the evil.

It reminded me that true dialogue does not seek harmony at any cost or resolution too quickly, but stays with the tension, holds the paradox, and allows transformation to unfold from within it.

Leadership and Multiperspectivity

A Core Leadership Competence

This ability to hold tension and to stay with complexity is not just useful – it’s essential for us as leaders, because in leadership, we constantly navigate ambiguity and contradiction.

And especially now – as we face various disruptions and questions around systemic transformation, diversity etc. – we don’t need more polarization. We need the ability to manage polarities. To lead across differences. To hold both clarity and contradiction.

I know from experience how easy it is to ask for this complexity tolerance – and how hard it is to practice it. Especially under pressure, our systems revert to simplification, control, and reactivity.

That’s why this is not just about mindset – but about #conscious leadership and about creating spaces of real dialogue, where perspectives can challenge and transform us and where we remain generous in our shared human finitude.

What helps you create those spaces in your organization – where not just alignment, but true dialogue can emerge?

Meike Hinnenberg

Meike Hinnenberg

Learning & Development Consultant

Meike Hinnenberg is a trainer, Learning and Development Consultant, and Team Lead at MDI Management Development GmbH and specializes in communication, conflict management, diversity & inclusion, and lateral leadership.

  • LinkedIn

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AI in Leadership in 2025: Impressions from Leadership Horizon

AI in Leadership in 2025: Impressions from Leadership Horizon

by Christoph Wirl | Jul 1, 2025 | Leadership and AI, MDI Inside, Short Knowledge Bits | 0 comments

AI in Leadership in 2025: Impressions from Leadership Horizon

You want to listen to this article? You can find an AI-generated version here:

AI in Leadership in 2025: Impressions from Leadership Horizon

Christoph wrote this article for his print magazine, Magazin Training. You can also find this article in Issue 04 2025, pages 22-23.

On May 15th, 2025, over 150 HR professionals and executives gathered at the SO/Vienna hotel to explore one of today’s most pressing leadership questions: How is artificial intelligence redefining leadership—and what new capabilities will leaders need to thrive? Hosted by MDI, the conference Leadership Horizon focused on the theme “Leading with AI Agents: Navigating the Future of Human-AI Leadership” and delivered a day packed with insight, real-world applications, and powerful dialogue.

From Managing Machines to Leading AI

“We used to lead machines during the industrial era. Now, in the age of AI, we must guide intelligent systems—and be guided by them.” With this statement, the conference captured a key shift: leadership is no longer just about people. Instead, it must evolve into a role that navigates a growing ecosystem of smart, autonomous systems. Tomorrow’s HR will lead not only humans but also AI agents.

When AI Books Flights and Writes Proposals

MDI CEO Gunther Fürstberger kicked off the day with a compelling live demo that showcased what AI agents are already capable of—or will be very soon. Our attendees watched in awe as Gunther guided an AI assistant through tasks like booking flights, generating proposals, and performing administrative work that typically takes hours—all in just minutes.

“What you’re seeing may still be a few months out,” Gunther explained, “but it’s coming. By automating routine admin work, leaders can finally refocus on what matters: guiding people, thinking strategically, and driving innovation.” The takeaway was clear: AI will not just transform work—it will reshape our very understanding of productivity and time.

Voice First: The New Human-AI Interface

Next on stage was Malcolm Werchota, Business Strategist and AI evangelist, whose session “Co-Leading with AI – How Humans, Voice, and AI Agents Shape the Future Together” tackled the nuances of human-AI collaboration. Malcolm didn’t shy away from controversy, arguing that excessive data privacy fears can stifle innovation. “Of course, data protection is important,” he said, “but we need practical frameworks that don’t paralyze progress.”

One tip that resonated strongly with the audience: start using voice interfaces to interact with AI. “Speaking to systems can be up to three times faster than typing,” Werchota noted. “Voice-first isn’t just an option—it’s becoming the norm.”

We also made sure that networking was more than an afterthought. Carefully curated meetups during breaks allowed our attendees to forge meaningful connections in a structured yet relaxed setting, sparking deeper conversations beyond casual small talk.

AI in Leadership in 2025: Impressions from Leadership Horizon

Christoph wrote this article for his print magazine, Magazin Training. You can also find this article in issue 04 2025, pages 22-23.

On May 15th, 2025, over 150 HR professionals and executives gathered at the SO/Vienna hotel to explore one of today’s most pressing leadership questions: How is artificial intelligence redefining leadership—and what new capabilities will leaders need to thrive? Hosted by MDI, the conference Leadership Horizon focused on the theme “Leading with AI Agents: Navigating the Future of Human-AI Leadership” and delivered a day packed with insight, real-world applications, and powerful dialogue.

From Managing Machines to Leading AI

“We used to lead machines during the industrial era. Now, in the age of AI, we must guide intelligent systems—and be guided by them.” With this statement, the conference captured a key shift: leadership is no longer just about people. Instead, it must evolve into a role that navigates a growing ecosystem of smart, autonomous systems. Tomorrow’s HR will lead not only humans but also AI agents.

When AI Books Flights and Writes Proposals

MDI CEO Gunther Fürstberger kicked off the day with a compelling live demo that showcased what AI agents are already capable of—or will be very soon. Our attendees watched in awe as Gunther guided an AI assistant through tasks like booking flights, generating proposals, and performing administrative work that typically takes hours—all in just minutes.

“What you’re seeing may still be a few months out,” Gunther explained, “but it’s coming. By automating routine admin work, leaders can finally refocus on what matters: guiding people, thinking strategically, and driving innovation.” The takeaway was clear: AI will not just transform work—it will reshape our very understanding of productivity and time.

Voice First: The New Human-AI Interface

Next on stage was Malcolm Werchota, Business Strategist and AI evangelist, whose session “Co-Leading with AI – How Humans, Voice, and AI Agents Shape the Future Together” tackled the nuances of human-AI collaboration. Malcolm didn’t shy away from controversy, arguing that excessive data privacy fears can stifle innovation. “Of course, data protection is important,” he said, “but we need practical frameworks that don’t paralyze progress.”

One tip that resonated strongly with the audience: start using voice interfaces to interact with AI. “Speaking to systems can be up to three times faster than typing,” Werchota noted. “Voice-first isn’t just an option—it’s becoming the norm.”

We also made sure that networking was more than an afterthought. Carefully curated meetups during breaks allowed our attendees to forge meaningful connections in a structured yet relaxed setting, sparking deeper conversations beyond casual small talk.

Malcom Werchota

Conducting the AI Orchestra: What Leadership Looks Like Now

A key moment of the day was the virtual keynote by AI advisor Ayesha Khanna, livestreamed from Singapore. Her talk “Future of Work: Amplifying Human Potential in the Fourth Industrial Revolution” offered a hopeful vision of collaboration rather than replacement.

“This revolution isn’t about machines replacing humans,” she emphasized. “It’s about using technology to amplify human strengths.”

AI in Practice: The Voestalpine Case

The afternoon sessions dug deeper into implementation. Ernst Balla, HR Director at Voestalpine Metal Forming, gave a candid account of the company’s ongoing AI transformation. His talk “Insight into Voestalpine’s AI-Driven HR Transformation” laid out a modular, trial-based strategy that helped the Austrian industrial giant test, learn, and adapt fast.

Crucially, Ernst explained how early employee involvement and transparent communication helped overcome initial skepticism. His case study offered valuable lessons for HR leaders seeking to launch their own AI initiatives: successful AI integration is incremental, iterative, and above all—human-centered.

“Stop Hiring Humans?” A Thought-Provoking Provocation

One of the day’s more polarizing sessions came from Gernot Winter, co-founder of Superintelligenz GmbH. His talk, titled “Stop Hiring Humans! How, Why, and When AI Agents Will Replace Us in the Workforce”, was designed to provoke. Drawing a historical parallel, Winter referenced Pope Leo XIII, known for his stance on labor during the first industrial revolution—and jokingly suggested that the current Pope might call himself Leo XIV in response to today’s AI upheaval.

Despite the bold title, Gernot closed with a smile: “Please don’t actually stop hiring humans!” His real message: companies must prepare for a future where routine tasks are handled by AI—and human talent is upskilled for more meaningful, creative, and ethical work. “It’s not a question of if,” Gernot concluded, “but when. And new, more demanding roles will continue to emerge.”

Coaching in the Age of AI: The SAIGE Project

Later in the afternoon, our participants were introduced to SAIGE, an AI-powered coaching tool for leadership development, presented by Hamza Khan and Bailey Parnell. “We’re at a turning point in how we develop leaders,” Khan remarked. “Imagine every leader having 24/7 access to personalized feedback and support.” With SAIGE, that vision is already becoming reality.

A Real-World Use Case from PwC

Kirstin Zellmer, Leadership Ambassador at PwC Germany, shared how one of the world’s leading consultancies is embedding AI in daily leadership tasks. Her presentation, “People Manager Guide – A PwC AI-Driven Knowledge Tool”, showed how knowledge-sharing and guidance can be scaled effectively using internal AI tools.

Human vs. Machine: The Final Debate

The day closed with a high-level panel discussion on a central question: How much leadership can we delegate to AI—and how much still requires a human touch? Panelists included AI Austria board member Ruben Hetfleisch and UNIQA’s Innovation & AI Lead Barbora Dörflinger. The consensus? The future belongs to those who can strike the right balance between human intuition and machine intelligence.

Christoph Wirl

Christoph Wirl

Editor of Magazine Training

Christoph is an experienced editor with a demonstrated history of working in the education management industry. He is skilled in Small Talk, Writing, Entrepreneurship, Scuba Diving Instruction, and Public Speaking. Christoph graduated from Wirtschaftsuniversität Wien and is now editor and publisher of Magazin Training. He also wrote the book “Bullshit Busters” and is very knowledgeable on all things AI.

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Do you prefer to listen to this article? Click below to access our AI-generated audio version!

Aligning Training Goals with Organizational Business Objectives

In my experience, aligning training with business objectives is one of the biggest challenges – it requires in-depth preparation for a training project, e.g. understanding the cultural aspects of the organization, the potential obstacles that stand in the way of implementing newly acquired skills, and acquiescence on the management to implement new habits.

Here are several proven strategies that I’ve found effective in enhancing knowledge transfer and ensuring that training delivers real business impact:

1. Encourage Practical Application During Training

Enabling practical application while running a course – Whenever possible, I integrate real-life, job-relevant exercises into the training sessions. This allows employees to practically apply new skills in a safe environment classroom. By working with scenarios that reflect their day-to-day challenges, they are better equipped to transfer those skills back to the workplace.

2. Create a Safe and Supportive Learning Environment

A safe and supportive environment – this means e.g. helping delegates translate theory into practice. Additionally, the trainer’s role is to promote a culture of continuous collaboration while managing a seminar. I encourage the sharing of knowledge and good practices immediately among the delegates.

Create a Safe and Supportive Learning Environment

3. Continuously Evaluate and Improve Training Effectiveness

Monitoring and improvement through regular evaluations. I monitor the effectiveness of knowledge transfer by feedback interviews during and after training sessions. This allows me to focus on continuous improvement of the training content and tailor future sessions more effectively based on real needs. This iterative process of refinement is crucial for maintaining relevance and maximizing the return on training investment.

4. Reinforce Learning Through Follow-Up Sessions

Sustainable learning doesn’t end when the training session concludes. We, at MDI Training, hold regular 2-hour follow-up sessions usually 4 to 6 weeks after the training to ensure continued development and to address any emerging challenges. These sessions help reinforce key messages, revisit challenging topics, and provide a platform for participants to share their implementation experiences. They are also an opportunity to clarify lingering questions and re-energize commitment to behavioral change.

Conclusion

Using the above strategies can significantly increase the effectiveness of skills knowledge transfer in an organization.

For more information, feel free to address me directly – marcin.swierkocki@mdi-training.com or send me a DM on Linkedin. I’d also love to hear your tips and experiences that support your training effectiveness.

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Do you prefer to listen to this article? Click below to access our AI-generated audio version!

Mastering Communication: The Why, How, and What

Have you ever heard an employee say something like, “I won’t be able to meet the upcoming deadlines”? While the words may seem straightforward, they often hint at deeper underlying concerns. In this article, I delve into this statement through the lens of two well-known iceberg models, uncovering what lies beneath the surface…..

The iceberg models of Paul Watzlawick (of communication) and William Ury’s/Roger Fisher’s and Daniel Shapiro’s (positions vs. interests) share a common structure that emphasizes the elements of human interaction. Aligning these two models provides a deeper understanding of the interplay within communication strategies.

Watzlawick’s communication iceberg model:

  1. Above the surface – Fact-based communication: The pure content of the communication, such as words, facts or data communicated to the interlocutor. E.g.: ‘I want to complete this project by the end of this week’.
  2. Below the surface – Relational communication: The unspoken and emotional dynamic that underlies the actual content, such as tone, trust, non-verbal signals, and power. E.g.: A leader’s tone of voice suggests frustration or urgency, which influences how the message is received.

Ury and Shapiro’s iceberg model – positions vs interests:

  1. Above the surface – Positions: Explicit messages about what someone wants. Positions are noticeable but do not yet reveal underlying motivations. E.g.: ‘I need a 10% increase in my head count next year’.
  2. Below the surface – Interests: The deeper needs, desires, fears, and motivations that drive a position. Interests often refer to humanistic needs such as autonomy, recognition, or security. E.g.: Asking for a higher amount of workers next year reflects my need for recognition, security, or justice.

Both models emphasize the importance of understanding not only what is visible, but also what lies beneath the surface in human interaction. They agree with each other to the following extent:

Watzlawick’s iceberg model of communication

Ury’s/Shapiro’s iceberg model – positions vs interests

Fact-based communication (above the surface): Focuses on the pure content of the communication, such as words, facts or data.

Positions (above the surface): A clear request or message about what is wanted.

Relational communication (below the surface): Focuses on implicit dynamics such as tone, emotions, trust and the quality of the relationship.

Interests (below the surface): The deeper needs, concerns and motivations driving our positions.

Key findings: What is said is influenced by relational aspects (e.g. trust, power). Ignoring relational dynamics quite often leads to misunderstandings.

Key findings: Specific positions often mask hidden interests. Only an understanding of mutual interests can lead to a more constructive outcome.

Communication models

Practical implementation (1):

1. Communication while staying in touch with your Stakeholders:

Factual communication (based on your position) only serves as a starting point in reaching a solution, while relational communication (tone, trust) determines how your position is perceived. Recognizing deeper interests guides relational communication to build rapport and mutual understanding.

2. Conflict resolution:

Relationship breakdown (the hidden dynamic in Watzlawick’s model) results from long-established positions (evident in the Ury/Shapiro model). Addressing relational issues (e.g. respect, autonomy) generally leads to the discovery of shared/agreed interests.

3. Key questions so as to ‘dive below the surface’:

  • What is being said by the other side? (Positions/facts)
  • How is it being said? (Relationship dynamics)
  • Why is it being said? (Interests/basic motivations).

Practical implementation (2): Conflict in the workplace.

Scenario: An employee says: ‘I am unable to meet the upcoming deadlines’.

  • Watzlawick’s perspective: The actual message is failure to meet a deadline; the relational message may (our assumption) include frustration or fear of being perceived as an incompetent co-worker.
  • Ury’s/Shapiro’s perspective: The position is to refuse to meet a deadline; the interest may be to avoid burnout, being overloaded, or the need for greater clarity on priorities.

Conclusions:

By addressing both relational communication (e.g. showing empathy, and understanding people’s psychological needs) and underlying interests (e.g. redistribution of tasks or a new role in the team), a leader is able to solve issues/problems more effectively than by merely focusing on positions or factual messages.

Marcin Swierkocki

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Trainer, Coach & MDI Partner

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Do you prefer to listen to this article? Click below to access our AI-generated audio version!

Self-Leadership: Harnessing the Power Within

In today’s fast-paced and unpredictable world, we often lack control over external circumstances or how others treat us. However, we possess one powerful tool: the ability to choose how we respond.

This doesn’t mean conforming to every situation or forcing solutions. Instead, self-leadership focuses on understanding and managing our thoughts and emotions —skills that can profoundly influence our relationships and leadership abilities.

The Core of Leadership: The “Me” Circle

Imagine leadership development as a ripple effect. At the center lies the self—the starting point for influencing all outer circles: individuals, teams, organizations, and the wider environment. The “me” dimension is foundational.

How we connect with others or design organizational systems stems directly from our inner state. For now, let’s focus on this pivotal core: self-leadership.

Key Dimensions of Leadership we Focus on

Empathy vs. Sympathy: Choosing Connection

Empathy is a cornerstone of self-leadership, fostering connection, while sympathy can unintentionally create distance. According to Brene Brown, empathy encompasses:

  • Perspective-taking: Seeing the world through someone else’s eyes.
  • Non-judgment: Withholding judgment about others’ experiences.
  • Emotional recognition: Identifying and validating others’ emotions.
  • Feeling with others: Truly sharing in their emotional experience.

Leaders often struggle with vulnerability, imperfection, and the uncontrollable aspects of life and relationships. Our biological wiring doesn’t help—we’re programmed to detect and react to potential threats, a survival mechanism that can hinder connection. Recognizing and addressing this is key to empathetic leadership.

Cultivating “Response-Ability”

While we can’t control external events, we can control how we react—our “response-ability.” Tools like deep, conscious breathing and regular meditation can help calm the brain’s alarm system, creating space between stimulus and response. Gratitude practices can shift our focus toward the positive, reducing the weight of perceived threats.

These habits empower leaders to make decisions thoughtfully, even amid complexity and conflicting needs.

Leadership Decision-Making: Navigating Complexity

Making decisions as a leader is inherently challenging. It’s impossible to satisfy everyone, and every decision invites criticism. Understanding this reality helps us navigate conflict, a normal part of organizational life

Decisions will always carry trade-offs, but by including diverse perspectives and maintaining self-awareness, leaders can strive for the best possible outcomes.

Embracing Your Inner Team

Self-leadership also involves recognizing and harmonizing the many voices within us—our “inner team.” Each voice represents a perspective or trait, such as the Perfectionist, the Empathetic, or the Fearful. Listening to and integrating these voices strengthens decision-making and communication.

Embracing your inner Team

Practical Exercise:

Start by asking yourself a question, like, “Should I address this conflict?” Visualize the various inner voices involved and assign them roles or characters. For instance:

  • The Perfectionist: Insists on flawless execution.
  • The Fearful: Warns of potential risks.
  • The Rational: Seeks logic and balance.
  • The Angry: Advocates fiercely for boundaries.

Identify which voices are louder or more resistant and allow each to speak. Then, appoint an “inner team leader” to mediate, ensuring all perspectives are heard and integrated into a coherent plan.

In my own inner team, I balance voices like the empathetic, the strong, the fearful, and the rational. Each one has value, and my inner leader works to harmonize them, fostering collaboration and guiding decisions that reflect the best of all perspectives.

Conclusion

Self-leadership isn’t about perfection—it’s about awareness and intentionality. By cultivating empathy, practicing response-ability, and embracing the wisdom of your inner team, you can make decisions with clarity and confidence.

When we lead ourselves effectively, we empower others to thrive, creating ripples of positive change that extend far beyond the “me” circle.

Meike Hinnenberg

Meike Hinnenberg

Learning & Development Consultant

Meike Hinnenberg is a trainer at MDI Management Development GmbH and specializes in communication, conflict management, diversity & inclusion, and lateral leadership.

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