Friedemann Schulz von Thun

Friedemann Schulz von Thun ( born August 6, 1944 in Soltau ) is a German psychologist and communications expert and founder of the " Schulz von Thun Institute for Communication".

Studies, courses and guiding principles

Schulz von Thun attended the grammar school of Johanneums in Hamburg. As a coach of the local chess club he worked early on with psychological issues. He then developed the method of " thinking aloud ".

Schulz von Thun studied from 1967 to 1971 psychology, philosophy and education in Hamburg, then was an assistant with Reinhard exchange and received his PhD in 1973 on " intelligibility that the knowledge and information transfer ." Shortly after his habilitation in 1975, he was appointed to Hamburg university professor.

From 1971, he held training courses for teachers and leaders who were initially determined by central ideas of behavioral training and applied group dynamics. The aim was to "internal democratization", learning a partnership co-existence between different interaction partners.

Through the intensive study of Alfred Adler's individual psychology and Ruth Cohn topics Centered Interaction he deepened the understanding of interpersonal processes. The integration of individual psychology, humanistic and systemic directions and his course experience, the model of the communication square that in 1981 he " talk to each other, faults and clarifications " in the book was introduced in the 1970s.

The communication square

The four- page model or communication square is based on the assumption that every utterance after four aspects ( sides ) can be interpreted through - from the transmitter of the utterance as well as the receiver. These four pages of the message are represented by a square each side in a different color in the model:

In interpersonal communication, there are not only those who manifests itself - the transmitter - but at the same time also one of the listening - the recipient. While the transmitter speaks with " four beaks ", belongs to the receiver with the " four ears ". The four sides of the sent message, so express what the sender with a statement and / or will cause corresponding, often not the four sides, as interpreted by the receiver. Therefore, the four sides of a message make interpersonal contacts exciting, but also exciting and prone to interference.

This model can be combined with restrictions extend to general communication processes in society. This will include, for example, the rather functional communication between authorities or institutions.

Styles, values ​​and personal development

On the diversity of the people Schulz von Thun wrote in 1989 in the second volume " talk to each other " from. " Talking together 2 " now reached the 22nd edition and deals with the following main conclusion: people are different in the way they talk to others and make contact with them. What one person urgently needs to expand his social skills, has perhaps the other way too much. Assuming he describes eight communication styles (styles of contact and relationship formation )

Each of these styles has its communicative peculiarities, its strengths, its need for supplementation ( " trend " ) and its susceptibility to interpersonal entanglements ( " vicious ").

Model "Inside Team"

The third volume (published in late 1998 ) describes, inter alia, that you are often " more souls in the chest " has. Log (more or less audible ) before, during and after we speak. Schulz von Thun calls this home affairs team.

He takes the example of a diligent student of this, a little of the dedicated classmate wants to borrow a transcript. You do not want to say no and thus varies between emotional anger ( " He uses you out " ) and collegiality ( "You have to help each other "). This creates an inner conflict. In his model, called Schulz von Thun such internal shares "voices" or " members of the interior team." It is important to appreciate each team member inside, because " internal plurality" is human and valuable. However, depending on the sequence of the internal discussions, depending on the designed "internal operating climate" and whether a good conversation line is available, we can have a " heart team " how - or suffer from an eternally fractious bunch, with adverse consequences also for communication to the outside.

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