{"id":67689,"date":"2025-06-10T13:25:09","date_gmt":"2025-06-10T13:25:09","guid":{"rendered":"https:\/\/michelleperreten.ch\/relationship-practice-how-communication-makes-closeness-possible-again\/"},"modified":"2025-09-23T05:38:42","modified_gmt":"2025-09-23T05:38:42","slug":"relationship-practice-how-communication-makes-closeness-possible-again","status":"publish","type":"post","link":"https:\/\/michelleperreten.ch\/en\/relationship-practice-how-communication-makes-closeness-possible-again\/","title":{"rendered":"Communicating is silver, listening is gold – even in companies"},"content":{"rendered":"\n

<\/p>\n\n

Many teams are familiar with it: everyday life gets louder, conversations become more superficial. Between emails, meetings and to-dos, there is little room for real connection. Communication is reduced to function – people are constantly talking, but not really to each other. <\/p>\n\n

Communication is the lifeblood of every organization. Not just factual, but also connecting. This also applies to teams and managers. <\/p>\n\n

Listening as a management task<\/strong><\/h6>\n\n

Good communication doesn’t start with talking, but with listening. However, our brain tends to have a confirmation bias:<\/strong> We tend to listen to what confirms our image of the other person. In companies, this means that we quickly pigeonhole departments, roles or people (“typical HR”, “that’s just how sales is”) – and overlook nuances. <\/p>\n\n

True connection happens when we remain open: to differences, surprises and development. Adam Grant (2021) writes in Think Again<\/em> that true learning is only possible when we are willing to question our beliefs. <\/p>\n\n

What constitutes good communication in a company?<\/strong><\/h6>\n\n
    \n
  • Clear “I” messages instead of accusations<\/strong>(“I need clarity on…” instead of “You never explain this properly…”)<\/li>\n\n\n\n
  • Active listening – without immediately presenting solutions<\/strong>Employees or teams sometimes don’t want to be “fixed” straight away, they want to be understood. Ask: “Have I understood you correctly?” <\/li>\n\n\n\n
  • Empathy instead of interpretation<\/strong>We experience ourselves as complex, others often as one-dimensional. Try to understand behavior in context. Ask: “What could this reaction be saying – and what might it not be saying?” <\/li>\n\n\n\n
  • Respecting and naming boundaries<\/strong>Boundaries are also important in a business context. They create clarity and trust. Ask: “Where does my responsibility end – where does yours begin?” <\/li>\n\n\n\n
  • Choosing the right moment<\/strong>Sensitive conversations need space and calm. Between door and door or at the end of a meeting, the necessary security is often lacking. <\/li>\n\n\n\n
  • Apologize<\/strong>Anyone who takes responsibility for mistakes shows greatness – and lays the foundation for trust.<\/li>\n<\/ul>\n\n
    Common communication traps in business<\/strong><\/h6>\n\n
      \n
    • Generalizations such as “always” or “never<\/strong>“\u2192 prevent real debate.<\/li>\n\n\n\n
    • Negative spiral: “It’s no good after all.<\/strong>“\u2192 Instead: consciously see the positive. What is already going well? <\/li>\n\n\n\n
    • Withdrawal or silence in a conflict<\/strong>\u2192 can destroy trust. Better: state clearly that you need time – and return later. <\/li>\n\n\n\n
    • Dominance or constant justification<\/strong>\u2192 Power games slow teams down. Instead: create together instead of arguing against each other. <\/li>\n<\/ul>\n\n
      Communication needs space – not just function<\/strong><\/h6>\n\n

      Organizations need more than operational communication. They need language that connects: about goals, values and needs. Genuine conversations arise where interest, curiosity and openness come together. <\/p>\n\n

      Practical tip:<\/strong> Plan regular communication rituals in the team, e.g. a 15-minute “check-in” per week. No agenda, no status reports – just the question: “What’s going on in your work right now?” Everyone listens for 5-10 minutes without interrupting. <\/p>\n\n

      Renegotiating roles in the company<\/strong><\/h6>\n\n

      Our professional biographies shape the roles we take on: Mediator, driver, responsible person. But not every role is right for us in the long term. Some we take on unconsciously – or carry them for too long. <\/p>\n\n

      Ask yourself:<\/p>\n\n

        \n
      • What is my current role?<\/li>\n\n\n\n
      • Which ones do I (no longer) want to fill in?<\/li>\n\n\n\n
      • How can roles in the team be designed flexibly and fairly?<\/li>\n<\/ul>\n\n
        Having Difficult Conversations \u2013 with Connection<\/strong><\/h6>\n\n

        Difficult conversations often feel risky. But they can be a gateway to real development if they are conducted mindfully. Start by connecting with your concerns:“This is difficult for me, but I still want to talk about it – because our collaboration is important to me.” <\/p>\n\n

        This creates a space in which new perspectives grow out of differences.<\/p>\n\n

        Conclusion<\/strong><\/h6>\n\n

        Communication is the basis for healthy collaboration – it requires self-reflection, curiosity, listening, boundaries and openness. Esther Perel reminds us: “Relationships are not a matter of course. They are daily practice.”<\/em> Companies also need this practice: every day, in every department, in every team. <\/p>\n\n

        Literature & Inspiration<\/strong><\/h6>\n\n

        Perel, E. (2020). Where Should We Begin?<\/em> Esther Perel Global Media.<\/p>\n\n

        Grant, A. (2021). Think again: The power of knowing what you don’t know.<\/em> Viking.<\/p>\n\n

        Kahneman, D. (2011). Thinking, fast and slow.<\/em> Farrar, Straus and Giroux.<\/p>\n","protected":false},"excerpt":{"rendered":"

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