MASTERING COMPLEX SITUATIONS TOGETHER WITH PEER COUNSELLING A CORPORATE LEARNING FORMAT

Abstract

The Relevance of the research lies in the exploration of peer counselling as established yet under-theorized practice that facilitates collective learning and problem-solving in professional environments characterized by complex interpersonal dynamics. The purpose of the research is to develop a theoretical framework for peer counselling based on contemporary systems and complexity sciences, providing practitioners with a structured approach to navigating workplace changes and increasing professional demands. The theoretical and methodological foundations are grounded in synergetics as a theory of self-organization and systemic problem-solving theory. Methodologically, these foundations are integrated within the Heidelberg Integrative Process Model. Research results of the research presents a peer counselling concept based on the Heidelberg Integrative Process Model (HiP), offering both a theoretical foundation in complexity sciences and a structured, pragmatic framework for addressing workplace challenges. The counselling process, detailed down to micro-interventions, enables participants without professional counselling backgrounds to analyze case situations as complex social systems and collaboratively develop appropriate strategies. Practical application of the concept demonstrates that a complexity-oriented approach fosters nuanced problem-solving while remaining manageable for peer counselling groups. The HiP-Impact-Factors support the organization of the process, enhancing self-efficacy and stress management for case-givers while strengthening participants' capacity to navigate complex situations. Comprehensive guidelines and instruments facilitate process facilitation and reflection, enabling knowledge transfer at both individual and organizational levels. However, the research highlights the necessity of addressing group dynamics to maintain the quality of peer counselling, including managing conflicting interests, group development challenges, and organizational structures. Additionally, peer counselling groups must recognize their boundaries, particularly distinguishing between counselling and therapy, ensuring that severe cases receive appropriate professional support. These findings suggest that peer counselling processes exhibit complexities similar to professional counselling formats, warranting further research.