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Chunking as a means to understand each other better

In this episode, we dive into the principle of chunking: a communication technique that demonstrates how we assign meaning by framing matters more broadly, more specifically, or differently. A chunk is simply the concept someone brings to the table in a conversation – a term, a desire, a value, or an idea. But what that term truly means depends heavily on how you look at it.

Therefore, we distinguish three movements:

  • Up-chunking: expanding and broadening the understanding of the framework by asking about the underlying why or the broader value. In other words, climbing up the ladder.
  • Down-chunking: making it more specific and comprehensible by concretizing: who, what, how much, when exactly? In other words, descending the ladder.
  • Lateral chunking: exploring alternatives, choosing a different “ladder” when a conversation is at risk of stalling.
Examples make this clear. When someone says “I want more responsibility” in a performance review, it can mean anything: from receiving a key to the building, to making certain decisions, to leading a team. Only by down-chunking does it become clear what is actually meant. On the other hand, an employee asking for a raise can clarify through up-chunking that it is actually about appreciation. That changes the entire dynamic of the conversation. Chunking is therefore a way to conduct better conversations, prevent misunderstandings, and address conflicts constructively. It helps build bridges because we not only understand each other literally but also see each other’s motivations. At the same time, there is a risk: those who deliberately “up-chunk” in a vague or large-scale way can use the technique to manipulate. Think of political slogans or corporate values that are not made concrete. The most important insight: learn to switch consciously between levels of chunking. Sometimes you need abstraction to find connection, sometimes detail to clarify agreements, and sometimes an alternative to break a stalemate. Those who can smoothly move up and down that “ladder” have a powerful tool to strengthen communication and collaboration.

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Participants will approach their communication with others differently in the broadest sense of the word, even when situations become difficult or tense. They experience more calm and self-confidence, and have a better understanding of what to do instead of simply reacting to events. The difference lies in conscious action: not being at the mercy of the situation or the conversation, but engaging with it actively and curiously. The focus is on individual behavioral change, which has a visible impact on interactions with colleagues, employees, and clients. Participants often notice a difference during the training itself, which is then further reinforced through practical application.
Yes. Content, methods, language, and cases are fully tailored to the organization’s context. Where necessary, I explicitly immerse myself in the sector, the role, or the workplace itself. Context determines how people communicate and make decisions, and therefore determines how a training program is designed.
Our training programs are suitable for anyone who works with people and is willing to examine their own behavior. They are less effective when participants are under heavy pressure to attend and show no willingness to open up. We address this explicitly.
Transfer is central. We work on awareness and practice with real-life situations during the training, so that participants gain successful experiences. Where possible, we provide follow-up with participants and the client, and together we examine which contextual obstacles might hinder practical application.
The training always starts from the participants’ reality. We work with their own cases, combine reflection with practice and dialogue, and only introduce insights when they are needed. It is not a classroom-style transfer of theory or a PowerPoint-driven training.
Dealing with resistance is a core competency. We create safety and neutrality, name what is happening, and investigate the needs behind the resistance. We do not force anything, but create space so that participants can move forward again and take responsibility for their own learning process.
We always start from what is feasible within the available time. There is no fixed format: we adapt to needs, context, and workload. Where meaningful and desirable, we supplement physical sessions with preparation, digital elements, or phased trajectories to use time efficiently.
We do not work with tricks or imposed behavior. We also look “below the waterline” at beliefs, fears, and automatic patterns that block new behavior. As a result, people dare and are able to apply what they have learned outside the training, in their actual work situation.
Impact becomes visible in behavior. We work with observations from the client and participants, targeted reflection questions, and feedback during the training. Satisfaction is a starting point, but more important is whether people feel confident enough to effectively apply the new behavior.
Follow-up steps are always discussed with the client. This could be a debriefing on transfer, additional depth on specific themes, or individual coaching. The client decides what is desirable and feasible within their own context.
We are happy to think along with you about your context, challenges, and objectives. Not a standard solution, but a targeted approach that works in practice.

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