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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 develop a different approach to communication in the broadest sense of the word, even when situations become difficult or tense. They experience greater calm, increased self-confidence, and a clearer understanding of how to respond rather than simply react. The difference lies in acting consciously: not being at the mercy of the situation or the conversation, but engaging with it deliberately and with curiosity.
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Our training programmes are designed for anyone who works with people and is willing to reflect on their own behaviour. They are less effective when participants attend only because they are required to and have little or no willingness to engage. We address this openly from the outset.
Applying new learning in the workplace is central to our approach. Throughout the training, we combine self-awareness with practical exercises based on real-life situations, enabling participants to build confidence through successful experiences. Where appropriate, we provide follow-up support for both participants and the client, identifying together any organisational or contextual barriers that may hinder the transfer of learning into daily practice.
Our training programmes always start from the participants’ own day-to-day reality. We work with their real-life situations, combining reflection, practical exercises, and dialogue. New insights are introduced when they add value—not through classroom-style teaching or PowerPoint-led presentations.
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We measure impact through observable changes in behaviour. Throughout the programme, we use participant and client feedback, structured reflection, and behavioural observations to monitor progress. For us, success is not measured by how much participants enjoyed the training, but by the extent to which new behaviours are applied and sustained in the workplace.
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