Polarization divides spaces for dialogue
Families fall silent. Teams become rigid. Organizations drift apart.
Everywhere, the same dynamic: those who are loud prevail. Those who doubt fall silent. Those who think differently leave.
And yet within conflict lies energy. Raw, malleable, and available for collective use if we stop avoiding it.
Deep Democracy makes this energy accessible. The method, originally developed by Arnold Mindell, was further evolved by Myrna and Greg Lewis in South Africa after the end of apartheid—a country that had to learn how to live with seemingly irreconcilable differences. Today, it is practiced in more than 20 countries and has been recognized by the United Nations as a leading innovation.
What makes Deep Democracy different
The method is “democratic” because it emphasizes that every voice matters, and that decisions are wisest when minority perspectives are included and valued. It is “deep” because it brings emotions, values, beliefs, and personalities to the surface to enrich and advance the group process. Its tools intentionally make polarities, resistance, and tensions visible and tangible for everyone, releasing the energy and wisdom contained within them for the benefit of the group. In doing so, they strengthen connection and create safe spaces for shared development.
Conflict competence – the new virtue
We argue too little. Most people either fall silent or raise their voices—but very few truly engage in conflict. Unfortunately. Because conflict itself isn’t the problem; avoiding it is. Those who argue stay in relationship. They acknowledge the other. They believe in a shared future. Conflict creates a social bond.
Deep Democracy teaches us to stay with conflict: to look when things become tight, to listen when it hurts, to speak when it feels risky. This is both craft and mindset—clear tools, a precise process, and a grounded inner clarity that allows one to hold processes safely. And this is a stance that can be learned.
Why you need Deep Democracy
When critical opinions are shared only by the coffee machine.
When decisions get stuck or are implemented only half-heartedly.
When resistance disguises itself as indifference.
When meetings become draining and resignation spreads.
This is exactly where Deep Democracy comes in.
The method creates spaces in which tensions become visible before they escalate—and transforms them into energy that benefits everyone involved.
Deep Democracy transforms:
- polarization into productive tension
- minorities into resources
- resistance into information
- division into movement
In practical terms, this means:
Decisions are jointly supported and therefore implemented more sustainably.
Teams develop a deeper understanding of underlying dynamics and act with greater ownership.
Leaders need to intervene less, because conflicts are recognized and addressed early.
Change processes run more smoothly, as resistance no longer blocks progress but is heard and integrated.
After a Deep Democracy process, teams interact differently. They don’t just understand the decision—they understand how it came about. And they have the tools to navigate future conflicts on their own.
The result: meaningful conversations. Better conflicts. Decisions that last.
For organizations, this means fewer friction losses, more stable teams, and leaders who can actively shape change.
Deep Democracy is intensive—and sometimes uncomfortable.
It requires honesty, including with oneself.
Humor helps, especially when things get tight.
Friction becomes a workshop for something new.
And it’s enjoyable—because when people are truly heard, something alive emerges.
Work with the pioneers of Deep Democracy in the German-speaking world.
Christiane Leiste introduced Lewis Deep Democracy to the German-speaking region ten years ago and has continued to develop it. Trained directly by Myrna Lewis, she is a certified Deep Democracy Instructor Levels 1–4, CoResolve Instructor, LDD Elder, and Advanced Facilitator. She has trained all German-speaking LDD trainers.
Andreas Bertram, a long-standing senior leader in a large organization, brings together leadership experience and the application of Deep Democracy in complex systems.
This means: if you want to experience Deep Democracy in the German-speaking world, you experience it at the source—with the precision, experience, and depth this work requires.
For organizations shaping the future.
For people who can stay in relationship.
For teams who want to learn how to argue—so they can reconnect.
