More and more international donors finance capacity-building by training for conflict transformation. More and more agencies offer courses. More people in conflict situations request training as well, at least in my experience. Capacity-building agencies even commission expert studies on the need for training in conflict transformation. The guiding questions for this article are therefore, “How to make training in conflict transformation more efficient and more effective” and “How to make sure that training for conflict transformation has an impact on conflict transformation”. In the following section of the article, I clarify my own training “philosophy”. The main body of the article is dedicated to distilling conclusions, “lessons learned” if you wish, from my experience as a trainer for conflict management, crisis prevention and stress management, mainly in the context of development cooperation with a strong regional focus on Latin America. I look, in turn, at analysis and strategy development that need to accompany training events, at participants’ characteristics and their effects on training, at trainers’ profiles, at contents and formats, at the process in which trainings need to be embedded, and at possible negative impacts. I end each of the subsections dealing with these issues by presenting a very short list of questions that a trainer (or trainee) should ask him-/herself when faced with decisions about designing (or signing up for) training for conflict transformation.