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March 2021
Deep Democracy: First Aid for Conflict
Disagreements often are avoided or swept under the rug in organizations. Occasionally, disagreements become conflicts so large that they threaten to divide a team, create a toxic working environment, or undermine a project. Conflict doesn’t have to be destructive. It is both common and inevitable. With skill and awareness, we can use conflict to develop deeper understandings, uncover unexamined assumptions, and reveal hidden wisdom. In this session, we will introduce participants to First Aid for Polarization. This technique, an outgrowth…
Find out more »April 2021
Deep Democracy CoResolve Online Workshop
The Lewis Method of Deep Democracy was developed by Myrna and Greg Lewis, psychologists who were asked to help a large South African company work through the legacy of apartheid. They developed the method, which they taught to over one thousand people in three years. Today, Myrna continues to teach, practice, and spread the Deep Democracy methodology around the globe. (Greg passed away several years ago.) The Lewis Method of Deep Democracy welcomes differences in opinion, perspective, and style. It provides structured, focused methods for helping people hear…
Find out more »May 2021
Need Resilience? Look to Your Networks
One constant throughout tumultuous 2020 has been change. Organizations have been faced with unprecedented challenges that have forced them to rethink, retrench, rejigger, and revitalize. One more “re” word has been necessary: resilience. The traumas of the past year have wounded individuals and organizations and made even more evident the need for resiliency. In this session, we will focus on where resiliency lives in organizations: in their networks. Networks are the webs of informal relationships that people create in order…
Find out more »June 2021
Change, Undone: How to Work with Top Leaders to Make Change Stick
The change is great, the change is amazing… and then the change is canceled. Gutted. Undone. It’s a situation that happens far too often. Many times, the cause for calling a halt is executive leadership. They may cite a change in strategy, a shift in priorities, or a response to environmental conditions, but the underlying reality is constant: they didn’t believe in the change in the first place. In this session, we examine how practitioners can work with sponsors and…
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