Organizational conflict

Conducting conflict assessments; Help turn from conflict avoidance to finding the value inherent in productive conflict; Addressing inter or intra organizational conflict; Mediating internal conflict; Assist in development of conflict management systems and Assessing the health/function of networks or associations.

Assisting organizations

Developing strategic frameworks; Designing programs and action plans; Planning and implementing monitoring and evaluation processes; Assisting new organizations consider the structure for their efforts; Independent assessments or investigations of organizations or multistakeholder groups; Forming informal networks; and Training and capacity development.    

Facilitation

A Facilitator can do much more than drafting agenda, working with flip charts/pens and drafting meeting summary notes.  We work to meet your specific facilitation needs – no cookie cutter approaches. Experience in environmental, water, construction, construction, commercial and organizational matters.

Mediation

When conflict escalates or when legal processes are likely/ongoing, mediation is sometimes appropriate. Our experience includes mediation in the topics of environment, environmental, natural resources, business, as well as litigation/court related mediations.

Conflict/situation assessments

Situation or conflict assessments help stakeholders determine whether there is a process that would help them address their share problem or challenge.

Consultation, Capacity Development

We work with groups or organizations that want to increase their capacity to complete the tasks they have identified as their goals or vision. Drawing from recent work in the field, we define capacity as “the ability of a human system to perform its desired activities, sustain itself and self renew.”

Collaborative processes® provides facilitation, mediation, consultation, planning advice to groups of persons, business entities, nonprofits/NGOs and government agencies that want to:

  • Learn to make collaboration a real and meaningful component of their activities.
  • Work effectively together toward common objectives.
  • Where needed, use dialogue to transform conflict from destructive to productive.
  • Collaboratively develop a strategic framework for action.
  • Move collaboration from a concept or “vision statement” into action.
  • Realize and accept the reality and benefits of inter-connectedness (avoiding the illusion of fragmentation and disconnection).
  • Search broadly for options, avoiding the narrow field of view that law often brings to conflict.
  • Use collaboration to create institutional strategies, and make important decisions.

Our work with diverse groups has included environmental and natural resource matters, developing strategic frameworks, creating action plans, developing governmental policy and improving working relationships.

Example engagements

Joseph McMahon’s Article on Mediation in ACResolution, 2014

 


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