Leadership and Practitioner Skill Development

We offer a wide array of professional educational opportunities on our site at regular intervals and as in-house sessions for companies in the private sector or as customized seminars for clients in the public or non-for-profit sectors. All our workshops are experientially based to reflect your learning needs, with an emphasis on developing your leadership capacity for shepherding change, engaging in productive conflict, and interacting with others to achieve organizational success.

Two and Three Day Workshops

ILC 100: Introduction to Integrative Conflict Engagement
This 3-day workshop provides an overview of conflict dynamics and is an excellent starting point towards gaining the knowledge and skills for moving to mutual understanding and the resolution of conflict. Students will examine the nature and function of conflict, and learn to identify conflict styles, their use and their impact on the process. The theory of reflective practice will be introduced, as well as a model of collaborative resolution and concepts of interest-based conflict engagement. The place of emotions in mediation will be reviewed and active listening skills and assertion will be studied. Participants will integrate their learning with group and team exercises and role-plays.
ILC 110: Marketing Your Practice
This 2-day workshop is designed for those who wish to develop and market a private mediation, facilitation, negotiation, or coaching practice. Marketing is all of those activities associated with identifying the particular wants and needs of your target market of clients, and then going about satisfying those clients better than anyone else. This involves doing research on potential clients, analyzing their needs, and then making strategic decisions about your conflict resolution product design, pricing and promotion. Students will develop skills and learn about the opportunities for marketing professional services in the area of collaborative processes and conflict engagement.
ILC 120: Communicating in Conflict
This workshop is intended to stimulate awareness of the complexity and power of communication, and to introduce practical skills that can be used to enhance the communication experience in conflict. The relationships between conflict and communication will be outlined, and demonstration of active listening skills will help to illustrate the impact of the effective use of those skills. Students will participate in team and group exercises, and will have opportunity to role-play using the techniques and skills they have learned.
ILC 140: Introduction to Negotiation
This course presents the concepts of integrative negotiation within the framework of a 12-stage model. Students will be introduced to methods of analysing alternatives to settlements, will clarify the functions of each stage in the 12-stage negotiation model and learn to distinguish between distributive and integrative negotiation. The role of active listening and the balance between it and assertion will be highlighted. Students will investigate strategies designed to minimize resistance and build trust. Participants will use exercises and role-plays to put the material learned into practice.
ILC 155: Action Inquiry: Becoming a Reflective Leader
Action Inquiry is a way of repeating success and learning from each professional or personal interaction. It is the understanding that our thinking is the rudder that steers our actions. Reflective leaders, who use inquiry to inform actions, seek to be consistent in their strategies and desired outcomes. Set aside this time and place to investigate and practice the principles and practices of Action Inquiry, a powerful approach to developing your leadership effectiveness. Presented within the context of an adult learning model that reflects a balance of content and experiential learning, participants are asked to reflect on and define the linkages of their values, theories and practices. Reflecting on case studies and engaging in role play, participants work to identify the gap between their strategies and their actions, as applied in their professional and personal lives, so as to close that gap for more effective leadership.
ILC 160: Introduction to Mediation
This 3-day workshop introduces the basic concepts of the mediation process within a three-phase model. Students will learn the features of the mediator’s role in conflict engagement and will outline the beginning and middle phases of the mediation model. The difference between issues” and interests” will be examined, active listening skills will be re-emphasized, and ways to reduce resistance and build trust will be outlined. Students will have the opportunity to demonstrate the beginning and middle phases of the mediation model in a role-play situation from the mediator’s and the conflicting parties’ perspective, with active feedback from the instructor.
ILC 185: Understanding Change and Managing Transitions
In this workshop we explore two basic questions: If change is such a constant in modern organizations, why does it cause so much grief?” and Why do so few changes result in the desired transformation?” Working with the distinction between change and transition, as well as the paradox of starting with the end and moving forward to the beginning, this course will provide the participants with a clearer understanding of the process and cycle of change in the organizations in which they work. The structural and cultural issues inherent in the change process will also be explored, particularly the common mistake of failing to balance these two dimensions.
ILC 190: The Meaning and Art of Leadership
This course explores the increasingly popular notion of leadership in organizations. The history of modern organizations, their formation and evolution and the parallel development of our interest in leadership will provide the starting point for students’ exploration. The difference between administration, engagement and leadership, formal versus informal, as well as positional versus personal leadership, will also be examined. Through discussing the value assumptions, which lie behind the various definitions or styles of leadership, the course will connect the head, the heart and the gut: the three vital dimensions of leadership. This course will provide participants with both a practical and a theoretical perspective of the role of leadership and an understanding of their personal responsibility to exercise leadership within their organizations.
ILC 240: Intermediate Negotiation
This workshop builds on the theory and skills addressed in CM 140 and concentrates on a deeper analysis and integration of the communication and process skills into all stages of the negotiation model. Students will discuss the importance of, and be presented with a strategy for, effective negotiation. Key elements of a negotiation agenda will be clarified and strategies for facilitating movement through the negotiation process will be outlined. Participants will learn the essential elements of a balanced, durable and workable agreement.
ILC 260: Intermediate Mediation
This workshop builds on the theory and skills addressed in CM 160 and concentrates on a deeper analysis and integration of all the stages of the mediation model. Identification of the factors relevant to the suitability of a case for mediation and their key elements will be examined in the context of building a mediation agenda. A range of mediation models will be reviewed, and a variety of strategies to facilitate movement through the mediation process will be outlined and demonstrated. Students will also explore the essential elements of a durable, balanced and workable agreement. Pre-mediation assessment, dealing with resistance, managing the emotional climate, power balancing, caucusing, and agreement writing will also be looked at. In addition, mediator ethics will be highlighted and discussed.
ILC 285: Group Facilitation Skills
In this 3-day workshop, students will be introduced to group process theory and the skills needed to facilitate groups of all sizes in a wide variety of settings. Characteristics of effective groups will be identified, and the role and function of a group facilitator will be defined. Group development and formation will be examined, as will several group task and maintenance functions. Participants will learn the components of a meeting facilitation model, and an outline for a consensus model for making decisions and solving problems The emphasis is on collaborative conflict engagement strategies and processes such as consensus decision-making, as informed by relevant group process models and theories. Simulations will allow students to experiment with the models presented.
ILC 390: The Four Quarters of Organizing – An Integral Approach to Conflict in Organizations
This course is designed for practitioners and organizational members who wish to increase their self awareness and sense of mastery when working with individuals and groups within an organizational context; the goal of this course is to introduce learners to a reflective process of responding to conflict and other leadership dilemmas in organizations. Through case study and group discussion, learners will explore the role of the intervener in the organization and learn about the application the Four Quarters model to organizational leadership and conflict issues.
ILC 410: Introduction to the Meaning-Making Inventory
Often referred to as the Subject-Object Interview (SOI), the Meaning-making Inventory (MMI) is a semi-structured, open-ended interview designed to draw out the ways in which a person makes meaning from his or her experience. It was designed by Robert Kegan, PhD., of the Harvard Graduate School of Education, as the technical and methodological piece of his Constructive-Developmental theory of lifespan development.

As anyone who has been involved in a conflict knows, the meaning of the conflict for each of the disputants can vary so much that one wonders if they are talking about the same conflict. Understanding another’s meaning-making process is a powerful tool in being able to work together more harmoniously. In this introductory course, participants will be introduced to the fundamentals of Constructive-Developmental theory and its methodology, the MMI. The course will pay particular attention to the important distinctions in Constructive-Developmental theory between information and transformation, between the content and structure of meaning-making, and between meaning and behavior.

Participants will begin to learn how to identify structural” data in excerpts from an actual interview transcript and will also have the opportunity to apply the theory to their own experience as a way to deepen their understanding of the theory and its application.

ILC 420: The Meaning-Making Inventory
The MMI is a powerful assessment tool that, when skillfully applied, provides an important new dimension in our attempts to understand and work well with others. In this advanced course, participants will hone and deepen their understanding of the meaning-making process, sharpening their assessment and interviewing skills.

Through class discussion, role-plays, and the use of interview transcripts, participants will learn to recognize the more subtle and discreet sub-phases along the continuum of meaning-making complexity as well as learning the fundamentals of conducting the interview, with the ability to identify and distinguish the content from the structure.

ILC 450: Leadership and Consciousness
Within the context of leadership, participants in this course will be introduced to the fundamentals of Constructive-Developmental Psychology, a theory that investigates the growth and development of the complexity of the consciousness through which we make sense of our lives. The course will focus specifically on the different complexities of meaning-making in adulthood and how those different complexities play out in leadership relationships and dynamics.

In exploring what happens to make a leader effective or ineffective, we will study the inseparable relationship between leadership and the people being led, recognizing that leadership is a relationship, an interpersonal dynamic, in which the consciousness of the leader is critical.

ILC 510 a, b or c: Developmental Coaching
This series of coaching sessions is offered in three different packages, designed to meet your timeframe requirements. Any of the three packages will complement your graduate school or professional journey. These sessions use a guided developmental coaching process tailored toward your personal, educational, and professional goals. Developmental coaching means challenging yourself toward greater complexity. We guide you in this process through identifying your values and assumptions, designing reflective strategies for examining and challenging them, and constructing milestones for your progress. You will gain a wider and more inclusive perspective on and control of the terrain of your life. Its purpose is to deepen your awareness, broaden your perspective, and increase your capacity for personal and professional transformation, including how you engage conflict. You will develop a clearer and deeper understanding of your own strengths, limits, assumptions, and growing edges. Your vision, intentions, goals, struggles, and learning needs will become clearer and easier to realize as you gain a larger and more complex context in which to see them.