Board in Conflict

The board of a national organisation lacked effectivess due to an inability to penetrate beneath 'polite' conversation before breaking into conflict and then returning to strained politeness. Using a dialogic approach which continued into 'live' meetings, the intervention outlined various stages of conversation and roles that board members might habitually adopt.

Focusing on the transitions between types of conversation, the facilitation work allowed the board to safely express conflicted positions, use skills of inquiry and advocacy to deepen understanding and then return to a functional working relationship.