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Group Facilitation
Strategic Planning
Leadership Development
Executive Coaching
Team Development
Process Improvement
Employee Engagement
Change Management
Dispute Resolution

Results Delivered

The breadth of our experience across various types of organizations and collaborative processes means that we are able to provide our clients with confident, informed guidance and reliable, effective support on an extraordinarily broad range of organizational objectives and issues.

We have had the good fortune, in each of the principal areas of our professional practice, to engage in highly successful collaborations and develop long-term working relationships with many “best in class” organizations that are acknowledged leaders in their respective fields.  These long-standing relationships speak to the quality of our work and our ability to respond to clients’ ever changing organization consulting needs

The collaborative projects summarized in this section provide a sense of the scope and depth of organizational issues we help clients to address and the impact we have when clients call upon us.  If you are interested in knowing more about some of these successful collaborations with “best in class” organizations, simply click on the practice area(s) of interest listed below: 

Group Facilitation Collaborations 

Strategic Planning Collaborations

Leadership Development Collaborations 

Executive Coaching Collaborations 

Team Development Collaborations

Process Improvement Collaborations

Employee Engagement Collaborations

Change Management Collaborations

Dispute Resolution Collaborations

 

Group Facilitation Collaborations

For the Internal Revenue Service (IRS), we designed and facilitated skills building programs in basic, intermediate and advanced facilitation for the 82-member Service-wide Facilitator Cadre (SFC), and we developed and refined an SFC competency profile.

With more than 90,000 employees in 50 states and on several continents, the IRS is the world’s largest, most visible and most effective tax collecting organization.

 

Individuals recruited by the Service for the collateral duty role of facilitator turned out, in many cases, not to have had the experience or skills indicated in their resumes or telephone interviews.  Accordingly, the IRS wished to develop a competency based method of targeted-selection for interviewing and recruiting facilitators for subsequent two-year tours of duty in this collateral role. 

 

At the Service’s request, we facilitated group interviews with the SFC program management team, and with five SFC members nominated by the team as truly outstanding facilitators, to formulate a preliminary sketch of the key performance indicators (KPIs) for IRS facilitators. 

 

Subsequently, we conducted critical-incident interviews with each of the five superior facilitators, coded and content analyzed their resulting interview transcripts in terms of the KPIs and other competencies as needed, and synthesized the outcomes of the content analyses in a facilitator competency profile stratified in three ascending levels of facilitator proficiency: frontline work group facilitation; strategic business unit facilitation; and executive leadership team facilitation.

Additionally, we designed a coaching workshop to help the SFC program team use the facilitator competency profile to conduct critical-incident behavior interviews and code the results to select for, and place into, SFC positions those IRS candidates who demonstrate a critical mass of IRS facilitator competencies.  We also prepared a self-assessment and self-development resource guide keyed to the critical behaviors in the SFC competency profile for use by current and future SFC members.

The IRS placed these competency based facilitator assessment, selection, development and placement materials on the Service’s Intranet for ease of access by SFC program team and members as well as by the human capital management staff of any IRS operating unit wishing to establish its own unit-dedicated collateral duty facilitator cadre.

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Strategic Planning Collaborations

For the Federal Deposit Insurance Corporation (FDIC),as part of an eight-year series of strategic planning and conflict management support services, we designed and facilitated strategic planning executive retreats to develop consensus agreements on the FDIC’s mission, values, preferred future, strategic challenges, goals for achieving the mission, and next steps for aligning the Corporation’s divisional and office operating approaches with the new strategic plan.

The FDIC is an independent deposit insurance agency created by the U.S. Congress to maintain stability and public confidence in the nation's banking system, and to minimize disruptive effects from the failure of financial institutions.  The Corporation plays a unique and vital role as the world’s largest deposit insurer of banks and savings associations.

We facilitated two 2-day sessions in which FDIC senior executives, in an alternating combination of small and large group discussions, generated ideas and options in response to 42 interrelated questions which we posed to them about organizational strategy.  We used the large-group discussions to synthesize ideas generated in the small groups, and to facilitate consensus agreements when possible.  We distilled the results of these two retreats in a strategic plan document which the Corporation’s senior executives subsequently used with their respective staffs to initiate and integrate operational and tactical planning, and to modernize field office systems and procedures.

For the Membership Board of the American Society for Microbiology (ASM), while serving in the roles of facilitator and consultant, we provided advice and support on the design and implementation of a strategic planning process customized to the ASM culture and environment.

ASM is the world’s largest scientific professional society composed solely of individuals interested in the microbiological sciences.  As the ASM recruitment, retention and renewal arm, the Membership Board provides job placement, career development, informational updates, access to archival and historical records, orientation and guidance, student financial support, and scientific information and referral services to current and potential ASM members through the Society’s geographic Branches, interest-specific Divisions, network of volunteers and Washington, D.C. headquarters staff.

Our services included a series of consultations with Board staff and volunteers on the planning process content, purpose, participants, outcomes and logistics; design of a retreat agenda and participant materials; facilitation of the retreat discussion sessions; preparation of draft write-ups of the outcomes of each discussion session; review of the draft with the retreat participants; and preparation of the finalized strategic plan document based on the results of the draft reviews.

After guiding Membership Board staff and volunteers systematically through the steps in the process, and preparing a detailed report documenting the resulting strategic plan, we assisted Board staff and volunteers in establishing assignments and a timetable for steering the plan through the Society’s various governing bodies to secure acceptance and buy-in.  

The policy document that emerged from this consensus building process was a comprehensive strategic plan that has guided ASM Membership Board policies, programs and business actions through much of the following decade.

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Leadership Development Collaborations

For the New York State (NYS) Governor’s Office of Employee Relations (GOER), we provided research, consulting and facilitation assistance with the refinement and further development of a GOER-researched model consisting of 24 NYS manager competencies; and with the creation of a systematic plan for adaptation and implementation of this competency model by State Agencies.

As the Governor's principal representative in all employee relations matters, GOER negotiates, implements, and administers collective bargaining agreements; provides advice and technical assistance to managers, supervisors, and human resource professionals related to personnel rules, regulations, policies, and contract administration issues; ensures compensation and benefit programs for State employees are cost-effective; offers training and development programs designed to increase the competency of the State workforce; plans for a changing workplace in partnership with the unions and the NYS Department of Civil Service; and promotes and maintains a safe and healthy workforce.  

GOER had drafted a research-based dictionary of competencies that appeared to be important for NYS manager training and performance and wanted to determine whether the resulting “model” might offer a possible alternative architecture for the strategic design of individual and organizational management training programs.  Working collaboratively with GOER staff, we fleshed out the competencies concept; cross-referenced the GOER-researched competency model against the management competency models of 19 other organizations, the leadership roles and practices conceptualized by well-recognized organization scholars, and the State’s strategic priorities; and we revised and refined the GOER model’s competency labels and behavioral definitions in accord with widely accepted competency dictionary standards.

Utilizing practitioner insights gleaned from our extensive managerial performance research experience, we determined which of the competencies and behaviors in the GOER-researched model were likely to be used most frequently by NYS basic supervisors, middle managers and senior managers respectively.  We also developed competency assessment questionnaire instruments and we designed and pilot tested (with NYS Department of Transportation (DOT) senior, middle and supervisory managers) a focus group protocol for validating and prioritizing the competencies in the model for a particular State Agency. 

Additionally, we developed and pilot tested with GOER staff a competency based workshop for individual manager self-development planning, and we synthesized a stepwise plan for equipping GOER with resources, programs and services that State Agencies could use to incorporate the competency approach and competency based training in their leadership and management development programs.

Based on the results of this work, GOER decided to create skills-specific training courses and self-development planning workshops for each of the 24 management competencies in the model.  We provided technical advice and assistance (through GOER staff) to NYS contractors who were preparing the competency related skills-training courses for a GOER-funded NYS DOT pilot program.  We also prepared participant guides and facilitator guides for competency based self-development planning workshops for each of the 24 competencies in the GOER-researched model for a GOER-funded NYS Department of Motor Vehicles (DMV) pilot program.

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Executive Coaching Collaborations

For the Federal Housing Finance Board (FHFB), we designed and facilitated a six-month performance coaching program for six senior executives in the FHFB Office of Supervision and for four mid-level managers in the FHFB Office of Management.

The FHFB is an independent regulatory agency of the executive branch of the U.S. Government.  Its mission is to ensure that all 12 Federal Home Loan (FHL) Banks are financially safe and sound so that they can continue to serve as a reliable source of liquidity and funding for the nation’s housing finance and community investment needs.  The FHFB regulates the 12 FHLBanks that were created in 1932 to improve the supply of funds to local lenders that, in turn, finance loans for home mortgages.  Today, the FHLBanks and their 8,104 member-owners, which constitute the FHLBank System, form a cooperative partnership that continues to help finance the country's urban and rural housing and community development needs. This partnership supports community-based financial institutions and facilitates their access to credit.   The FHFB ensures that the FHLBanks, which are privately capitalized, government-sponsored enterprises, operate in a safe and sound manner, carry out their housing and community development finance mission, and remain adequately capitalized and able to raise funds in the capital markets.

We used a three-phased coaching approach for each FHFB executive or manager that we coached.  In phase one we conducted separate interviews with the manager and the manager’s immediate supervisor and had the manager complete a competency based assessment questionnaire.  We used the interview results and questionnaire data to confirm the nature and scope of the manager’s performance issue and we collaborated with the manager on the development of a customized coaching plan with realistic performance goals, tangible results measures and support methods.

In phase two we met with each manager we coached every third or fourth week for approximately six months: to enrich the manager’s and our joint understanding of the performance issue; to provide concepts, methods, models and tools that would assist the manager in achieving agreed upon goals; and to review the manager’s progress toward goal achievement.  We prepared a detailed written report on the manager’s progress toward goal achievement after each on-site coaching session, shared a copy of this report with the manager, and provided the manager’s immediate supervisor with an oral summary of the manager’s progress in general terms that respected the manager’s privacy and maintained any confidences the manager may have shared with us during the coaching sessions.

In phase three, we designed and conducted a final face-to-face coaching session with the manager to: establish the manager’s on-going responsibility and accountability for resolving the performance issue: ensure that the manager was planning specific and relevant follow-up performance improvement actions; reinforce a positive working relationship between the manager and the manager’s supervisor (if possible); acknowledge the manager’s accomplishments during the coaching process; and help the manager achieve closure on the coaching process.  We also provided the manager with a detailed final written report on the manager’s accomplishments and progress toward goal achievement during the coaching process, and we provided the manager’s immediate supervisor with an oral summary of the manager’s accomplishments, progress and ongoing developmental issues.

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Team Development Collaborations

For the National Institute of Nursing Research (NINR), serving as consultants to the NINR Collegiality Committee, we designed and conducted an organizational assessment and designed and delivered a series of follow-up team building interventions.

 

A component of the National Institutes of Health (NIH), NINR seeks to promote and improve the health of individuals, families, communities and populations by supporting and conducting clinical and basic research and research training on health and illness across the lifespan, and to extend nursing science by integrating biological and behavioral sciences and using new technologies to research nursing science questions, improving nursing science research methods and developing future researchers in the area of nursing science.

Based on the results of individual interviews and focus groups and a work pattern questionnaire survey, we formulated a series of data-driven team building interventions that we facilitated in a carefully sequenced series of one-day and half-day modules.  The interventions were titled and addressed the following: Creating a Shared View of the NINR Preferred Future: Mission, Values, Vision and Roles; Survey Feedback to Individual NINR Work Units: NINR Work Patterns; Understanding and Resolving NINR Group Differences: Scientific and Administrative Perspectives; Understanding and Resolving NINR Group Differences: Secretary and Supervisor Needs and Expectations; Understanding and Resolving NINR Group Differences: Inter-Office Cooperation; and Conflict Management Skills for Mid-Level Staff: Creative Problem Solving.

By way of illustration, for the team building intervention titled Understanding and Resolving NINR Group Differences: Inter-Office Cooperation, we designed and facilitated a problem-solving session for staffs of the NINR Budget Office, Planning and Evaluation Office, and Division of Extramural Programs.  Serving as a "process guide," we helped the participants to: define and prioritize coordination issues between the three work units, identify information resources management (IRM) as the most serious issue, and develop alternative approaches to streamlining and improving the coordination of IRM activities across the three offices.

For the Scientific Review Branch (SRB) of the National Institute of Environmental Health Sciences (NIEHS), we designed, facilitated, recorded the discussion content, focused the decision-making process and drafted the consensus summary report on a one-day problem-solving and team building retreat.

The SRB is an operating unit of the NIEHS extramural research program, a component of the National Institutes of Health (NIH) that reviews, evaluates and prioritizes applications for research grant support in the field of environmental health sciences.

Through focus group and individual interviews with the Branch professional and support staffs and Branch Chief, we elicited process, procedural and personal obstacles to Branch performance and subsequently designed and conducted an off-site retreat to address and remedy them.

The objectives of the retreat were to allow the members of the Branch to give and receive constructive feedback to/from each other about their perceived roles and relationships within the Branch; enhance Branch staff’s appreciation of themselves and one another and help them recognize, from the retreat experience, how much more interdependent they all must become; help Branch staff determine ways in which Branch performance might be improved in the future; and develop an action plan designed to deal with the role issues raised, relationship themes presented and performance problems identified, by setting dates and times and assigning responsibilities for follow-up improvement actions and progress review meetings.  The retreat report covered participants’ key learnings, action strategies for Branch performance improvement, and the results of an exercise on giving and receiving positive feedback.

Branch staff used the action strategies that resulted from this retreat to prioritize their work and build a more collaborative and team oriented approach into their day-to-day working relations.

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Process Improvement Collaborations

For the Office of Administrative Management (OAM) Staff in the Office of Research Services (ORS) at the National Institutes of Health (NIH), we customized and facilitated a training program titled, Working with Cross-Functional Teams to Improve Organizational Systems and Processes.

NIH is the largest and most successful biomedical research organization in the world.  ORS provides the entire NIH community with engineering, space and facility management, safety and security operations, technical support and administrative management services.  OAM is an ORS advisory staff of subject matter experts—within areas of budget, personnel, acquisition, general administration, information and resources management and management analysis—who facilitate resolution of ORS administrative concerns through centralized coordination and dissemination of administrative information, policy guidance and development, regulatory oversight and liaison with the rest of NIH.

The objectives of the course we tailored and presented for OAM staff were to help them work more effectively on cross-functional task teams with other ORS personnel to redesign ORS core business processes radically and thereby achieve significant improvements in the quality, effectiveness and efficiency of services provided to ORS customers.  The course provided an overview of process reengineering and quality improvement concepts and techniques, and tools for structuring, conducting and contributing effectively to cross-functional process improvement team meetings.  OAM staff used the latter part of the course to prepare personal action plans for participating effectively in the implementation of ORS’ team-based “streamlining oversight” program.

For the NIH Division of Personnel Management, we provided on-going facilitation of bi-weekly meetings of the Quality Improvement Team for NIH-wide security functions.  Our role was to keep the Security Quality Team, composed of personnel officers, focused on determining how position sensitivity level determinations, personnel security clearances and unfavorable suitability data adjudications were processed at NIH, and to explore alternative administrative processing approaches—including possible centralization or decentralization of specific steps within the entire process as well as possible streamlining and automation of specific portions of the process.  We helped the Security Quality Team to formulate detailed personnel security administration process improvement recommendations, and to design a formal presentation of these recommendations for delivery to the NIH Personnel Management Quality Improvement Task Force.  This report was very well received and the Task Force subsequently adopted the Quality Improvement Team’s recommendations without alteration.

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Employee Engagement Collaborations

For the Internal Revenue Service (IRS) Detroit Computing Center’s Currency Reporting and Compliance Division (CRCD) and the National Treasury Employees Union (NTEU), over a nine-month period we designed and facilitated a series of action learning interventions to review and improve workforce engagement generally and workplace relationships between and among CRCD managers and frontline employees in particular, discuss and prioritize the Division’s work environment issues, agree upon the next steps for resolving the most pressing of these issues, and initiate and complete as many of the agreed upon remedial actions as possible.

The CRCD’s mission is to support nationwide tax compliance, anti-money laundering and related drug enforcement activities within the IRS, Department of Treasury, bank regulatory agency, Federal Bureau of Investigation, state police and Drug Enforcement Agency organizations.

First, we designed and facilitated two separate two-day focus groups with the Division’s Chief and Branch Chiefs and with the Division’s Section Chiefs respectively to make a preliminary assessment of the scope, content, frequency and severity of the CRCD manager and employee working relationship issues and the CRCD work environment issues.

Second, we prepared a detailed report on the results of these focus groups and reviewed it with the Computing Center Director, CRCD Chief and NTEU Chapter President.

Third, based on the results of these consultations, we designed and facilitated two separate but identical 2 ½-day workplace improvement planning sessions: one for the Division’s managers and the other for the Division’s non managerial employees, with participation in both sessions on a strictly voluntary basis.  The purpose of each session was to build greater skill and discipline among the participants in separating surface symptoms from root causes of problems, and in generating, substantiating and documenting practical solutions and actionable proposals. 

Fourth, we prepared a detailed report on the results of both of these planning sessions, including a comparative analysis of the ideas and proposals generated by the Division’s managerial and non managerial employees.  Some of the more straightforward suggestions the workshop participants offered were acted upon by Center or Division management, or by NTEU, without further analysis or elaboration.  Many of the suggestions participants offered, however, required further analysis or refinement and more carefully crafted and thoroughly documented implementation proposals.

 

Fifth, we therefore recommended—and with the concurrence of Center and Division leadership and NTEU—we helped the CRCD establish four ad hoc problem solving sub teams composed of volunteers drawn from among the Division’s managerial and non managerial employees and organized around the highest priority issues that had emerged from the two planning sessions:  Job Content and Career Advancement;  Awards and Recognition; Work Assignments, Details, Training and Promotions; and Communications, Respect and Trust.

 

Sixth, we designed and facilitated a kick-off meeting of the four issue-specific problem solving sub teams to explain their role, clarify their expectations, answer any questions they might have, and get them started on the right track.

 

Seventh, we provided on-going facilitation and coaching assistance to each of the issue-specific sub teams over a six-month period to help them refine and elaborate whatever they deemed to be the most promising recommendations in their respective issue areas that had emerged from the two original workplace improvement planning workshops, and bring those recommendations to the level of practical detail needed for go/no-go implementation decisions by the Division’s leadership team in consultation with NTEU.

 

Eighth, at the end of their six-month work period we collected the issue-specific sub teams’ reports and assembled them in a well-organized briefing book, with a preface describing the on-going chronology of action-learning intervention events and describing the next steps in the process.

 

Ninth, we designed and facilitated a meeting of all the issue-specific problem solving sub teams and all the participants in the two original workplace improvement planning sessions to review the sub teams’ in-depth issue analyses, and to prioritize their detailed implementation proposals for subsequent review, decision and action by the Division’s leadership team in consultation with NTEU.

 

Tenth and finally, we prepared a detailed report on the results of this “implementation priorities” meeting, submitted it to the Division’s leadership team and the NTEU Chapter President, facilitated their preliminary decision making deliberations around the recommended implementation priorities, and encouraged them to share their ultimate implementation decisions and actions with everyone who had either participated in the workplace improvement planning sessions or served on the issue-specific problem solving sub teams.

 

As a result of this nine-month series of action learning interventions, the Division’s leadership team implemented numerous remedial interventions and two senior staff members whose problematic behavior had been highlighted during the process decided to take early retirement.

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Change Management Collaborations

For the Office of Prevention, Education and Control (OPEC) of the National Institutes of Health (NIH) National Heart, Lung and Blood Institute (NHLBI), we designed and facilitated two staff retreats covering the organizational change process and exploring organizational design options for groups like OPEC.

NIH is the largest and most successful biomedical research organization in the world. Its mission is to improve the health of the people of the United States by increasing understanding of the processes underlying human health and by acquiring new knowledge to help prevent, detect, diagnose and treat disease. NHLBI is the NIH component that provides leadership for a national research program in diseases of the heart, blood vessels, lungs and blood, and in the uses and management of blood resources. The NHLBI public relations and technology transfer arm, OPEC plans, develops, administers, coordinates and supports community- and population-based science and health information dissemination and education programs for the diagnosis, prevention, treatment and control of heart, blood vessel, lung and blood diseases.

The objectives of the staff retreats we designed and facilitated for OPEC were to enhance participants' understanding of the communication and structural requirements of different types of organizations; determine what type of organization, and how good an example of that type, OPEC is; clarify what aspects of OPEC's communications and structure require attention; identify OPEC's key organizational strengths and performance improvement opportunities; craft an OPEC vision statement; brainstorm and evaluate alternative organizational models of OPEC; and generate an "organizational change" action plan for building on OPEC's strengths and pursuing its opportunities through restructuring. OPEC subsequently used the restructuring parameters and plans that emerged from these retreats to reconfigure and optimize the performance of the NHLBI public relations and technology transfer processes.

For the Referral and Review Branch (RRB) of the NIH Division of Research Grants (DRG), we designed and facilitated three management retreats respectively addressing the forces for change confronting the RRB, examining alternative RRB reconfiguration models, and securing RRB non managerial staff input for reconfiguration transition planning purposes.

The DRG RRB is the NIH component that receives, reviews and evaluates the scientific and technical merit of investigator-initiated trans-NIH applications for biomedical and behavioral science research funding. RRB assigns applications to Public health Service (PHS) agencies and NIH components, and administers and provides leadership and oversight of a nationwide peer review process, using primarily external consultants, on the basis of which RRB makes recommendations to the NIH Institutes and Centers concerning the quality of the applications reviewed.

The objectives of the RRB management retreats we designed and facilitated were: to assist the Branch management team in defining and analyzing the opportunities and threats, as well as the given, negotiable and controllable elements, in the most significant changes currently facing the RRB; to brainstorm and synthesize alternative structure and staffing "models" for reconfiguring the RRB to shape and accommodate those changes effectively; and to share with RRB staff as much background information on the RRB reconfiguration as possible to help the Branch management team plan for a smooth transition based on knowledgeable input and feedback from RRB staff.

As part of the follow-up action plan that emerged from the first RRB management retreat, we designed and facilitated: a second full-day off-site RRB management team meeting, to help the Branch managers examine the change process in more depth and develop a detailed plan for communicating and implementing the required RRB reconfiguration; and an “all hands” RRB transition planning workshop to jump start staff involvement in the transition implementation planning process. RRB subsequently used the reconfiguration design parameters and plans which emerged from these three retreats to streamline the organization and operation the NIH peer review process in specific ways that also preserved its objectivity and rigor.

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Dispute Resolution Collaborations

For the National Bargaining Team (NBT) of the then U.S. Customs Service and National Treasury Employees Union (NTEU), serving in the roles of a neutral third-party consultant, trainer and coach, we facilitated term negotiations of the Customs/NTEU national collective bargaining agreement.

The U.S. Customs Service enforced more than 500 laws regarding goods and people entering and exiting the U.S. at 300 land, sea and air ports across the country. Customs (which has since been reorganized as the Immigration and Customs Enforcement arm of the Department of Homeland Security) is the largest and most respected organization of its kind in the world, as evidenced by the extensive on-site technical advice and assistance its senior personnel are frequently asked to provide to the customs and immigration enforcement agencies of governments around the globe.

The objectives of the term negotiations were: to convert the national bargaining agreement into the primary tool used by Customs and NTEU to conduct their relations in a mutually constructive and cooperative manner, as part of a far-reaching process of cultural, organizational and individual change underway both at Customs and within NTEU; and to ensure that the new national bargaining agreement properly incorporated both the letter and spirit of the National Performance Review government reinvention initiative, the President’s Executive Order mandating federal-sector labor-management partnerships, Customs’ mission statement, strategic intent, and newly decentralized structure, and the federal government’s newly enacted family friendly leave programs.

Our services included training the NBT in the principles, assumptions, steps and techniques of interest-based negotiations; convening and leading interest-based problem solving discussions of the NBT bargaining ground rules and agendas; and providing facilitation and consultation in connection with the renegotiation of 26 contract articles from the national bargaining agreement. Additionally, we drafted detailed notes and conceptual summaries of each bargaining session, intervened as facilitators to resolve divergent views on the items being negotiated, and helped the parties formulate a comprehensive action plan for implementation and administration of the new national bargaining agreement.

As a consequence of substituting interest-based negotiation for traditional positional bargaining, the parties were able to complete all of their negotiations successfully without resorting to outside parties or procedures for resolution of differences, and they agreed, for the first time ever, to collaborate on the design and administration of joint training on the new contract.

For the Internal Revenue Service (IRS), over an 11-year period we: facilitated and coached teams of IRS managers and NTEU officials through interest-based problem solving and strive-for-consensus decision making meetings; designed and developed facilitator’s guides, partnering council assessment tools, focus group instruments and reports, coaching and training documents, and other products that assisted in establishing and building IRS-NTEU labor-management partnerships throughout the IRS; provided mediation and other forms of intervention assistance to IRS offices and Centers experiencing difficulties with labor-management issues or with other IRS offices or contractors; developed and conducted training courses related to interest-based problem solving, strive-for-consensus decision making, advanced facilitation techniques, mediation and communication skills, and partnering principles and behaviors; and facilitated interest-based problem solving meetings on substantive IRS-NTEU issues that resulted in national and local collective bargaining agreements (e.g., flexi-place, alternative work schedules, awards, restructuring, customer service, partnering, etc.). An important product of our facilitation and coaching support was a modernization of the IRS-NTEU partnering forums and processes which brought them into alignment with the restructured and reorganized IRS organization.

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