Our Work

We explore theory on social disclosure coupled with activities and safe spaces for personal reflection, awareness building and small group learning. Learn techniques to pick up on and set conversational boundaries that lead to mindful connection. Common Takeaways:​ -conversational boundaries at work (oversharing, unwelcomed intimacy) -approaches to steer conversations in a helpful direction -awareness of what we disclose, to whom, when, where and how, and the impact -awareness of and sensitivity to multiple realities in groups -elevate sensitivity to audience, setting and timing -recovery techniques following unintentional strain or rupture with interactions

Learn about collaboration for tough issues and how collaborating serves or limits us in today's world of change, technology, information immediacy and high performance demands. We introduce theory on conflict handling styles, a starting point for this work. We look at the social and emotional implications of collaboration on leadership and workplace culture.   Common Takeaways: -defining collaboration as a group / team -attitudes, beliefs and behaviours that support collaboration and what it takes to 'create' together, versus simply work alongside each other -tools that support collaborative interactions -mindful design, planning and tools for collaborative process,when and how to design for collaboration

Raise awareness of our emotions and understanding, using, and managing them in ways that help us communicate mindfully, empathize with others, build resiliency and handle conflict. We incorporate theory on emotional and social intelligence into individual reflection, small group learning and debriefs. This work is designed to meet specific group needs. Common Takeaways: -emotional processing and regulation -the benefits and drawbacks to EI as a workplace 'performance' or skill -neurodiversity and the range of skills or capacity for EI -non-judgmental perspectives and the impact on empathy, emotional expression and vulnerability -the range of capacity for and receptivity to emotionally-focused content -techniques and tools to develop EI -where relevant - feedback and EI for managers

We share theory on mental health, stigma and 'minding' our mental health. We cover how our needs are unique to each of us, what it takes to support each other at work, to stay healthy and recover. We use self-reflection activities and where appropriate, working in small groups. Adapted to suit the needs of the group for safe expression and support. Common Takeaways: -insight into mental health, what it is and its prevalence today -signs and indicators of changes in mental health in self and others, noticing patterns, actions to support self and others -building a workplace culture that supports mental health and stigma reduction, actions that individuals and organizations can take to constructively influence workplace mental health.

We explore the dynamic nature of boundaries that need continuous attention in today's world of immediacy and virtual ways of working. We introduce  reflection activities and practice techniques to develop self-awareness, self-expression and listening for boundary communication from others.  Common Takeaways: -defining the different types of boundaries -explore power and authority when expressing and listening for boundaries -the dynamic and evolving nature of boundaries based on situational needs  -connections between boundary domains and mental health -insight into patterns of strong boundaries versus areas in need of strengthening, underlying reasons in both -when and how boundaries serve versus limit us -confidence to express boundaries -normalize and practice expression of boundaries

We raise awareness of thinking about how we think as the first step in developing and improving critical thinking skills. We review theory and tools on critical thinking, neurocognition and the neuropsychological and emotional intelligence impact on critical thought. Theory is supported by experiential challenges, improv, design thinking, small group activities, all designed to bring critical thinking and processing to a more conscious place at individual and group levels.  Common Takeaways: -neurocognition of critical thinking, barriers and opportunities -impact of groups, social, cultural norms on critical thinking -conditions that support critical thought -group dynamics that serve versus hinder critical thought -conscious and unconscious bias, impulsivity, emotional regulation and critical thought -tools and techniques to develop or apply critical thinking

We recognize any interaction is a type of transition. As soon as we begin to ask questions about your transition needs, we have begun the change management work with you. We engage with curiosity, powerful questions and listening to appreciate your reality and needs.  We integrate what we hear into a design, plan and communications that support psychological health and supportive adjustment through a change. With mindful and intentional change management practices, everyone wins. Common takeaways: -insight into your existing change management approach and ways to refine your practices -conscious engagement and consultation to target communications (communicating about what is known to be important)  -project management and communications planning for 'unknowables' -recovering from 'unknowables'! -communications design, tone and 'feel' to support adjustment and mental health through change

We are leading in times of constant change and unpredictability. We coach and consult with a focus on situational and distributed leadership, capacity building and helping you apply creativity and strategic vision, models and informed practices. Common takeaways: -skills, awareness and leveraging strategic engagement and partnerships -rebalancing and distributing demands to keep building and remain stable through volatility -building good fit leadership teams with relevant teamwork strengths and skills for strategic needs -resources and skills to bolster leadership approach, to lead change and influence -strategic partnering and creative sector influence  -organizational leadership capacity building to support vision and future demands

Similar to the fluctuation in an individual's psychological health, organizations experience ebbs and flows influenced by both controllable and uncontrollable variables, including those within and beyond leaders' control. Recognizing how an organization 'reacts' similarly to how we 'react' as individuals is key. Focusing on diffusing, de-escalating and mindfully attending to needs, without contributing to reactivity, can be vital to the psychological health and stability of an organization's operation. Common takeaways: -leadership influence on PH&S and learning where the key levers might be to facilitate shift  -awareness of practices and conditions that trigger emotional reactivity and organizational dysregulation  -communicating with intention, tone and delivery to reduce reactivity -recovery strategies that diffuse, repair and rebuild, reducing the impact of emotionally charged events or situations -signs of emotional regulation versus dysregulation in organizations -observing and listening for expressions that are hopeful, optimistic, constructive and creative  -learning how the 'talk' without the 'walk' can often increase negative stress -employee engagement techniques that support cultures of PH&S -with key levers and shifts tested, we explore the more 'permanent' infrastructure that can help sustain a PH&S positive culture -integrate the knowledge about what PH&S means to your organization into strategic plans and governance oversight, as a lens built from your organization's lived experience and expertise

An Appreciative Inquiry approach focuses on the strengths and opportunities in your organization and your people as a way to leverage untapped potential. Together we use resources, powerful questions and our imaginations to expose what was not believed to be possible before you engaged us. This approach brings rich perspectives, diversity and creative ideas to your plan and your future.   Common takeaways: -the experience of strengths focused change: focusing energy, attention, resources and our wisdom on what works, what can be leveraged and what we can do with all that special knowledge! Whether individual, team or corporate knowledge, we find a way forward that most can appreciate and can get behind -learning about your potential for change, for transformation and for risk-taking -key levers and strengths towards goals and an action plan that is future focused, grounded in internal human resource strength and capacity for growth

Innovation is an opportunity for an organization to learn conditions that help people at all levels show up authentically, creatively and feeling safe enough to risk expressing their wildest ideas! We merge design theory and social intelligence to spark new, expansive insights.  Common take aways: -organizations and participants gain insight into what is possible for individuals and the collective, that they had not previously considered  -untapped potential in influencers, leaders and managers on setting the tone for innovation and building the culture  -beliefs and behaviours that support versus hinder innovation including bias - conscious and unconscious -techniques like improv and fast thinking that cut to our intuitive wisdom, how to get out of our own way! -action plans to concretely influence innovation in the organization such as leadership practices, tone and intent of policies, training approach, rewards, meetings and conversations