Deliberative polling is an essential ingredient of building a new reality. It has the potential to revitalize culture, improve public discourse, and generate better solutions to our most urgent problems, because it relies on the collective wisdom of an informed crowd.
“Experienced facilitators have long understood the power and importance of check-ins. Today there is a growing appreciation and increasing evidence for why this straightforward practice improves group performance.”
Check-ins are a simple, deceptively powerful approach that encourages each person in a meeting to speak and be heard by their peers. Leaders use check-ins deliberately to further a group’s development and ultimately, to enable it to perform at the highest level.
by Mary Shafer In this final installment of our Best of BANR to date series, we revisit Kerra L. Bolton’s piece on the Enterprise facet of societal need in Detroit. Originally published in October, 2018, Kerra’s post, Can Better Workplaces Make Detroit a Better City?, was part of a larger series based on her personal […]
A look back at an original post, in which BANR founder Ted Wachtel shared his delight at discovering, in an article, evidence that healthcare professionals are beginning to create a positive new reality in their approach to their work.
A look back at Kerra L. Bolton’s very personal journey from fear and terror toward law enforcement officers to awareness and understanding.
Restorative practices provide a simple framework to give people a voice in a noisy world, and agency at a time when global events happen faster and with more frequency than we have the time to keep up with. Restorative practices are indeed a social science that allow us to fully express and experience our humanity with dignity.
What if your workplace sparked, instead of stunted, creativity? What if you worked at an organization that intentionally developed leaders who structure collaboration, conversations, and connections to nurture creative solutions?
All workplace conflict is potentially fruitful. However, there are two broad categories of conflict that happen within teams that must be understood in order to provide effective leadership: creative conflict and toxic conflict. Both types are similar on the surface. But each requires a very different response and skill set from leaders.
A deliberately developmental organizational culture persistently pushes team members to the edges of their current competencies. By definition, that is not a place where most people feel comfortable. Fear, insecurity, and conflict live in that place. It’s a reach into the unknown. How do you get your team to go there? The first step is to convince them that no one will be asked to journey alone. You’ll go together.