A Dialogue on Organizing a Community of Practice for Conflict Intervention

By: Terry Neiman   Tara Kowalski   Kent Highnam  

The goal of this session is to increase our personal and collective understandings of how we attain the benefits that come from working for change within organizations. Over the last 40 years, there has been huge growth in the art, understanding, and practices of leadership through building a commitment for change. The art of leadership demands finding an equilibrium to deal with conflicts where organizational goals must be met and people have an appetite for autonomy and human connection. The Justice Institute of British Columbia is at the forefront of Canadian efforts to advance conflict resolution through skills-based training and partnerships involving industry, government, and the professions. This approach is informed in significant, and often subtle ways, by influences ranging from “Getting to Yes,” to counseling psychology research, to the phenomenology of Paul Ricœur, to Adam Kahane’s four stages of dialogue. This session’s panel of practitioner/educators will reflect on the complexities, challenges, benefits, and emerging developments in organizational conflict education and practices worldwide. They will share their personal experiences of the conflict change process via play, audience participation, and dialogue. This session is open to all, and will be of special interest to scholars and professionals involved in conflict intervention, mediation, facilitation, and negotiation.

Conflict System Design, Training, Organizational Partnerships, Community of Practice
2019 Special Focus: The New Story of Organizing
Focused Discussion

Terry Neiman

Adjunct Faculty, Centre for Conflict Resolution, Justice Institute of British Columbia (JIBC), Canada

Tara Kowalski

Adjunct Faculty, JIBC

Kent Highnam

Program Director, JIBC