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About Us

Developing High Performing Teams

Our global team draws on its expertise in employee relations, violence risk assessment, restorative justice, HR management, law, leadership development, adult education, communications, psychology, social policy, academia, and law enforcement.

Our multidisciplinary approach and evidence-based tools allow us to surface and help address misalignments following incidents of unwanted behavior, after workplace investigations, or in response to suboptimal employee engagement survey results.

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What We Offer

Our Solutions

Group Processes

Explore how we apply our expertise in restorative justice conflict resolution in the workplace context.

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1-On-1 Support

Learn about how we support and help hold employees accountable. Whether you’re looking to build high-performance or prevent risk, we can help.

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Training

Hear more about our sessions, both online and in-person. Enhance psychological safety and reduce risk of violence.

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Case Management

When workplace harassment, bullying, or potential risk of violence arise, we can help prevent legal and HR-related risk and optimize employee outcomes.

 

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WHO WE HELP

Solutions for Role-specific Risks

We work for employers in pursuit of organizational excellence. Organizations bring us in to work with everyone from shop floor unionized staff to those in the corner suite.

 

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what people ask

FAQs

  • How is your conflict resolution process different from a workplace investigation?

    In response to a formal allegation or complaint, many employers feel compelled to conduct a workplace investigation. The purpose of an investigation is fact-finding in order to apportion blame: “who did what, and what should we do in response?”
    But sometimes those are unhelpful questions to ask. In the ProActive ReSolutions Conference, we ask:

    • What happened?
    • How has it affected people?
    • What can be done to fix any hurt and harm?
    • What can we learn from it so we take something positive out of the conflict?

    Rather than imposing a solution on the group that could exacerbate the conflict, it is preferable to engage in a process that allows the group of affected people to come together, confront their difficulties and develop a plan to reconcile their differences.

    ProActive Conferencing is a process for transforming conflict into cooperation within groups. In a ProActive Conference, the community of people affected by conflict comes together and engages in a facilitated exchange about what has happened, and how people have been affected.

    Participants benefit from the opportunity to say things to each other that they have either avoided saying or have said hurtfully rather than helpfully. The group then decides together what needs to be done in order to behave constructively towards to each other.

  • I’ve seen the change in my jurisdiction’s legislation requiring employers to minimize psychosocial hazards. But what are psychosocial hazards and where do I start?

    In recent years there has been a growing awareness of the need to pay attention to how we each make sense of workplace experiences to ourselves and to each other. Most workplaces have a policy that says, if another person’s behavior feels disrespectful, you need to speak to that person yourself, in the first instance, and let them know that what they’ve said or done has upset you.  Our experience strongly suggests that this is one of the most breached policies in every workplace.  The reason most of us most of the time breach that policy, is that many of our workplaces are not psychologically safe environments.

    A psychologically safe workplace is a workplace where everyone is encouraged and rewarded for speaking up, where you feel OK saying that you don’t understand what’s being talked about or discussed, where mistakes are used as opportunities to learn, where different points of view are available, expressed and heard, and where your leaders model this behavior themselves. In a psychologically safe workplace, while it might feel a little uncomfortable to give a colleague some negative feedback, it’s both expected and accepted, and not only does it not threaten the system of relationships, it in fact serves to strengthen your relationships.

    There is much written about building and maintaining a psychologically safe workplace and we recommend you access work done by Professor Amy Edmondson at Harvard, by McKinsey & Company plus others, and by Google in their Project Aristotle literature.

    Different jurisdictions have legislation requiring organizations to minimize psycho-social hazards and ensure their employees have a psychologically safe workplace.

    For example, Safe Work Australia defines a psychosocial hazard as “anything that could cause psychological harm (e.g. harm someone’s mental health)”. It goes on to provide examples of common psychosocial hazards at work, including:

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