Deep Democracy II:
From Conflict to Collaboration
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People within teams and organizations operate at their maximum potential when they have access to their best thinking. But this requires an atmosphere of openness, honesty, and reward for risk taking. Transformative leadership requires working with complementary strengths and seeing tensions and conflict that emerge as ‘creative abrasion,’ a clashing of ideas necessary for innovation to emerge. This seminar focuses on techniques for harnessing difference, and creating a climate for creative engagement, using the Deep Democracy model. In particular we will learn how to:
- Develop a climate of creative engagement - host conversations in which diverse, dissenting, and marginal positions are welcomed, sought and brought to the table;
- “Mine the difference” – capture the knowledge and innovative solutions implicit in conflict and difference;
- Surface issues to get a relationship, team and organization back on track - there is enormous capacity locked up in dissent, power struggles, and conflict. Develop skills for bringing in and working with the ghosts of rank and power, moods, competition and rivalry, and get teamwork flowing.
- Discover your “super heroes” - help people identify and use their “super powers,’ the gifts and talents each brings and the roles they within the organization.
Please note: It is not necessary to have attended Deep Democracy I to register for this seminar.
About Deep Democracy
This two day seminar is based on "Worldwork", a participatory style of facilitating organizational and collective change based on the principal of Deep Democracy. Developed by Arnold Mindell through research into human consciousness, deep democracy is the idea that sustainable group life depends on all the voices, positions and roles being heard and valued. It recognizes that growth and creativity frequently originates in the margins, in the disavowed experiences and perceptions of group members. In addition to people, positions and voices that are marginal or underrepresented in a group, deep democracy also refers to states of consciousness, emotions, feelings, and other subjective experiences that have a profound influence on group life. Since the 1980s, the principles and methods of Deep Democracy have been applied in various fields, including conflict resolution and mediation, organizational change and development, community development, leadership development, and facilitation of group processes and public forums.
About Julie
Julie Diamond is a trainer, facilitator and consultant, who has been working in the field of human and organizational change for over 25 years. She consults and trains internationally and locally on leadership development, group dynamics, team development and conflict facilitation for organizations, businesses, government agencies, NGOs, non-profits, schools and universities. She currently serves as the Vice President of Academic Affairs for the Process Work Institute of Portland, a graduate institute devoted to research and training in the Process-oriented model of individual and organizational transformation. Author of two books on the worldwork approach, Julie continues to write about the problems of leadership, power and learning on her blog, A User’s Guide to Power
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