Public Programs
Current Offerings:

If you are looking for a speaker, please contact me. You might choose from topics I’ve spoken on before or we craft something new.
Organizational Programs - Customized for Your Needs
The Bridging Lives programs highlighted here are a representative selection of those I have designed and led. Whether originally delivered as a public program or for a particular client, all can be adapted for groups within an organization. All my programs are updated and customized to meet your needs. To explore what program might be timely for you, please contact me.

There is indeed ample evidence that under some circumstances, ...we can as individual people or in groups adopt a more growth-oriented stance, neither denying nor tuning out the confusing and overwhelming complexity. Instead we can sit with it, engage with it, develop and grow through it. In some situations, when conditions are right, we can transcend the apparent chaos and expand into something genuinely new. We adapt to the times, allowing the new circumstances to call forth capacities we did not know we possessed.
Dancing at the Edge: Competence, Culture and Organization in the 21st Century, by Maureen O'Hara and Graham Leicester
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[T]he most effective and fastest business organizations are those which understand how to mobilize the power of trust-based relationships in the workplace; it is a matter of focus, awareness and systems of structure and reinforcement. …How we create speed distinguishes the winners.”
Building Trust at the Speed of Change, by Edward M. Marshall
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Myth: Conflict is negative. Nature doesn’t see conflict as negative. Nature uses conflict as a motivator for change. … As we begin to embrace conflict as a prime motivator for change in our lives, we begin to see it as an opportunity. We are able to use it effectively for nurturing growth in ourselves and in our relationships.
The Magic of Conflict. by Thomas Crum
Collaborative relationships are valuable to an organization not only because they produce better processes and better results, but also because they increase the amount of discretionary emotional energy that employees will devote to the organizational effort. Discretionary emotional energy is a term … to describe the passion, excitement, enthusiasm, and dedication that individuals choose to give freely to those causes, projects, relationships, and organizations in which they truly believe. Discretionary emotional energy cannot be mandated, and attempts to do so will inevitably lead to either outright rebellion or passive-aggressive undermining behavior. It is personal buy-in that can’t be bought.
Radical Collaboration: Five Essential Skills to Overcome Defensiveness and Build Successful Relationships, by James W. Tamm & Ronald J. Luyet
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