I help teams work through questions that feel too big or too full of conflict and ambiguity to answer—the ones that keep folks talking in circles or build resentment each time they try to work through them. This work is especially helpful for organizations experiencing pivotal moments: starting something new, changing the way they work, facing conflict head-on for the first time, etc.

I design and facilitate multi-day retreats, recurring design sprints, one-off workshops, or recurring sessions. I also offer—where appropriate—aftercare! This is a long tail of coaching and follow-up to help teams implement and practice what they learned during our time together.

This work—while serious—is rooted in play, collaboration, and humanity. My favorite part of facilitation work is watching folks realize they’re capable of working through complex questions and unknowns.

I help teams design and adopt practices that support:

*cross-organizational collaboration and information sharing

*knowledge management

*shared work planning

*effective and purposeful meetings

*knowledge retention/transfer + succession planning for outgoing leadership

*building in-house facilitation skills

…and more. A lot of this work shows up as capacity building for my Foundation clients’ grantees, but it’s applicable to all organizational structures!

I work with organizations to develop their:

Data Principles - what is our organizational ‘stance’ towards data collection, storage and use, and what does that stance mean for our day-to-day operations, our decision-making, and for when we’re in crisis mode?

Evidence Plans: what are our questions about our work and what data and knowledge might help answer those questions? This is a helpful process for teams to articulate and test their assumptions about their work. It gives us a ‘pause’ to get creative about data and knowledge. This also helps articulate a data management plan, as well as a risk mitigation plan (i.e., “how might collecting and using these data cause harm?”)