It’s not uncommon, especially in highly purpose-driven organisations for misunderstandings and relationship breakdowns. Taking a developmental and healing centred approach to mediation means addressing the issues at hand, whilst also helping individuals and organisations to harvest learning – often what shows up as tension between individuals has structural or cultural roots. 

• Supporting a leading global B-Corps and retailer through conflict relating to clash of individual styles, exacerbated by other dimensions including culture, gender and neurotypes, which was threatening to disrupt the operations in one of their flagship stores.  Harvesting learning from this specific context helped the organisation see that better role definition and managing expectations was needed to address similar tensions across the whole organisation. 
• Working with two directors of a global charity centred on women’s rights and education, where gender, race and global North-South tensions were playing out in a significant tension which was disrupting the Board’s functioning, and was also cascading into different teams. Creating space for authentic communication, and re-setting the relationship helped bring the challenge of balancing funder expectations (global North), and programme delivery and partnerships (global South) to be held more effectively across the whole Board, rather than at the level of personal conflict. 
• Hosting sessions for teams across different organisations to acknowledge and work through past and current issues, drawing out team’s own data to make key differences as well as points of agreement visible, often highlighting key polarities and tensions that teams and organisations need to hold with greater fluidity. 
• Periodic trainings and free monthly circles to support regenerative approaches to mediation and healing. 
• Healing-centred 121 coaching, using embodiment practices to work through work-place based trauma, burnout etc.