University of the Virgin Islands

St. Thomas, US Virgin Islands

PULSE worked with faculty, staff, administration and students to develop a team of conversation experts to support a new policy for conflict resolution with contribution from PULSE. Follow up showed a shift in the kind of conversation so conflict situations were avoided and the quality of conversations improved. Training sessions were also attended by government officials representing the British Virgin Islands and the US Virgin Islands which contributed to a sense of community outreach.

Paul First Nations

Wabamum, Alberta

PULSE assisted the First Nations Band Council and special committee to prepare for and negotiate with a national railway after a derailment and spill. PULSE worked with the Band to create a 30 minute informational video on the impact of the spill on the environment, the health of the people of the band and their way of life. Settlement was reached out of court.

Rocky View School Division

Airdrie, Alberta

PULSE has trained employees of Rocky View to approach conversations differently with parents and students as well as to have internal conversations in a way that ensures resolution in a collaborative atmosphere.

Federal Reserve Bank of Atlanta

Atlanta, Georgia

PULSE worked with Branch Managers, Human Resource professionals and central office personnel to create a common approach for resolving differences. The number of grievances being filed had become a concern. Follow-up indicated that a change in approach to conversations had reduced the number of grievances. The conversation frame introduced to manage conflict was found to prevent conflict when applied at an early stage.

Canadian Border Services Agency, Prairie Division

Calgary, Alberta

PULSE organized and facilitated a two-day strategic planning session aimed at setting priorities for a three year plan. Directors from Western Canada were interviewed individually and then brought together for a two-day retreat. The group agreed on a protocol for the meeting, uncovered the areas of priority, and learned th significance of the priority areas thereby setting criteria for generating options using a brainstorm. Options were vetted by the group and carefully worded into a document that was presented to the larger group of managers and served as the basis for the three-year strategic plan.

PULSE assisted the Organizational Development and Human Resource Team to adopt a new set of skills and shared vocabulary to successfully integrate a company with three histories after a merger. PULSE also consulted on the writing of policy that defined processes for resolving differences in the emerging integrated environment and culture.

David Thompson Health Region