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In a fast changing world we support you to develop advanced capacities that will enhance your personal and professional success.

Course Descriptions

LEADERSHIP AND COACHING COURSES

ILC 410: Introduction to the Meaning-Making Inventory
Prerequisite: none
Course hours: 14

Often referred to as the Subject-Object Interview (SOI), the Meaning-making Inventory (MMI) is a semi-structured, open-ended interview designed to draw out the ways in which a person makes meaning from his or her experience. It was designed by Robert Kegan, PhD., of the Harvard Graduate School of Education, as the technical and methodological piece of his Constructive-Developmental theory of lifespan development.

As anyone who has been involved in a conflict knows, the meaning of the conflict for each of the disputants can vary so much that one wonders if they are talking about the same conflict. Understanding another’s meaning-making process is a powerful tool in being able to work together more harmoniously. In this introductory course, participants will:

ILC 420: The Meaning-Making Inventory
Prerequisite: ILC 410
Course hours: 14

The MMI is a powerful assessment tool that, when skilfully applied, provides an important new dimension in our attempts to understand and work well with others. In this advanced course, participants will hone and deepen their understanding of the meaning-making process, sharpening their assessment and interviewing skills. Through class discussion, role-plays, and the use of interview transcripts, participants will learn to recognize the more subtle and discreet sub-phases along the continuum of meaning-making complexity as well as learning the fundamentals of conducting the interview, with the ability to identify and distinguish the content from the structure.

ILC 430: Making Sense of Leadership and Conflict
Prerequisite: none
Course hours: 14

With an introduction to the fundamentals of Constructive-Developmental Theory and its place among and in relationship to other theories of human development, participants will take an in-depth look at the process of meaning-making and its progression throughout the lifespan. Focusing on issues inherent in conflict, participants will:

In the advanced course, The Transformational Process of Conflict, we will explore the “So what?” question: How does this information help you? How can you use it? What are the risks and pitfalls of using this information? And, how can this knowledge be put to good use in conflict mediation?

ILC 440: The Transformational Process of Leadership and Conflict
Prerequisite: ILC 430
Course hours: 14

Have you ever thought about what conflict really means to you? What does it feel like internally when you are in the midst of a personal conflict? Do you feel threatened? What part of you? What are you most afraid of? Is there some part of you that feels thrilled?—that thrives on being in conflict? How would you describe that part of you?

Now consider the person across the table from you in this conflict. Do you know what the conflict means to that person? Do you know what part of him or her feels scared and/or threatened? Do you really know how he or she makes sense of this conflict? Do you know what he or she is most afraid of and most vulnerable to?

These are some of the questions and issues that we will explore in this advanced course, while we examine and explore:

ILC 450: Leadership and Consciousness
Prerequisite: none
Course hours: 14

Within the context of leadership, participants in this course will be introduced to the fundamentals of Constructive-Developmental Psychology, a theory that investigates the growth and development of the complexity of the consciousness through which we make sense of our lives. The course will focus specifically on the different complexities of meaning-making in adulthood and how those different complexities play out in leadership relationships and dynamics.

In exploring what happens to make a leader effective or ineffective, participants will:

ILC 510: Developmental Coaching
Prerequisite: none
Course hours: varies

This course is designed to complement your life journey with a guided developmental coaching process tailored toward your personal, educational, and professional goals. Developmental coaching means challenging yourself toward greater complexity. We guide you in this process through identifying your values and assumptions, designing reflective strategies for examining and challenging them, and constructing milestones for your progress.

The developmental coaching offered in this course will afford you a wider and more inclusive perspective on and control of the terrain of your life. Its purpose is to deepen your awareness, broaden your perspective, and increase your capacity for personal and professional transformation, including how you engage conflict. You will develop a clearer and deeper understanding of your own strengths, limits, assumptions, and growing edges. Your vision, intentions, goals, struggles, and learning needs will become clearer and easier to realize as you gain a larger and more complex context in which to see them.

The course is comprised of a series of sessions with the assigned instructor-coach. The assigned instructor-coach will work with you to create an individually designed developmental map for your own intentional journey.

ILC 520: Becoming a Developmental Coach
Prerequisite: none
Course hours: 14

This workshop is designed to give participants the insights and the tools needed to begin to work, in more powerful and effective ways, with themselves and their clients to make the changes they are invested in making. We focus on the Immunity to Change process, Action Inquiry, and Jung’s notion of Shadow.

Overcoming Immunity to Change is not merely about changing problematic behaviours. Rather it is about the paradoxical power of understanding and respecting one’s own particular immunity, about understanding the stories we tell ourselves, and re-writing those stories to work with rather than against ourselves.

Through a series of exercises and reflection time, participants will explore their own Immunity to Change. We will also look at the relationship between Immunity to Change, Jung’s notion of Shadow, and Torbert’s Action Inquiry. In becoming familiar with these inter-relationships, we are able to deepen the process both for ourselves and our clients, and further increase our potential for growth.

In this workshop, participants will learn:

CONFLICT AND COMMUNICATION COURSES

ILC 100: Introduction to Integrative Conflict Engagement
Prerequisite: none
Course hours: 21

This course provides an overview of conflict dynamics. It is an excellent starting point towards gaining the knowledge and skills for moving to mutual understanding and the resolution of conflict. Participants will explore:

Participants will integrate their learning with group and team exercises and role-plays, reflection and constructive feedback from peers and instructors.

ILC 110: Developing Your Practice
Prerequisite: none
Course hours: 14

This course is designed for those who wish to develop a private practice. Students will begin to:

Marketing options will also be examined, including networking and advertising in terms of issues such as TOMA (Top Of Mind Awareness). Sample forms will also be distributed such as ‘agreements to mediate’ and ‘contracts for services’, which can then be tailored to the individual practitioner’s needs.

ILC 120: Communicating in Conflict
Prerequisite: none
Course hours: 14

This course is intended to stimulate awareness of the complexity and power of communication, and to introduce practical skills that can be used to enhance the communication experience in conflict. The relationships between conflict and communication will be explored. Demonstrations of active listening skills will help to illustrate the impact of the effective (and ineffective) use of those skills. Students will participate in team and group exercises and role-playing to use and practice the techniques and skills they will be learning.

ILC 140: Introduction to Negotiation
Prerequisite: ILC 100
Course hours: 21

This course presents the concepts of integrative negotiation within the framework of a 12-stage model. Students will be introduced to methods of analysing alternatives to settlements and will:

Participants will use exercises and role-plays to put the material learned into practice, as well as engage in reflection and constructive feedback with the group and instructors.

ILC 150: The Reflective Practitioner
Prerequisites: ILC 140, ILC 160 (except by permission)
Course hours: 21

Becoming “reflective” requires that practitioners learn from and learn in their work, and move beyond the instrumental application of skills. Participants will learn:

In this provocative course, students will participate in challenging exercises that will bring a greater depth of perception to their role in conflict situations. Particular attention will be paid to the reflection process itself.

ILC 155: The Reflective Leader
Prerequisite: none
Course hours: 14

Powerful, inspired leadership requires that we become aware of our interior worlds. This course reflects a turn inward—toward an understanding and identification of our assumptions, values, beliefs, and thinking, and the impact of them on our leadership actions. This cutting edge course is aimed at helping participants who are already in a leadership role to raise their awareness and skills to new levels of mastery.

ILC 160: Introduction to Mediation
Prerequisite: ILC 100
Course hours: 21

This course introduces the basic concepts of the mediation process within a three-phase model. Students will:

Students will have the opportunity to demonstrate the beginning and middle phases of the mediation model in role-play situations from the mediator’s and the conflicting parties’ perspectives, with active feedback from the instructor.

ILC 185: Understanding Change and Managing Transitions
Prerequisite: none
Course hours: 14

This course explores two basic questions: “If change is such a constant in modern organizations, why does it cause so much grief?” and “Why do so few changes result in the desired transformation?” Working with the distinction between change and transition, as well as the paradox of starting with the end and moving forward to the beginning, this course will:

Participants will have the opportunity to engage in role-play situations to integrate and practice the understanding and skills they will gain in this course.

ILC 190: The Meaning and Art of Leadership
Prerequisite: none
Course hours: 14

This course explores the increasingly popular subject of leadership in organizations. The history of modern organizations, their formation and evolution along with the parallel development of our own interest in leadership will provide the starting point for students’ exploration. Participants in the course will explore:

This course will provide participants with both a practical and a theoretical perspective of the role of leadership and an understanding of their personal responsibility to exercise leadership within their organizations.

ILC 210: Anger & Conflict: Managing the Process
Prerequisite: none
Course hours: 21

In this popular course, participants will learn how to transform anger into a motivational tool. They will be introduced to a framework for understanding emotions and learn how to recognize how emotions manifest within themselves and others. Specifically, participants will explore:

Students will apply communication skills and assertiveness in managing anger in role-plays and exercises, and be encouraged to reflect on their own attitudes and responses to anger.

ILC 220: Assertion: The Other Side of Listening
Prerequisite: none
Course hours: 14

The goal of this course is to increase understanding about the role of assertion in effective communication in negotiation and mediation processes. Students will learn to:

There will be an emphasis on demonstrating effective assertion in real-life situations and practicing assertive responses in contexts relating to conflict engagement.

ILC 230: Developing Cultural Awareness in Conflict Contexts
Prerequisite: ILC 100
Course hours: 21
Developing an awareness of how culture and ethnicity play a role in the expression and engagement of conflict is essential. In this course, participants will:

Participants will use role-plays to demonstrate approaches to assessment, analysis and conflict resolution strategies.

ILC 240: Intermediate Negotiation
Prerequisite: ILC 140 & ILC 150
Course hours: 21

This course builds on the theory and skills addressed in ILC 140 and concentrates on a deeper analysis and integration of the communication and process skills into all stages of the negotiation model. Students will:

Participants will have ample opportunities to practice and integrate, in role-play situations, what they are learning.

ILC 260: Intermediate Mediation
Prerequisite: ILC 160 & ILC 150
Course hours: 35

This course builds on the theory and skills addressed in ILC 160 and concentrates on a deeper analysis and integration of all the stages of the mediation model. In this course, students will:

ILC 285: Group Facilitation Skills
Prerequisite: none
Course hours: 14

In this course, students will be introduced to group process theory and the skills needed to facilitate groups of all sizes and in a wide variety of settings. Participants will be introduced to:

The emphasis is on collaborative conflict engagement strategies and processes (such as consensus decision-making) as informed by relevant group process models and theories. Simulations and role-plays will allow students to experiment with the models presented.

ILC 340: Advanced Negotiation
Prerequisite: ILC 240
Course hours: 21

This practice-oriented course will enable students to use a systematic approach to negotiations which is designed to facilitate preferred outcomes that will satisfy both instrumental and intrinsic interests to the greatest extent possible. Macro and micro negotiating practice skills will be integrated in the context of an interest-based model. Through role-plays and simulations, students will have the opportunity to respond to the changing dynamics of a negotiation and to further establish the strategies learned in ILC 240.

ILC 360: Advanced Mediation
Prerequisite: ILC 260
Course hours: 21

This practice-driven course is designed to meet the needs of both prospective and active practitioners. It will expand on issues addressed in ILC 260, and cover such topics as:

Students will have the opportunity to vary the application of the model depending on the issues and personalities involved.

ILC 385: The Transformational Mediator
Prerequisite: ILC 100, ILC 150, ILC 360
Course hours: 21

Beyond skills, this course considers the meaning of Robert Kegan’s provocative statement, “Conflict is a challenge to our pretense of completeness.” In this deeply personal course, you will:

Participants will have the opportunity to engage in individual and group activities to integrate the ideas and practices into your own reflective practice.

ILC 390: The Four Quarters of Organizing – An Integral Approach to Conflict in Organizations
Prerequisite: ILC 100, ILC 150, ILC 160
Course hours: 21

This course is designed for those who wish to increase their self-awareness and sense of mastery in working with individuals and groups within an organizational context. The goal of this course is to introduce participants to a reflective process of responding to conflict and other leadership dilemmas in organizations. Through case study, group discussion, and role-plays, participants will explore the role of the intervener in the organization and learn how to apply the Four Quarters model to organizational leadership and conflict issues.

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