Interview the team leaders in order to refine understanding of (a) objectives and (b) context.

Provide just-enough training to the team leaders in terms of (a) understanding the powers living in relationship itself, (b) using healthy confrontation to call for trust, and (c) how to hear the voice-of-the-collective.

Interview team members in order to deeply explore (a) impediments and obstacles, (b) solutions to the problems, (c) new opportunities, and (d) a clear, compelling and practical long-term vision.

Provide just-in-time and just-enough training and consulting service to team members in areas of (a) deep listening, (b) trust-building, (c) dialogue, (d) hearing the voice-of-the-collective, and other areas as needed.

Provide train-the-trainer services to team members who are interested in expanding their use of these ideas.

Provide reports to the team leader, describing accomplishments, on a monthly basis or at pre-determined major milestones (especially an end-of-engagement summary).

Finally, while the summary content from all of the dialogue sessions will be shared with the entire team, individual attributions will not be shared – i.e., who said what will be held in confidence. This is done in order to facilitate depth-of-shares and draw us closer to the truths.