The board of directors of a national association faced a number of difficult decisions at their next board meeting. Previous efforts to discuss and resolve these issues had resulted in debate and divisiveness. Though this culturally and ethnically diverse board had developed significant competencies in working together, several members perceived the group as, once again, splitting along color lines. People felt misunderstood and angry. The board chair proposed –and the board agreed-to meet in a facilitated retreat format prior to their formal board meeting.

• Interviewed each board member regarding their concerns and hopes for the upcoming retreat in order to be able to objectively name critical issues and describe the range of viewpoints surrounding them.
• Identified desired outcomes held in common by all or most board members and designed a two-day retreat to achieve their goals.
• Facilitated a group discussion of the dynamics that had led the group to their present situation and reestablished the board's readiness and ability to address substantive business decisions.
• Supported individual participants and the group as a whole to speak truthfully and to more skillfully manage their group process and work at hand.

Members arrived at consensus about the substantive business decisions facing the board and identified next steps to support implementation and follow-up. In addition, group members expressed a renewed sense of optimism and cohesion. They were energized and well prepared for the subsequent board meeting. Follow-up at three and six months suggested that the group was still on track.