Moderation: ChangeMantras has empanelled trained facilitators who are skilled in facilitating meetings and consultations. We help create safe and productive spaces for participants of a meeting or consultation listen to each other deeply, dialogue with each other, work with differences and engage in debates without getting caught in reactivity or a loop (wherein members find themselves unable to communicate with others without getting caught in a loop of accusation, blame, fear, mistrust, anger, reactivity and stalemate). The facilitators support members of such spaces work with structure and fluidity to navigate through edges to achieve tasks and goals that are of collective interest and negotiate with each other on differences and positions.
Conflict resolution: Facilitators step in to enable organisations who find themselves in a conflict situation to find resolutions that are meaningful, sustainable and that help members re-gain trust and confidence in each other. Conflict resolution workshops may be helpful to solve intra-organisational tensions (such as family businesses and trusts) and challenges or tensions and stresses between two or more partners (individuals or organisations).
Collective Impact: The organisation offers facilitation and secretarial services to support groups of organisations and agencies achieve collectively defined goals which are of collective interests and impact a large system or context. For example - ChangeMantras helped form a network of 18 non profitorganisations from 10 states of India, all of who wanted to advocate for legal reform on human trafficking, and supported them to engage with policy makers and influencers which led to framing of a new law with key structural changes.
Collective Learning: Collective learning workshops are useful to assimilate experiential learnings of stakeholders from different organisations and sectors and draw deeper insights and learning from experiences which may seem to be in contradiction or disconnected. This helps build a deeper narrative and truth of the context or system. For example -
(a) Collective Learning on a social policy implementation: Educators, activists, social workers, policy makers come together to collate their experiences of the implementation of an education policy such as Right to Education, each one of them has information and experiences that speak of what is working and how, innovations that may be localised, problems and bottlenecks and challenges - and throw assumptions (which may be backed by evidence or experience), their collective experience help in understanding how the RTE may be getting implemented across a geography, the systemic issues and processes and what may be said of the efficiency and effectiveness of implementation, what could be the blind spots and challenges and therefore what could be some of the solutions or interventions to be tried.
(b) Collective Learning amongst SME entrepreneurs on markets and legislations: When a group of entrepreneurs decide to get together to learn from each other on running businesses and overcoming teething problems that they encounter with bureaucracy or other market challenges, a collective learning process is designed for them for mutual exchange of information and knowledge and building collective knowledge in the sector that helps in further strategising for problem solving and new explorations.
(c) Collective Learning Workshop on therapeutic approaches effective for survivors of trauma: Therapists, counsellors and psychiatrists are, in their practice, extremely isolated, and largely rely on their own resources, knowledge and skills to provide services to their clients. Existing knowledge and practice models of therapy for victims of trauma is extremely limited across the world, and largely restricted to a few eminent practitioners, some of which may be written in journals. However, the effectiveness of learning through academic journals for practitioners is very weak. Individually, practitioners or organisations may find it difficult to allocate time and resources for Learning and Development in such specialised areas. So, a Collective Learning Initiative is helpful for a group of mental health professionals to learn through peer knowledge, experiences and experimentations, is more structured, concrete and effective in capacity development than attending a conference or a seminar.