We listened first to staff and those with least power in the organization to hear their experience and begin to identify the power dynamics and where ruptures and harm existed.

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After hearing from everyone in the organization, we developed a multifaceted approach to repair which included not only acknowledging the past but developing skills and putting in place agreements so that harm does not repeat.

We provided coaching and skill-building for leaders to model values such as active listening, emotional regulation, and awareness of power dynamics when engaging in restorative work. ​

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We facilitated multiple dialogue groups for individuals to share their experiences and hear and support one another and agree on how to move forward differently. We followed up later to assess shifts in the org.