Ki ThoughtBridge is the embodiment of the integration of two streams of intellectual thought and the vision and passion of two women. Irma Tyler-Wood,
one of two Ki ThoughtBridge Principals is a graduate of Harvard Law School. She worked with Roger Fisher in The Harvard Negotiation Project, taught classes at the Law School and later joined Roger’s for profit firm- Conflict Management, Inc. (CMI) - which specialized in conflict management, negotiation and mediation training. CMI worked with a diverse range of clients across the globe, from Fortune 500 companies to educational institutions. In 1990 Irma formed one of the five companies emanating from CMI-ThoughtBridge and continued to develop and deliver this work.
Katherine Tyler Scott,
Managing Principal of Ki ThoughtBridge, a graduate of Indiana Graduate School of Social Work and the co-founder and Executive Director of the Lilly Endowment Leadership Education Program (LELEP) developed curriculum and training for not-for-profit governance, executive and program leaders in the not-for-profit sector. She developed and directed Trustee Leadership Development, Inc. (TLD) for seventeen years, a national leadership program that trained leaders in governance education, trustee leadership, organizational development, and change management.
TLD and ThoughtBridge formed a strategic alliance in 2002 that enhanced the capacity of both organizations to deliver a fuller range of services to clients. This alliance led to the development of our unique integrated approach to leadership development, change management, conflict resolution, and negotiation for effective capacity building that included skills in transformational results and sustainable change.
In 2006 the official and legal convergence of these two programs formed Ki ThoughtBridge, LLC. Ki ThoughtBridge has worked with over 60,000 leaders and several thousand organizations, and remains passionately committed to improving their ability to improve.
Philosophy and Practice of Leadership
Noted sociologist, Robert Bellah, shared Barry Schwartz’s concerns in his groundbreaking book, Habits of the Heart:
“What might be called the language of America, as embodied in the Constitution and as lived in daily life, was individualism. America was a collection of social atoms, each in pursuit of his own interests. In America, individualism was a matter of principle, a matter of right. But this individualism was also tempered by several “second languages” that united individuals into communities and bound them together. These second languages - one of religious conviction and one of civic virtue - were sources of moral tradition, of social mores, of habits of the heart. They were what made it possible for people in pursuit of private, individual interests, nevertheless to share public communal purposes. The price of modern, liberated America seems to have been these habits of the heart.”
These words from Robert Bellah’s groundbreaking book, Habits of the Heart, aptly express fears about the demise of community, the loss of a shared language of civic good, and reflect a lack of disciplined practices that reflect the leadership responsibilities needed to achieve the common good. These concerns which are shared by experts in multiple sectors, challenged Ki ThoughtBridge to explore how to better prepare individuals to serve and lead transformational and sustainable changes in their organizations and communities.
We are committed to the cultivation of a sense of responsibility for something beyond individual self-interest; and to the development of competent, caring authentic leaders in ways that add value and are transformative and strengthening of the commons. We dedicated ourselves to defining and developing the tools and practices that equip leaders to effectively address many of the most challenging community issues in a time of unparalleled change.
We are in a “time of no longer and a time of not yet” what we call “The Gap;” the place where a confluence of complex issues - global interdependence, rapid changes, increased diversity, and technological revolution – converge and trigger anxiety, fear, uncertainty and unpredictability. Without capable integrated leadership with adaptive skills this combination undermines trust, an essential element in achieving and sustaining positive results.
In periods of great social upheaval, it is human nature to seek order and clarity and to desire security and predictability. Leaders in such an environment need adaptive skills to manage the tension between immediate relief and attaining real change. They must be able to lead others through the tough terrain of transition and facilitate the work needed to create a preferred future. Accomplishing this requires self-differentiated leaders, who have a knowledge of systems, and who have the adaptive competencies to deal with what Jeff Conklin characterizes as “wicked problems.” Such problems cannot be solved using traditional linear and technical approaches; the tough, seemingly intractable issues require working on the solutions before the problem is clear!
The need for a different kind of leadership development is evident. Ki ThoughtBridge has developed a model that addresses the reality leaders face.