In last week's masterclass, How to Disagree Well, our CEO David Liddle revealed a stark truth about workplace conflict: we're doing it all wrong. In a session that drew unprecedented attendance, David challenged our traditional approaches to workplace disagreements and offered a compelling alternative that promises to transform how organisations handle conflict.

When the University of Bath faced a critical challenge threatening its research culture, it took a bold, unconventional approach. By partnering with TCM to implement the innovative Resolution Framework, the university didn't just solve a problem—it sparked a cultural revolution. The results? A transformation so profound it's setting a new standard for workplace dynamics in higher education.

In our latest case study, we share the story of Next Plc, the British multinational powerhouse whose latest innovation isn't on its shelves – it's in its corporate culture. See how they used the Resolution Framework to transform the way they work together.

Culture is an essential part of an organization's identity. It governs an enterprises' values and behaviours; how people treat each other, the decisions they make, the bedrock they stand on. So who's in charge of creating this crucial agenda?

Unless HR become less protective of their policy frameworks, and less resistant to innovation and creativity in the way that they deal with complex people issues, HR faces not just an identity crisis, but an existential one. But there's a better way.

Wellbeing initiatives and conversations around mental health are becoming par for the course these days in organisations. But what if it's the workplace itself that's putting the strain on mental health?