Transform Conflict into High Performance

You’re the Architect of Transformation

Facilitating change. You guide teams through difficult conversations and complex challenges.
Building capability. You develop others’ ability to solve problems and navigate conflict constructively.
Creating breakthroughs. You help people see possibilities they couldn’t see before.

You know transformation work is rewarding—but it’s also demanding. You’ve seen initiatives stall, teams regress, and “solutions” that don’t stick. You’re looking for methodology that’s proven, systematic, and teachable—not just charismatic facilitation that works when you’re in the room but collapses when you leave.

What if you could master a systematic approach that transforms adversarial relationships into strategic partnerships—and builds capability that sustains long after your facilitation ends?

The Methodology: High Performance through Engagement (HPtE)

HPtE is a systematic methodology for transforming adversarial relationships into collaborative partnerships across any organisational boundary:

Union-management relations – From industrial conflict to strategic partnership
Cross-functional teams – From silos to integrated problem-solving
Organisational change – From resistance to co-created transformation
Customer/supplier partnerships – From transactional to collaborative relationships

It’s not facilitation magic. It’s replicable methodology.

Built on Proven Foundations

HPtE integrates four foundational approaches into a systematic methodology:

The 3Cs Model – (by Karl Perry) – Commercial Responsibility, Customer Value, Constructive Culture as integrated necessary conditions, not competing priorities. Developed whilst at Air New Zealand and refined through decades of practice, built on Dr Eliyahu Goldratt’s Theory of Constraints (1994).

Interest-Based Problem Solving (IBPS) – Getting beneath positions to underlying interests, pioneered by Roger Fisher and William Ury at the Harvard Negotiation Project in their seminal work Getting to Yes (1981), and proven at Kaiser Permanente’s 28-year labour-management partnership.

Theory of Constraints Thinking Processes – Systematic conflict resolution through the Evaporating Cloud and other TOC tools that surface and challenge the assumptions holding conflicts in place.

Human Synergistics International – Life Styles Inventory™, the Circumplex Model, and How Culture Works – The world’s most thoroughly researched assessment tools for measuring thinking and behavioural styles at individual, team, and organisational levels. The Circumplex reveals the fundamental security/satisfaction conflict that drives human behaviour, whilst the How Culture Works model shows how structures, systems, and leadership shape culture.

Together, these create a comprehensive framework for transformation work that develops practitioners from the inside out and strengthens all three dimensions simultaneously.

What You’ll Master

Conflict Resolution Tools: Theory of Constraints

Master the Evaporating Cloud method and other TOC Thinking Processes:

Surface underlying assumptions holding conflicts in place
Test those assumptions to reveal which are valid and which can be challenged
Find breakthrough solutions that honour all parties’ interests by dissolving false conflicts
Create implementation pathways that overcome obstacles systematically

These tools transform conflicts from “impossible dilemmas or paradox” into “solvable problems with creative solutions.”

Facilitation Methodology: Interest-Based Problem Solving

Master the four-step IBPS process developed by Roger Fisher and William Ury at Harvard’s Negotiation Project and proven at Kaiser Permanente, Air New Zealand, and British Airways:

Step 1: Define the Issue – Achieve shared understanding of the problem, separating facts from assumptions

Step 2: Identify Interests – Surface everyone’s underlying needs, moving beyond positions to what people actually care about

Step 3: Develop Options – Generate multiple potential solutions collaboratively, expanding the pie rather than dividing it

Step 4: Craft the Solution – Select and implement through consensus, ensuring everyone can support the decision

This isn’t generic problem-solving. It’s a systematic methodology for resolving conflicts that seem intractable.

Strategic Framework: The 3Cs Model

Learn to diagnose where organisations are optimising one dimension at the expense of others—and how to find synergy across all three:

When you get it wrong:

Industrial conflict between management and employees
Operational conflict between departments
Departmental silos blocking collaboration
Waste where breakthrough performance should be

When you get it right:

Collaboration between teams that used to compete
Innovation from employees who feel safe to contribute
Throughput from reduced waste and faster problem-solving
A positive reinforcing cycle that makes high performance self-sustaining

HPtE Strategy® and Phased Implementation

Master the systematic approach to enterprise transformation that protects stakeholder interests whilst building sustainable partnership:

Five-Phase Implementation Model:

Phase 1: Exploration – Introduce HPtE concepts, assess organisational readiness, and build initial relationships between management and union stakeholders. This phase explores whether HPtE is the right fit through leadership briefings, union consultations, and assessment of cultural readiness. Decision gate: “Do we want to explore HPtE further through a proof of concept?”

Phase 2: Proof of Concept – Demonstrate HPtE methodology in action through a focused project that delivers measurable results within 3-6 months. Create joint management-union improvement team, introduce accelerated IBPS methodology, and deliver tangible outcomes that build confidence. Decision gate: “Do we want to commit to the HPtE Strategy® based on demonstrated results and stakeholder experience?”

Phase 3: Governance Structure – Establish the organisational architecture for sustainable HPtE implementation. Form HPtE Leadership Team with joint union-management leadership, create formal Charter defining roles and responsibilities, build Project Management Office (PMO) function, and establish documentation and communication systems. Decision gate: Commitment to a new way of working represented by signed Charter and resource allocation.

Phase 4: Project Teams – Scale HPtE methodology across the organisation through multiple improvement teams delivering measurable results. Teams use accelerated IBPS to address specific challenges, finding synergy across all 3Cs. Develop internal facilitation capacity, capture learnings, and build growing community of trained practitioners. Success: Multiple teams delivering visible impact whilst building organisational capability.

Phase 5: Embedding HPtE as Business as Usual – Transform HPtE from programme to operating system, making collaborative 3Cs-focused improvement “the way we work around here.” Integrate HPtE principles into strategic planning and daily operations, demonstrate cultural transformation through behavioural assessments, and achieve self-sustaining improvement capability without heavy external facilitation.

Why this matters: Most transformation initiatives fail not because of poor methodology, but because stakeholders are rushed into commitment before trust is established. HPtE Strategy® explicitly builds trust and capability at each phase, with clear decision gates that allow either party to pause or exit without damage to the relationship.cision gates that allow either party to pause or exit without damage to the relationship.

Governance Structures: Building Sustainable Partnership

Learn to design and implement governance that sustains partnership beyond initial facilitation:

Strategic Development Groups – Joint governance tying the three Cs together through collaborative leadership

Co-Leadership Teams – Genuine partnership where both sides have equal voice and joint accountability

HPtE Improvement Teams – Working in the integration zones where the 3Cs connect, strengthening multiple dimensions simultaneously

You’ll learn not just how to facilitate well, but how to build systems that work when you’re not in the room.

Proven Across Sectors

HPtE methodology has delivered measurable transformation across:

Aviation:

Kaiser Permanente – 28 years of partnership, union membership doubled, zero strikes
Air New Zealand – Five years of zero strike days, complex operational challenges resolved collaboratively
British Airways – 18 months from adversarial to collaborative governance with BALPA and BASSA

Healthcare:

DHB applying HPtE to strategic and operational challenges
Union-management partnerships in complex healthcare environments

Manufacturing:

Production facilities improving efficiency whilst strengthening employee engagement
Supply chain collaboration replacing adversarial relationships

Public Sector:

Government departments transforming service delivery through workforce partnership
Council teams breaking down silos to improve community outcomes

Every transformation followed the same systematic methodology you’ll learn.

Your Development Journey: Five Levels of HPtE Mastery

HPtE practitioner development follows a systematic pathway from awareness through mastery. Most practitioners begin at Level 1a—developing the core capacity that makes all other learning possible.

Level 1: Foundation – Self-Knowledge & HPtE Awareness

Level 1a: Self-Knowledge Foundation (Aspiring practitioners)

You cannot effectively facilitate others’ conflicts until you’ve learned to harness your own. This is where practitioner development begins—understanding and transforming your own thinking and behaviour patterns.

Two Dimensions: Thinking & Behaviour

Level 1a(i): Harnessing Conflict Within Yourself – Thinking

Use Life Styles Inventory™ 1 (LSI 1) to understand your thinking patterns on the Circumplex
Apply the Evaporating Cloud (Perry Approach) to resolve your own internal conflicts
Recognise defensive thinking patterns that constrain your effectiveness
Develop constructive thinking styles: achievement, self-actualising, humanistic-encouraging, affiliative
Transform either/or thinking into integrative solutions
Build foundation for Socratic facilitation—asking rather than telling
Begin creating psychological safety for discovery

Duration: 8 weeks (90-minute sessions weekly)

Investment: Available on enquiry (includes LSI 1 assessment, e-workbooks, tools, templates)

Level 1a(ii): Harnessing Conflict Within Yourself – Behaviour

Use Life Styles Inventory™ 2 (LSI 2) to understand how your thinking manifests in behaviour
Receive 360-degree feedback showing how others experience your behaviour
Develop affiliative challenge capacity—supporting whilst questioning
Practice trusting process without controlling outcomes
Begin stewarding others’ thinking rather than solving for them
Align behaviour with constructive styles through practice
Build personal congruence between values, thinking, and action

Duration: 8 weeks (90-minute sessions weekly)

Investment: Available on enquiry (includes LSI 1 & 2 Kit with Breakout Profiles, advanced materials)

Why This Foundation Comes First

Domain expertise without the capacity to hold space creates consultant dependency, not capability transfer. The Life Styles Inventory™ reveals the security/satisfaction conflict that Efrat Goldratt-Ashlag identified—the fundamental human constraint made visible through the Circumplex.

Research shows individuals scoring in the top 10% on constructive styles (vs. bottom 10%) demonstrate:

37% less stress
43% better working relationships
47% more ready for promotion
34% more effective in their role

Holding space is not a skill—it’s a formed capacity developed through understanding and transforming your own thinking and behaviour patterns first. This foundation makes everything that follows possible.

The Conflict Club: Personal Development Community

For individuals committed to mastering their own thinking and behaviour patterns.

The Conflict Club is a membership community for leaders, managers, and professionals who want to harness their own conflicts and improve their own performance. It provides ongoing support for your Level 1a journey and beyond.

What Members Receive:

Weekly Live Sessions

Personal mastery workshops exploring constructive thinking styles
Evaporating Cloud demonstrations and practice
Group coaching on real personal and professional dilemmas

Learning Resources

LSI interpretation resources and self-assessment tools
Library of Evaporating Cloud examples and templates
Recorded workshops and masterclasses
Reading lists and curated content on constructive thinking

Peer Community

Private discussion forums for personal development
Accountability partnerships and peer support
Success stories and breakthrough sharing
Safe space for exploring personal conflicts and growth edges

Expert Access

Monthly Q&A sessions with Karl Perry
Email support for personal dilemmas
Priority access to Level 1a programmes

Membership Philosophy: We believe you cannot effectively lead others through conflict until you’ve learned to harness your own. Personal mastery is the foundation for professional effectiveness. Constructive thinking styles can be developed through practice, and peer support accelerates personal growth.

Investment: Available on enquiry

Programme alignment: The Conflict Club supports individuals preparing for Level 1a programmes and provides ongoing development for graduates.

Level 1b: HPtE Methodology Awareness (All managers and team leaders)

With self-knowledge foundation forming, you learn the HPtE methodology:

Understanding HPtE Strategy® and principles
The 3Cs Model: Commercial Responsibility, Customer Value, Constructive Culture integration
Partnership approach vs. traditional management
Interest-Based Problem Solving (IBPS) fundamentals
Theory of Constraints thinking for conflict resolution
When to apply collaborative problem-solving
Governance structures: Strategic Development Groups, Co-Leadership, Improvement Teams

For: Managers and leaders implementing HPtE in their organisations, plus practitioners building on Level 1a foundation

Duration: 2-3 days foundational training

Prerequisite: Level 1a recommended but not required for managers; essential for practitioners progressing to Level 2

Level 2: Application Skills (Selected leaders and practitioners)

With core capacity forming, you learn systematic application:

IBPS four-step process
Basic facilitation techniques
Team coordination and problem-solving
Applying 3Cs thinking to operational challenges

For: Managers implementing HPtE in their teams

Duration: 3-6 months with ongoing practice

Level 3: Facilitation Certification (Dedicated practitioners)

Integration of formed capacity with domain fluency:

Lead complex IBPS sessions independently
Navigate emotionally charged conversations
Surface and challenge assumptions using TOC tools
Build genuine consensus, not compliance
Design and facilitate improvement team sessions

Across all three 3Cs domains: You must develop fluency in Commercial Responsibility, Customer Value, and Constructive Culture—HPtE is about synergy, not specialisation.

For: Internal HPtE Facilitators

Duration: 12-18 months of supervised practice

Evidence: Demonstrated capability across multiple facilitation contexts

Level 4: Training Others (Expert capability)

Developing HPtE capability in others:

Train leaders in 3Cs strategic thinking
Deliver IBPS methodology training
Develop Co-Lead partnerships
Build internal facilitation capability
Design and deliver development programmes
Assess and mentor Level 3 facilitators

For: L&D professionals, internal trainers, capability builders

Duration: 18-24 months beyond Level 3

Evidence: Successful development of other practitioners

Level 5: Master Practitioner (Methodology development)

The formed practitioner who can:

Design multi-phase enterprise transformation programmes
Establish governance structures that sustain beyond your involvement
Navigate complex multi-stakeholder dynamics
Mentor trainers and facilitators in formation
Contribute to methodology evolution
Lead global community development

For: Senior consultants, transformation programme directors, methodology stewards

Duration: Years of practice across contexts

Evidence: Sustained transformation results and practitioner development

Why Formation Comes Before Methodology

Most facilitation training starts with methodology: here are the tools, here’s the process, now go practice. HPtE takes the opposite approach.

The sequence matters:

First, develop capacity (Level 1a) – Before you can hold space for others’ conflicts, you must learn to harness your own. The Circumplex reveals your defensive patterns. The Evaporating Cloud teaches you to dissolve false conflicts. You develop the formed capacity to stay present when others are triggered, to ask rather than tell, to trust process rather than control outcomes.

Then, learn methodology (Level 1b onwards) – With self-knowledge foundation forming, you can now learn the 3Cs Model, IBPS, TOC Thinking Processes, and governance structures. The methodology makes sense because you have the capacity to apply it without imposing solutions or creating dependency.

Finally, integrate through practice (Levels 2-5) – Years of supervised application across contexts, building fluency in all three 3Cs domains, until capacity and methodology become seamless integrated practice.

Why traditional consulting fails:

Domain expertise without formed capacity creates consultant dependency. You’re brilliant in the room—solutions flow, conflicts resolve, breakthroughs happen—but the moment you leave, the system reverts. Why? Because you were doing the thinking for them, not holding space for them to think.

HPtE practitioners bring both: Formed capacity to hold space integrated with domain fluency across the 3Cs. People discover what needs to change, build their own capability, sustain transformation long after you’ve gone.

This explains why HPtE takes time—and why it works when quick fixes fail.

Formation cannot be credentialed through examination. It must be developed through apprenticeship under master practitioners, in real contexts, with real conflicts, through cycles of practice and reflection. The capacity to hold space is not preparation for real work—it is the real work.

The HPtE Practitioner Community

Together, we’re building a global community of practitioners who:

Share evidence-based practice – What works, what doesn’t, and why

Develop methodology – Continuously improving HPtE through practitioner feedback and innovation

Support each other – Peer learning, case consultation, complex challenge navigation

Advance the profession – Establishing standards, sharing research, building credibility

Create social impact – Transforming adversarial relationships into collaborative partnerships across sectors and geographies

Community Resources

Knowledge Base – Comprehensive methodology documentation, case studies, tools, templates

Practitioner Hub – Members-only platform with forums, resources, and peer support

Practice Groups – Regular case consultation and peer learning sessions

Master Classes – Advanced methodology development with Karl Perry and senior practitioners

Conference & Events – Annual gathering, regional workshops, online sessions

This isn’t a certification programme. It’s a professional community committed to practitioner excellence and social impact.

What Makes HPtE Different

Not Just Facilitation Skills—Systematic Methodology

Many facilitation approaches rely on facilitator charisma and intuition. HPtE provides:

Replicable frameworks (3Cs Model, IBPS, TOC)
Structured processes (four-step problem-solving, five-phase implementation)
Diagnostic tools (integration zones, conflict architecture)
Governance designs (SDGs, Co-Leads, Improvement Teams)

You’ll facilitate better because you have better methodology, not just better presence.

Not Generic—Specialised for Adversarial Relationships

HPtE was developed specifically for the hardest transformation context: union-management relations. If it works there, it works anywhere.

You’ll learn:

How to build trust when history is adversarial
How to navigate power dynamics and protect vulnerable stakeholders
How to create genuine partnership, not consultation theatre
How to sustain transformation through leadership changes

Not Consultant-Dependent—Capability Transfer

HPtE focuses on building internal capability from day one:

Co-Lead partnerships where both sides develop facilitation skill
Internal facilitator development within organisations
Practitioner mentoring creating independent capability
Knowledge transfer so methodology lives beyond consultancy

Success means organisations don’t need you anymore—they’ve built the capability themselves.

Not Isolated Practice—Professional Community

You’re joining a global network of practitioners working on similar challenges:

Aviation practitioners sharing lessons across airlines
Healthcare practitioners adapting methodology for clinical contexts
Manufacturing practitioners addressing production challenges
Public sector practitioners transforming service delivery

Together, we advance methodology faster than any individual could alone.

Evidence-Based Practice

HPtE isn’t theoretical. Every methodology element has been proven in practice:

The 3Cs Model – Demonstrated at Air New Zealand (Luxon’s explicit focus), validated across BA transformation

IBPS Methodology – 28 years at Kaiser Permanente, five years at Air New Zealand, 18 months at BA

Phase Implementation – Successfully applied across multiple sectors, proven pathway from exploration through embedding

TOC Thinking Processes – Decades of application in business and increasingly in human systems

Governance Structures – SDGs, Co-Leads, and Improvement Teams validated through sustained partnership success

You’ll learn methodology with robust evidence base, not untested theory.

Ready to Master HPtE Methodology?

Together, we can:

Develop your systematic facilitation capability using proven HPtE methodology
Build your expertise in transforming adversarial relationships into collaborative partnerships
Connect you with a global community of practitioners advancing the profession
Support your journey from facilitation skills to transformation expertise
Create social impact through the work you do with your clients and organisations

The methodology is proven. The community is growing. The need for skilled practitioners has never been greater.

Let’s start with a conversation.

Contact me via LinkedIn →

What You Need to Know

This isn’t quick. Practitioner development takes time and practice. Foundation learning is self-paced, but mastery requires application, feedback, and continuous development. Plan for months, not weeks.

This isn’t certification-focused. We don’t offer a certificate that declares you “qualified.” We offer methodology, community, and support that develops genuine capability. Your work demonstrates your expertise.

This requires practice. Reading about IBPS doesn’t make you competent. Facilitating real sessions, getting feedback, learning from failures, and continuously improving creates capability.

This values your experience. You bring facilitation expertise, sector knowledge, and change experience. HPtE methodology enhances what you already know—it doesn’t replace it.

This is collaborative, not competitive. Practitioners support each other, share insights, and develop methodology together. We succeed together, not at each other’s expense.

Together, we’re building practitioner capability that transforms organisations and creates social impact.