Practical interventions and free tools for courts and government organizations. Links open in a new tab.
Talk to the people closest to the problem, map what's really happening, and leave with a scoped, actionable plan, not another study or referral to a committee. If you lack the bandwidth or are too close to the problem, consider an outside consultant.
Name one decision-owner and a deadline. Make each committee's role clear: advising or deciding? Who can pull a task back from committee, and how?
A decided issue can be reopened only with new facts, stated in writing, within a defined window, not on request.
Match review layers to actual risk. Reserve full multi-level review for high-stakes decisions; streamline the rest.
Don't pitch the total overhaul. Find one small, visible win you can make happen this week, then trade up from there.
A one-page memo travels further than a meeting invite. Write down the problem, the proposal, and the ask, then let people react to something concrete.
Give staff a neutral, non-accusatory way to name a sabotage pattern so it can be interrupted without conflict. No special software required.
Name the tactic, then rewrite around it. Fill in what each could have been, and add your own rows.
| THIS ____ | COULD HAVE BEEN A ____ |
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