Praxis Conflict Consulting

05/21/2026

In 2025 I completed my certications in Hatha Yoga, Yin Yoga and Sound Healing. I've been teaching at since December. And this month, I have the honour of hosting my first public event in collaboration with the amazing Brie Henderson!

🪬🫶 Please join us for a deeply nourishing, 75 minute Immersive experience designed to melt away stress and restore your body's natural rhythm!🫶🪬

🩵Sunday May 31, 2026, 3 to 4:15pm, Robert A. Steen Community Centre, 980 Palmerston, Winnipeg 🩵

🕯🧘‍♀️✨️ This class merges the passive, deep~tissue release of Yin Yoga with the healing, resonant frequencies of a Sound Bath✨️🧘‍♀️🕯

🩵🌀💙 We will hold floor~based poses for several minutes, using props to support the Body, allowing for a gentle release of tension in the hips, spine, and shoulders💙🌀🩵

🕯🙏🩵 As you settle into Stillness, you will be bathed in the soothing vibrations of Crystal quartz singing bowls, Tibetan singing bowls, Tingsha Bells, Chimes and Ocean Drums🩵🙏🕯

✨️🪩🪬 These Sound frequencies are designed to guide the brain into a deeply restful 'Theta' state, facilitating a 'Nervous System Reset.'🪬🪩✨️

💙🙌🩵 Interwoven with the sound frequencies, a gentle guided meditation will help you ground, connect with your breath, and release mental clutter🩵🙌💙

🫶🌀 This session concludes with a long, immersive Savasana (co**se pose) to fully integrate the experience.🌀🫶

🩵💙 This session is perfect for all levels, including beginners. No flexibility is required~only the willingness to slow down, soften, and receive💙🩵

🧘‍♀️🌛To secure your spot please send an e-transfer of $40 to [email protected] with your full name and contact information.🌛

🫶 Led with Love, Priti + Brie🫶

04/17/2026

Earlier this week I spent two days in governance training with a Board that has an Executive Director that  reports both to them and a to CEO.  This model which was imposed upon them  creates a dual-reporting or "matrix" structure, which significantly affects operational efficiency and governance accountability. While this model can bring higher strategic alignment, it often leads to conflict, role ambiguity, and competing priorities.
*For example the ED may receive opposing instructions, with the CEO focusing on operational speed and the Board focusing on governance, policy compliance, or risk management.The ED faces a "who is my boss?" dilemma, which can cause hesitation in decision-making and strain relationships, as they must balance the CEO’s operational requirements with the board's fiduciary requirements.
**This model can also cause an increased communication burden or result in a gap. The ED acts as the sole conduit of information between the staff/CEO and the Board. This requires the ED to manage information flow carefully to prevent the Board from micromanaging operations while keeping them sufficiently informed.
**The ED can feel trapped between two authority figures, leading to high-stress levels, potential burnout, and reduced effectiveness.  Processes may take longer as the ED needs approval or alignment from both the CEO (operational) and the Board (strategic/governance). This role ambiguity can also be stressful for the Board.  Without a clear "Roles and Responsibilities" framework, the board may interfere in day-to-day operations (micromanagement) or the CEO might ignore board policy, leaving the ED to navigate the gap.
*** What are some ways to make this model work.  First there must be clear reporting lines. The CEO should generally manage the day-to-day work of the ED, while the Board holds the ED accountable for outcomes and strategic goals. Next,  the Board and CEO must collaborate on the ED’s evaluation to ensure the performance metrics are consistent and not contradictory.Third, implementing clear operational policies and delegation of authority, agreed upon by the Board and CEO will minimize conflicting guidance.

04/10/2026

United Way Winnipeg organizational grants are now open until April 24, 2026. This grant is offered through three different streams: United Way Winnipeg funded agencies, non-United Way Winnipeg funded agencies, and Indigenous-led agencies. Nonprofits can apply for up to $7500.

For United Way Winnipeg, capacity building for organizational effectiveness means supporting organizations to strengthen core capacities such as:

Improvements to Board of Directors processes and structures, such as

development or revision to bylaws, policies, procedure documents, terms of reference, roles/responsibilities of the board, board review & assessment.

Enhancing agency capacity for stronger decision making, strategy development and planning processes, such as development of strategic plans, needs assessments and diversity, equity, inclusion & accessibility action planning.

Contact PRAXIS Consulting Canada today if you need a quote and a bio for your grant proposal. Let's collaborate on strengthening your organizational capacity.

We believe we can create a better future for our city and everyone that lives here by investing in local organizations and communities. We do this with sustained funding to a network of agencies that support people in need in many different ways.

04/09/2026

The Last Neanderthal is a dual-narrative novel by Canadian author Claire Cameronthat bridges the gap between the ancient past and the modern day, focusing on the shared female experiences of survival and motherhood.  A central highlight is the parallel between the two women's pregnancies. The novel explores the physical and emotional vulnerabilities of early motherhood, contrasting Girl’s instinctual connection to her body with Rosamund’s professional and personal anxieties. This parallel is one of the most compelling aspects of the book, especially the pages focussing upon Girl. The book aims to shake up traditional caveman stereotypes, portraying Neanderthals as intelligent, compassionate, and deeply connected to their environment rather than primitive "others". This is a book worth reading!

03/31/2026

Board governance training should be an ongoing process rather than a one-time event to ensure the board remains effective as well as legally compliant. While the frequency of Board training may vary by organization, best practices recommend that training takes place at least annually.

Governance training should be incorporated into the annual board calendar. An annual workshop, solidifying roles and responsibilities, including fiduciary and legal duties,  will refresh the knowledge and awareness of experienced board members and bring new board members up to speed. 

 
New Member Onboarding should occur as often as there are newcomers to the board.  An immediate orientation for every new board member is essential to ground them in their specific roles and the organization's unique governance structure. New Board members are most effective when they understand the organization and board, while being clear on their role within the larger whole.

Training may be required when there are legal  or policy shifts impacting the decision making of the Board.

Board training may also precede the strategic planning cycle or be necessary in advance of a major or complex decision facing the organization.

Many boards include 10–15 minute "governance bites" at the start of regular board meetings  to review sections of the bylaws, to keep topics like conflict of interest or financial literacy top-of-mind or to address specific issues.

Let's schedule your board governance training for 2026.