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< The most important element of valuing context over procedure revolves around the area of conflict. We practice what we choose to call Conflict Navigation. Instead of seeking a solution, we look at conflicts as an opportunity for growth. The pressure to resolve or solve a '''problem''' gets in the way of what lies underneath it. It is not about who is right or wrong, but what can we learn from the situation. Can we make adjustments, make accommodations? Often, the best results include people's personal growth. We consider conflicts to be avenues that lead us in the direction of future work.
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> The most important element of valuing context over procedure revolves around the area of conflict. We practice what we choose to call ConflictNavigation. Instead of seeking a solution, we look at conflicts as an opportunity for growth. The pressure to resolve or solve a '''problem''' gets in the way of what lies underneath it. It is not about who is right or wrong, but what can we learn from the situation. Can we make adjustments, make accommodations? Often, the best results include people's personal growth. We consider conflicts to be avenues that lead us in the direction of future work.
This is a draft of text to go on Website2021.
Often, when people look at a community, they want to know about rules and procedures. Who makes decisions? How do jobs get done? How do you resolve a dispute? At Star, we value context over procedure. It is important that we look at all aspects of an issue before we decide how to move forward. What decision needs to be made? What is actually happening? Who is involved? Is there a conflict? Is it recent or long-standing? Not being "rule-bound" or wedded to procedures is often uncomfortable. Change and transformation involves sitting in discomfort. That is where we choose to be.
The most important element of valuing context over procedure revolves around the area of conflict. We practice what we choose to call ConflictNavigation. Instead of seeking a solution, we look at conflicts as an opportunity for growth. The pressure to resolve or solve a problem gets in the way of what lies underneath it. It is not about who is right or wrong, but what can we learn from the situation. Can we make adjustments, make accommodations? Often, the best results include people's personal growth. We consider conflicts to be avenues that lead us in the direction of future work.