Case Studies
Case Study 1: Rebuilding Trust and Equity in a Research University Department
The ChallengeA large academic department at a research-intensive university was experiencing longstanding tension around workload expectations, faculty roles, and institutional culture. A formal two-tier faculty structure had contributed to growing inequities, particularly around teaching assignments and service expectations. Leadership faced increasing conflict, low trust, and difficulty facilitating productive conversations around change.
The approachInner Citadel Consulting began with extensive one-on-one interviews to better understand the lived experiences of department members and identify the deeper dynamics shaping workplace culture.
This work led into a strategic retreat focused on:
workload expectations
shared values around service and teaching
communication practices
cultural repair
long-term sustainability
Following the retreat, ICC synthesized key findings into a proposed framework for a new workload model and worked closely with departmental leadership to support implementation and accountability.
The outcomeThe department developed a stronger shared understanding around inequities that had previously gone unspoken. Leadership gained practical tools for navigating difficult conversations, and the proposed framework became the foundation for a new workload model.
The process also surfaced opportunities to reduce structural inequities in course assignments and identify collaborative teaching strategies that better distributed labor across faculty roles.
“We had Peter work with our team to build trust and communication and were very pleased with the results. Peter is able to navigate through potentially uncomfortable conversations with compassion, understanding and patience while still being able to move a team forward effectively.”
-John
Case Study 2: Transforming Communication and Curriculum Alignment in Higher Education
The ChallengeAn engineering-focused academic department had grown rapidly over the course of a decade, but its internal systems and communication practices had not evolved alongside it. Faculty were experiencing tension around leadership, generational differences, curriculum direction, and decision-making processes. Meetings had become increasingly unproductive, and consensus-driven approaches were no longer serving the department effectively.
The approachICC partnered with department leadership over a multi-year engagement designed to improve communication, strengthen collaboration, and support large-scale curriculum revision.
The work included:
pre-engagement interviews
strategic off-site retreats
conflict and dialogue training
collaborative intelligence frameworks
facilitation for curriculum redesign
leadership development for key faculty members
In year two, the engagement shifted into hands-on implementation work focused on learning outcomes, curriculum alignment, and building sustainable collaborative structures within the department.
The outcomeThe department established healthier communication norms, reduced conflict around major decisions, and built stronger trust across faculty groups. Working teams emerged with clear ownership around curriculum revision, and leadership responsibilities became more distributed and sustainable over time.
By the end of the engagement, the department had:
aligned around core curriculum priorities
established more productive meeting structures
clarified next-stage implementation goals
reduced dependency on outside facilitation
The result was not only curricular progress, but a healthier organizational culture capable of supporting continued transformation.
“Peter was great to work with throughout the process. He helped my department develop strategic behaviors that enabled us to get work done together in areas where we used to struggle. Peter’s sense-making training empowered multiple individuals within our organization to facilitate group work, ensuring it stays on purpose, and recognizing important inflection points that guide the group toward greater productivity. I’ve definitely recommended him to colleagues in other departments and organizations.”
-Jim
Case Study 3: Building Alignment within a Senior Leadership Team
The ChallengeA senior institutional leader was forming a new cross-functional working group tasked with addressing complex, long-term organizational issues. While the individuals involved were highly capable, many had previously operated in tension with one another and lacked a shared framework for collaboration.
The organization needed support in two critical areas:
shifting from tactical thinking toward strategic awareness
building the trust and cohesion necessary for long-term collaboration
The approachICC designed and facilitated a strategic off-site retreat centered on:
team purpose
cultural norms
strategic thinking
collaborative habits
long-term alignment
The work emphasized not only immediate relationship-building, but the creation of sustainable structures for future decision-making and coordination.
The outcomeThe team established a clear meeting structure, stronger communication norms, and a more cohesive approach to collaboration. Subgroups were strategically aligned around the broader organizational mission, while leadership maintained accountability and momentum through ongoing coordination practices.
The engagement laid the foundation for a more unified leadership culture capable of addressing institutional challenges with greater clarity and shared purpose.
[At our off-site retreat] every exercise, every question helped us build a strong foundation, leaving us with actionable tasks and a purpose. This was a perfect stepping stone as we went back to work, since we knew exactly what to do to make our team shine. Our team vision had become clear, and we truly felt like a team.
-Chloé