Transition:	G4 to G5 (43 shareholders)
Context:	Centurial Agricultural Business
Brief:	The family was at cross-purposes around the direction of the business based on economics and unhealthy family dynamics.  The family wanted to create alignment sufficient to generate strategic direction for the Board of Directors
Challenge:	G4: significant animosity between factions, deep attachment to the land, heavy tax driven losses; G5 exhausted, cash strapped, suspicious and hostile. Both Generations: personal and familial dysfunction.  Strong positions and little compromise in positions ranging from “keep the land as it is” to “sell it now and distribute” with a strong faction in favor of selective selling, smart development and ultimate divestiture.
Bright spots:	Family members are highly intelligent and well educated, some significant individual success, substantial capital assets, farm in urban growth boundary, capable woman CEO from G5
Gathering:	One day meeting of 26 of the 43 shareholders.
Meeting Design:	The meeting was designed to expand options (divergence) and then move people from positional thinking to taking perspectives from different vantage points (convergence).  The meeting was organized to work through preferences for dealing with family assets from perspectives of vision, wisdom, healing and tactics. By the end of the day, there was clarity on how to deal with the core business assets. Exercises engendered cooperation.
Results:	Based on the shareholder discussion, the board created a mission statement in about 20 minutes when they met the following day. Power transferred publicly and decisively from G4 to G5 with basic support from G4. The family gained clarity of direction, diminished hostility and restored a number of frayed and fractured relationships. The family (particularly G5) was re-energized and working together. Some previously alienated people in G5 are emerging as leaders and taking on responsibility for strategic planning and implementation. These changes have proven sticky.