I believe that leadership can come from anywhere in an organization.

As a leadership advisor, educator, and facilitator, I work with leaders at all levels to build ethical and joyful workplaces, where all members find meaning and purpose.

The capacity to reflect on oneself and one’s context is a basic building block for organizational learning and transformation.

My consultancy focuses on:

Building self-awareness and systems awareness (how different parts of the system impact each other and the individual). 

I bring a deep understanding of human behavior, informed by 30 years of facilitating change in individuals, groups, and organizations. A life-long learner, I began my career as a clinical social worker, then expanded into organizational development consulting, and then teaching.


Recently, I have begun to incorporate Mindfulness Based Stress Reduction into my consulting work. What all these approaches share is a focus on self-reflection and awareness as the key to change. I design and facilitate processes that help individuals, groups/teams, and organizations:

  • Discover and develop their shared vision and purpose

  • Assess and build upon their strengths

  • Work productively with differences and conflict

  • Surface and examine dysfunctional assumptions and covert dynamics

  • Share responsibility for addressing adaptive challenges and developing sustainable solutions

  • Engage meaningfully with each other and the larger community

Professional Affiliations

and Networks

I am affiliated with a number of professional networks from which I can invite partners for larger scale projects.




Who I serve

I work with public, not-for-profit, and corporate organizations.


If you are a social justice organization that is interested in the services I provide, please contact me about special rates.

Click HERE for client list


“Enterprise Information Resources is a growing software company. I was looking for additional ways to communicate to my management team on what my expectations are as we continue expanding in the marketplace. The end goal was to brainstorm and enhance an already established communication skills between departments. Tracy designed, organized, and facilitated a management retreat for that purpose. It was an outstanding success. I heard from my Managers, (team leaders), that this was the most helpful one-day meeting they had ever attended. It translated into management working even better together, being clearer and more supportive of each other’s roles. Working as a team is very important to us, and everyone was impressed on how Tracy was able to build on what we thought was strong. Tracy is a brilliant facilitator and organization consultant. I value her perspective on the many group dynamics issues I face as President of a growing organization serving large Fortune 500 customers.”

France Lampron

President, Enterprise Information Resources


Peer Reviewed Journals

Wallach, T. (2019) What do Participants Learn at Group Relations Conferences: A report on a conference series on the theme of Authority, Power and Justice. Organizational and Social Dynamics 19(1), 1-20.

Wallach, T. (2014). What Do Participants Learn at Group Relations Conferences?. Organizational and Social Dynamics, 14(1), 13-38.

Wallach, T. (2013). Teaching group dynamics: An international perspective. The Journal of Pedagogy, Pluralism, and Practice, V (1).

Wallach, T. (2012). Authority, Leadership and Peacemaking: The Role of the Diasporas: The Intersection of the Personal and the Political in a Group Relations Conference. Organizational and Social Dynamics, 12(2). 171-193.

Wallach, T. (2004). Transforming conflict: A group relations perspective. Peace and Conflict Studies, 11(1), 76-95.

Wallach, T. (1994). Gender and competition in group psychotherapy. Group, 1 (1), 29-36.

Book Chapter

Wallach, T. (2006). Conflict transformation: A group relations perspective. In M. Fitzduff & C. E. Stout (Eds.), The psychology of resolving global conflicts: From war to peace (Vol. 1, pp. 285-306). U.K.: Praeger Security International.


Wallach, T. (2011). Authority, Leadership and Peacemaking: The Role of the Diasporas. NSGP Newsletter, 32 (2), 12.

Wallach, T. (2002). Leadership and dialogue in conditions of uncertainty: A view from the outside, published online at Track 3 Connections.

Additional Resources of Interest

Leadership Development

Cardona, F. (2020). Work matters: Consulting to leaders and organizations in the Tavistock Tradition. London: Routledge.

Heifetz, R. A., Grashow, A., & Linsky, M. (2009). The practice of adaptive leadership: Tools and tactics for changing your organization and the world. Boston: Harvard Business Press.

Heifetz, Ronald A. Leadership Without Easy Answers. Cambridge, MA: The Belknap Press of Harvard University Press, 1994.

Kegan, Robert, & Lahey, Lisa Laskow. (2009). Immunity to change: How to overcome it and unlock potential in yourself and your organization. Boston, MA: Harvard Business Review.

Long, S. (Ed.) (2018). Transforming experience in organisations: A framework for organisational research and consultancy. New York: Routledge.

Shapiro, E. R. (2020). Finding a place to stand: Developing self-reflective institutions, leaders, and citizens. United Kingdom: Phoenix Publishing House.

Western, S. (2012). Coaching and mentoring: A critical text. Los Angeles: Sage.

Western, S., & Garcia, E.-J. (2018). Global leadership perspectives: Insights and analysis. Los Angeles: Sage.

Western, S. (2019). Leadership: A critical text (3rd ed.). London: Sage.

Conflict Management

Bohm, D. (1996). On dialogue. New York: Routledge.

Deutsch, M., Coleman, P. T., & Marcus, E. C. (Eds.). (2006). The handbook of conflict resolution: Theory and practice (Second ed.). San Francisco: Jossey-Bass.

Folger, J. P., Poole, M. S., & Stutman, R. K. (2009). Working through conflict: Strategies for relationships, groups, and organizations (Sixth ed.).

Follett, M. P. (1995). Constructive conflict. In P. Graham (Ed.), Mary Parker Follett: Prophet of management (pp. 67-95). Boston, MA: Harvard

Gordon, J. (Ed.) (2003). The Pfeiffer book of successful conflict management tools. San Francisco: Pfeiffer.

Hicks, D. (2011). Dignity: The essential role it plays in resolving conflict. USA: Yale University Press.

Hicks, D. (2018). Leading with dignity: How to create a culture that brings out the best in people. New Haven: Yale University Press.

Isaacs, W. (1999). Dialogue and the art of thinking together: A pioneering approach to communicating in business and in life. New York: Currency.

Johnson, B. (1992). Polarity management: Identifying and managing unsolvable problems. Amherst, MA: HRD Press.

Mindell, Arnold. Sitting in the Fire: Large Group Transformation Using Conflict and Diversity. Portland, Oregon: Lao Tse Press, 1995.

Runde, C. E., & Flanagan, T. A. (2010). Developing your conflict competence: A hands-on guide for leaders, managers, facilitators and teams. San Francisco, CA: John Wiley & Sons, Inc.

Weeks, Dudley. The Eight Essential Steps to Conflict Resolution. New York: G.P. Putnam’s Sons, 1992.

Group Facilitation / Group Dynamics / Systems Psychodynamics

Brissett, L. Sher, M, and Smith, T.L. Dynamics at the boardroom level: A Tavistock primer for leaders, coaches, and consultants. London: Routledge

Coleman, Arthur D. and Bexton, W. Harold. The Group Relations Reader 1. Jupiter Florida: The A.K. Rice Institute, 1975.

Coleman, A. D., & Geller, M. H. (Eds.). (1985). Group relations reader 2. Jupiter, FL: The A.K. Rice Institute.

Cytrynbaum, S., & Noumair, D. (2004). Group dynamics, organizational irrationality, and social complexity: Group relations reader 3. Jupiter, FL: The A.K. Rice Institute.

The A.K. Rice Institute is the American organization that sponsors Group Relations Conferences. The Group Relations Readers may be ordered directly from the Institute.

Gillette, J., & McCollom, M. (Eds.). (1995). Groups in context: A new perspective on group dynamics. Lanham, MD: University Press of America, Inc.

Green, Z., & Molenkamp, R. (2005). The BART system of group and organizational analysis: Boundary, authority, role, and task. Retrieved from

Hazell, C., & Kiel, M. (2017). The Tavistock learning group: Exploration outside the traditional frame. London: Karnac Books, Ltd.

Lencioni, P. (2009). The five dysfunctions of a team. Retrieved from

Long, S. (2013). Socioanalytic methods: Discovering the hidden in organisations and social systems. London: Karnac.

McRae, M. & Short, E. (2010). Racial and cultural dynamics in group and organizational life, Thousand, Oaks, CA: Sage

Menzies Lyth, Isabel. Containing Anxiety in Institutions: Selected Essays, Volume I. Great Britain: Free Association Books, LTD, 1997.

Oberholzer, Anton, and Zagier Roberts, Vega. The Unconscious at Work: Individual and Organizational Stress in the Human Services. New York: Routledge, 1994.

Shapiro, E. R. (2020). Finding a place to stand: Developing self-reflective institutions, leaders, and citizens. United Kingdom: Phoenix Publishing House.

Organizational Learning & Transformation

Long, S. (Ed.) (2018). Transforming experience in organisations: A framework for organisational research and consultancy. New York: Routledge.

Obholzer, A. & Roberts, V.Z. (Eds) (2019). The Unconscious at Work: A Tavistock approach to making sense of organizational life. London and New York, NY: Routledge.

Scharmer, C. O. (2009). Theory U: Leading from the future as it emerges. The social technology of presencing. San Francisco: Berrett-Koehler.

Senge, P. M., Kleiner, A., Roberts, C., Ross, R. B., & Smith, B. J. (Eds.). (1994). The fifth discipline fieldbook. New York: Currency Books.

Senge, P. M., Scharmer, C. O., Jaworski, J., & Flowers, B. S. (2004). Presence: Human purpose and the field of the future. New York: Currency Books.

Shapiro, E. R., & Carr, A. W. (Eds.). (1991). Lost in familiar places: Creating new connections between the individual and society. New Haven, CT: Yale University Press.

Shapiro, E. R. (2020). Finding a place to stand: Developing self-reflective institutions, leaders, and citizens. United Kingdom: Phoenix Publishing House.

Community Engagement

Brown, J., Isaacs, D., & Community, T. W. C. (Eds.). (2005). The world cafe: Shaping our futures through conversations that matter. San Francisco: Berrett-Koehler Publishers, Inc.

Brunning, H., & Khaleelee, O. (Eds.). (2021). Danse macabre and other stories: A psychoanalytic perspective on global dynamics. London: Phoenix Publishing.

Cooperrider, D. L., Sorensen, P. F., Whitney, D., & Yaeger, T. (Eds.). (2000). Appreciative inquiry: Rethinking human organization toward a positive theory of change. Champaign, IL: Stipes Publishing, LLC.

Emery, Merrelyn and Ronald E. Purser. The Search Conference. San Francisco: Jossey-Bass Publishers,1996.

Holman, P., Devane, T., & Cady, S. (Eds.). (2007). The change handbook: The definitive resource on today’s best methods for engaging whole systems. Oakland, CA: Berrett-Koehler Publishers, Inc.

Long, S., & Manley, J. (Eds.). (2019). Social dreaming: Philosophy, research, theory, and practice. London: Routledge.

Spencer, L. J. (1989). Winning through participation: Meeting the challenge of corporate change with the Technology of Participation. Dubuque, Iowa: Kendall/Hunt Publishing Company.

Weisbord, M. R. (2004). Productive workplaces revisited: Dignity, meaning, and community in the 21st century. San Francisco: Jossey Bass.

Weisbord, Marvin R. Productive Workplaces. San Francisco: Jossey-Bass Publishers, 1987

Weisbord, M., & Janoff, S. (2000). Future search: An action guide to finding common ground in organizations & communities (Second ed.). San Francisco: Berrett-Koehler Publishers.