ABSTRACT
Educational institutions comprise unique cultures competing for a finite pool of resources. During the COVID-19 pandemic, challenges related to educational delivery modalities, decimation of university financial resources, and the re-acclimation to a virtual campus culture challenged long-held assumptions about the college experience for administrators, faculty, and students. My familiarity with academic literature in the areas of facilitation, negotiations, intercultural communication, and leadership enhanced my competence to serve as president of Local 3412, American Federation of Teachers (AFT), an affiliate of the American Federation of Labor-Congress of Industrial Organizations (AFL-CIO), and to serve as a communication consultant in industry. Theory-informed practice guided the development of processes and procedures for identifying and managing intercultural groups and conflict resolution: a cornerstone for effective negotiations between intercultural groups. Effectively communicating cultural similarities and differences and practicing strategic public relations and leadership during negotiations leads to a shared vision culminating in common solutions demonstrated through a case study.
