A foundational worldview session, run first so that every later stage builds on shared ground rather than assuming prior knowledge. Suited equally to participants completely new to this material and to those wanting to revisit the fundamentals.

Key content:

• Core concepts: whakapapa, whanaungatanga, mana, tikanga, and an introduction to te reo Māori.

• Māori ways of knowing and being, set alongside (not against) Western institutional frameworks.

• Why grounding in worldview needs to come before history and Te Tiriti content, not after it.

• Space for participants to locate their own starting point for further learning.
  

Participants will leave able to:

• Describe several core te ao Māori concepts in their own words.

• Recognise how a worldview shapes the way relationships and decisions are approached.

• Identify their own gaps and starting point heading into the rest of the series.

Purpose
A shared factual grounding in New Zealand's colonial history, from pre-Treaty contact through to the Waitangi Tribunal and settlement process — the context every later conversation about Te Tiriti responsibilities depends on.

Key content

• Aotearoa before 1840, and the lead-up to Te Tiriti o Waitangi.

• The signing of Te Tiriti, and an introduction to the “two texts”.

• Breaches through the 19th and 20th centuries: land confiscation, language suppression, urbanisation.

• The Waitangi Tribunal and the settlement process, and how it connects to today's organisations.
  

Participants will leave able to:

• Explain the key phases of New Zealand's colonial history in sequence.

• Connect historical events to present-day organisational and social contexts.

• Engage with this history without defensiveness, and hold space for others to do the same.

Purpose

Interrogating and debunking some commonly held misconceptions about Te Tiriti. Encouraging audiences to become inquisitive about what they know and what’s missing.

Key content

• Te Tiriti Māori text alongside the English-language Treaty text, and where they diverge.

• The principles as they have developed: partnership, participation, active protection, equity.

• How these principles translate from legal and policy language into everyday practice.

• Common misunderstandings, and where they tend to come from.
  

Participants will leave able to:

• Distinguish Te Tiriti from “the Treaty” and explain why the distinction matters.

• Articulate the principles and give a practical example of each.

• Locate roughly where their own organisation's obligations sit.

Purpose

The bridge from concept to practice: what a genuine Te Tiriti partnership actually requires of an individual in their role, and of an organisation in its strategy, systems, and culture.

Key content

• Individual-level responsibilities: how a role interacts with tangata whenua, community, and colleagues.

• Organisational-level responsibilities: strategy, policy, governance, employment practice, procurement, and community engagement.

• Practical ways to identify and keep track of responsibilities, so they don't rely on one person's memory.

• Common barriers to implementation, and realistic ways through them.
  

Participants will leave able to:

• Identify the specific responsibilities that sit with their own role.

• Describe what organisational Te Tiriti practice looks like beyond a policy statement.

• Leave with one practical starting point for action at a personal or team level.

Purpose

The capstone session: moving from compliance to leadership, and addressing how anyone — regardless of title, seniority, or formal authority — can model and advocate for Te Tiriti responsiveness.

Key content

• What Te Tiriti leadership looks like in practice, as distinct from symbolic gestures.

• Leading through influence where there is no positional authority to lead with.

• Having the harder conversations and sustaining momentum through resistance or fatigue.

• Embedding practice so it outlasts any one leader, policy cycle, or change of government.
  

Participants will leave able to:

• Describe what Te Tiriti leadership looks like in their own context.

• Identify one leadership action they will take in the next quarter.

• Feel equipped