In “networks-as-change,” effectiveness is grounded in affectiveness.
In an essay that I continue to revisit, the poet/essayist/novelist/farmer/ conservationist and champion of overall sanity, Wendell Berry, talks about what he calls “the turn towards affection.” Having spent many years reflecting on and pushing back against the unfortunate demonstrated human tendency to despoil landscapes and “the other,” he takes a strong stand for both deep rooted connection and . . . imagination: Read More
Lumumba, a founding member of Malcolm X Grassroots Movement and a widely respected human rights attorney, was in the initial stages of launching a sweeping set of economic reform initiatives, built on a foundation of broad-based civic participation in Jackson.
Enjoy these simple and powerful guidelines from Beth Kanter about how movement makes meetings and workshops more productive. This is great advice for getting beyond designing for “brains on sticks” as my colleague Curtis Ogden likes to say.
As a trainer and facilitator who works with nonprofit organizations and staffers, you have to be obsessed with learning theory to design and deliver effective instruction, have productive meetings, or embark on your own self-directed learning path. Learning theory is an attempt to describe how people learn. There are many learning theories and can be categorized in different ways:
This post is the third in a three part series exploring the question, “Can collaboration be learned?” Part 1 and Part 2 appeared the last couple of days. This is an edited email exchange between Alison Gold of Living Cities, Chris Thompson of The Fund for our Economic Future, and myself. When we last left off, Alison had posed a series of questions about identifying and cultivating the will to collaborate.
On January 27, 2014 12:33 PM, Curtis Ogden wrote:
Alison, I really like your questions and feel like they would be great to take to a wider audience. I will say that I am profoundly influenced by Carol Sanford’s mentoring in all of this, and the belief that personal development is key to evolving our will, moving from a more self-centered perspective to “other” perspective, to understanding the symbiotic nature of different levels of systems. Read More
This post is a continuation of yesterday’s entry. It is an edited email exchange between Alison Gold of Living Cities, Chris Thompson of The Fund for our Economic Future, and myself. The point of departure was a question about what it takes to teach people to collaborate, and took us to a thinking about what it takes to cultivate the will to collaborate, beyond skill and having the right attitude . . .
On January 23, 2014 9:17 AM, Alison Gold wrote:
All of this begs the question, how do you know when the will is there? Or isn’t? We seem to keep getting back to this point …
On Jan 23, 2014 at 9:27 AM, Curtis Ogden wrote:
I think that will can come down to two basic factors – having a strong “internal locus of control,” guided by and balanced with “external considering.” Read More
The following is the first installment of an email exchange among Chris Thompson of the Fund for our Economic Future, Alison Gold of Living Cities, and me that was initiated given our shared interest in and practice around supporting cross-sectoral multi-stakeholder collaboration. I had the pleasure of sitting on a panel with Alison at the Community Foundations Conference in San Diego last fall, and of meeting Chris through Alison, though initially through the Next City story on network building for economic development in Northeast Ohio. To date, this has gotten us to core questions around what it takes to cultivate collective will for collaboration. We invite you to join the conversation.
8/14/14 Update: Sadly the list of names in this post has grown in the past week with the deaths of Eric Barnes and Mike Brown. In both cases it appears that aggressive policing of minor offenses escalated, resulting in deaths that did not need to happen. #blacklivesmatter
I find the fact that we need a conversation called #BlackLivesMatter disturbing. But it’s a badly needed conversation and one that needs to catalyze effective action. It’s urgent that we create a context where it’s no longer “understandable” that someone could be afraid enough of an unarmed black person to justify killing him or her.
Thanks to my colleague Ashley Welch for sending along the link to this video while I’ve been feeling a little under the weather. It was a great quick boost and reminded me of how silliness matters in what can otherwise become very serious work. And laughter is a legitimate and effective practice for resilience and development.
Please share with us your favorite silly and/or laughter inducing media!
The research on the role of gratitude in supporting social resilience and thriving is quite compelling. According to the Greater Good Science Center, those who have a higher gratitude quotient or a regular practice of listing and thinking about gratitudes have been shown to experience the most significant boosts in happiness and fewer bouts of illness, have stronger social bonds in one-on-one relationships and with communities, and tend to be more generous. Connected to a host of other related positive emotions, gratitude is also shown to boost people’s willingness to reach out and connect with others, including across lines of difference, to see possibility more expansively, and to maintain a general spirit of openness. What’s not to like about gratitude?
Now imagine gratitude for one multiplied many times over in an ecosystem of social interactions and connections – that is, in a network. Read More
Bill Gates’ 2014 annual letter debunks three myths about poverty and foreign aid. It reminds me about the power of narrative to drive decision making and action, even when the narrative is not backed up by facts. Here are the debunked myths in short form. Read the full letter for the longer version.
Collaboration is “a mutually beneficial relationship between two or more parties to achieve common goals by sharing responsibility, authority and accountability for achieving results. It is more than simply sharing knowledge and information (communication) and more than a relationship that helps each party achieve its own goals (cooperation and coordination). The purpose of collaboration is to create a shared vision and joint strategies to address concerns that go beyond the purview of any particular party.”
-David Chrislip and Chip Larson, 1994, p. 5
For a while now at IISC, we’ve referred to the above definition from Chrislip and Larson’s work, Collaborative Leadership, to describe the goal of our collaborative capacity building work. And it has informed our approach around supporting social changenetworks. Read More
The other day I was interviewed by Eugene Eric Kim for a project we are working on together, and he asked – “What are some of the keys to creating the conditions for successful networks for change?” I really like the question because it spurred some interesting reflection that yielded a few off-the-cuff insights that I wanted to share, extend, and test out here.
The phrase “Bring it!” came to mind as I was thinking about what is key to creating conditions for collaborative network success, with a number of iterative qualifiers: Read More