December 10, 2018
What makes a fire burn
is space between the logs,
a breathing space.
Too much of a good thing,
too many logs
packed in too tight
can douse the flames
almost as surely
as a pail of water would.
So building fires
to the spaces in between,
as much as to the wood.
When we are able to build
in the same way
we have learned
to pile on the logs,
then we can come to see how
it is fuel, and absence of the fuel
together, that make fire possible. …
simply because the space is there,
in which the flame
that knows just how it wants to burn
can find its way.
– “Fire,” Judy Sorum Brown
Change does not tend to happen through piling on, through simply adding to what we are already doing or whatever heap we have in front of us.
Change happens, say scientists and sages, through some kind of release, through letting go. Not of everything, but of something. Something that will create enough space for creativity (something else!) to happen.
Changing the way we do work, behave, and treat one another and the planet doesn’t mean dumping new techniques on top of old ways of working. It means carving out creative niches that are given space for the breath of life to reach them. So they can grow. So that they can find their way.
Change does not tend to happen in isolation (the proof of re-treat is ultimately in re-engagement). It happens through connection, through webs (no one is an island). It happens through collective care and nurturing. Too much space – distance, disconnection – can kill the spark of change.
Sharon Salzberg and Ethan Nichtern ask an important question –
“What are we holding onto about this system [ways of doing and being] that, if we trusted the other people around us, we actually could practice letting go of?”
Connection, deep connection, also helps us to let go. … And to let something else come.
Connect. Let go. Create space. Connect. Let come.
How are you connecting (and to what and to whom) in order to let go of what no longer serves?
What are you letting go of in order to create spaces for the new and desperately needed?
What new connections (and old) are you making to fuel the fires of possibility?
December 6, 2018
This week, my boss told me she loved me. It was not problematic, in fact it was beautiful. It was following a few days we had taken as the IISC network to get clear on our next strategic steps, considering how we are part of a movement of racial equity change makers.
While we have spoken for several years about how love is a central part of our collaborative change lens, we are doing an ever-better job of embodying it, first with ourselves and then with our clients.
Cornel West tells us that justice is what love looks like in public. He and others have revitalized a tradition that is more holistic and does not segregate love, both in the feeling state and the action state, from our work for equity. Many have preceded us who carry that wisdom. In gatherings of activists and change makers, I hear people yearning for our full humanity, to be able to have emotions as we work, to feel whole in our beings, to feel like we each belong. In our work spaces, especially when we are working at our life purpose, we yearn for satisfying and impactful spaces where we are paid what we need, can bring a wholeness, and can enjoy people and art. One of our labor foremothers in Lawrence, Rose Schneiderman, put it this way– “The worker must have bread, but she must have roses, too.”
Over the past five years, we have been trying to center love. We do that in light ways, by using the word, and by bringing a variety of practices to our IISC and client spaces: intentional breathing and meditation, appreciations, embodying joy and love as we start a day, reclaiming space and time for fun and playfulness and relaxation. While these can be light touch, they are also not to be underestimated. Too frequently, we and others, make it through many a work day without any of this.
And this year we have been committing to dipping our toes in further. Some of the ways we are experimenting with and aspiring toward love at IISC:
- We prioritized a small group of practitioners to imagine what equity work with love at the center looks like and how that differs from an organizing or facts-based strategy
- We let each other know that everyone belongs and that everyone is loved.
- We take pauses before entering difficult work or conflict settings
- We try to start our own and other gatherings from a place of vision and abundance
- We are embedding more practices into our training and consulting and coaching work
Love is definitely an emotion and can be expressed in words. It can also be felt more fully if it is in everything we do from how we interact throughout the day, to how we design spaces, to how we use time and build in pauses, to how we deal with mistakes and conflict.
This week, as we gathered around what might be heady material, editing our theory of change and planning our next strategic steps, we used half a day to get to know each other and our cares through honoring ancestors, building an altar, and talking about our fears and anger. And this intent was spread throughout our time.
One activity that many found deeply connecting is described below. I am calling it “Greeting with love and joy.” It was intended to ground, to center joyfulness, and from there to greet one another in silence and with a depth of connection.
These are some of the ways the activities and spaciousness made me feel vulnerable, more willing to share more truth, more open to hearing others and more open to seeing them fully, less reactive, loved.
Love surely is the answer to many questions. And it is not easy. We need to honor the time it takes, and we need to take seriously how to prioritize and integrate love, especially during times of conflict, and in all our work, including finance!
We are curious how love comes to work for you. What are some examples? Where are you feeling challenged?
Greeting with Love and Joy
This activity starts with time in a standing meditation to get grounded and connected to the world around us, to “gather” some elements we might need and to recall a time of joy. We then spend time in silence, connecting to others in the gathering, by walking around and stopping to gaze at another person from that place of joy or love. We end with some music or a chant to allow people to shift back into sound and return to the circle.
Guided breathing to center and to gather elements.
Ask people to stand with legs shoulder-width apart and either eyes closed or gazing down. Lead them through a series of deep breathing:
- into their centers.
- into their length, grounding into the floor and connecting through the head to the sky, gathering an element from each place.
- into their back bodies to feel supported by ancestors and into the front body thinking about their commitment to the work.
- into their side bodies to connect to people on either side of them and in the broader community.
- back to center to imagine a moment of joy or love, to envision the sound and smells and feel that so they can carry that into the next piece of the activity.
Now let that picture and feeling of joy expand in your body from a kernel in your belly, out through your body, and to begin to expand beyond you.
Walk around for a minute with your eyes mostly down, feeling your joy in your step.
Now, raise your eyes and with the joy throughout your body, stop as you encounter another person. As you encounter each person, you are invited to pause for 10-30 seconds, as you are comfortable, and gaze directly into their eyes. You are bringing your joy & love to the greeting, you are seeing them in their joy, and you are receiving the love and joy in how they are silently greeting you.
Continue this for at least 5-10 minutes so that people can greet most others in the room. Consider integrating virtual participants by having multiple video stations so that participants in the room can stop by those stations to gaze at their colleagues who are remote.
Invite people to return to the circle/their seats. I ended with a short song/chant that I know as a way to bring sound back to the room and transition out of this intense moment of connecting. You can also ask people to journal or share feelings or an appreciation after they return. The intensity is both in insisting that we are connecting from love and in the silent but powerful eye gazing.
December 3, 2018
“Scarcity alters how we look at things; it makes us choose differently; … our single-mindedness leads us to neglect things we actually value.”
-Sendhil Mullainathan and Eldar Shafir, Scarcity: The New Science of Having Less and How It Defines Our Lives
Image by geckzilla, shared under provisions of Creative Commons Attribution License 2.0.
A few weeks ago, the inimitable Seth Godin wrote a blog post about “the magnetic generosity of the network effect.” In the post, he talks about how a “scarcity mindset” can impact our willingness to share ideas. This can happen, says Seth, when we treat ideas as if we were sharing a pizza. But ideas are not pizza slices. Ideas can grow, inspire, flourish. Ideas when offered freely can give birth to innovation; in dialogue they can create even better ideas. The exchange of ideas can grow energy and enthusiasm among sharers and recipients. This is central to the notion of “network effect” – as a network grows, so does the potential of the network. It’s potential grows. Having connections is only as good as what gets shared through those connections, and in which directions. In other words, networks are made valuable not just through connectivity, but through generosity and mutuality.
I work with some groups, aspiring to be networks for change, that struggle with what I would call an “organizational mindset” in their work. Their tendency is to want to immediately put structure and boundaries on what they are doing – who is in, who is out; how we will make decisions; what committees need to be formed, who has what kind of power, etc. This is not necessarily a bad thing, except when it is driven by a scarcity mindset, an overly protectionist stance that can result in the hoarding and unwillingness to share things that are not scarce – ideas, appreciation, a skill, gratitude, love, an image, a tune – and whose sharing can create the richness of emergence and greater abundance. Read More
November 19, 2018
“By coming to the edges; by staying longer in the place that is supposedly without utility, empty, null and void; by dwelling with the bewildering awkwardness and staying with the trouble; other places of power become visible.”- Bayo Akomolafe
At a recent community of practice gathering of IISC consultants – a space in which we reveal our learnings and challenges – we explored the radical importance of creating spaciousness in our personal lives, as well as in our training and facilitation rooms. I believe spaciousness is the slow food of facilitation.
Slow food is used in progressive circles to describe living an unhurried life and taking time to enjoy meals and simple pleasures. It’s the complete opposite to fast food culture which, much like American work culture, is based on white and capitalist dominant norms of urgency, desperation, quantity over quality, and progress as always bigger and more.
We have forgotten to slow down. To say “no” lovingly. To just stop and pause lightly even for a few moments or minutes. IISC affiliate and former long-time Senior Associate Andrea Nagel shared at our community of practice session, “We can’t just talk our way into being. We need to be ‘in being.” Miriam Messinger, IISC’s director of practice, agreed and pointed out that “We have a fear of ‘being’ and we are rewarded for ‘doing’ in our culture.”
In our work with a client organization’s Race Equity Design Team, a member shared in a recent gathering, “We do have people who say no, but they have little power – we dismiss them. There is an unspoken sensation that we realize that ‘no’ is really not an acceptable word.” The team challenged themselves to slow down and get to the heart of things.
As facilitators and trainers, we can uproot white supremacy and capitalist culture just by adding spaciousness and slowness to our approach and design of meetings and gatherings. We can start with meditation and art, and we can focus on flow. Reduce the number of topics on an agenda. Pause to give people chances to breathe or take in moments of silence. Encourage people to empty their thoughts onto a page. Bring them into nature to walk and stretch. We can be firm on allowing at least one hour for people to eat lunch at day-long meetings so they can eat with intention and connect to people, and give no fewer than 15 minutes for a quality break. We can talk slower, walk around the room slower, and let space and time ebb and flow to allow people’s emergent thoughts to come into conversations. These thoughts are often the most strategic, brave, and authentic, and often the ones that allow new ideas to come into being and new cultural norms of collaboration to take hold.
There are times for high energy in a training or facilitation, but we can still offer spaciousness — more time for conversation and more time for self and group care. The rush of life and dominant culture will take us and our conversation over unless we intentionally create spaciousness. We have to re-condition ourselves to slow our minds and reduce or focus less on our “tasks”. If we disrupt the dominant pattern for one minute, one hour, or one day, it’s a victory in our current society. We can engage in practices to help us “be” in true and transformative collaborative relationship with one another.
Let’s breathe together. Thanks for listening.
November 6, 2018
“Community exists when people who are interdependent struggle with the traditions that bind them and the interests that separate them so they can realize a future that is an equitable improvement on the past.”
-Carl Moore (quoted by Dr. Ceasar McDowell)
A couple of weeks ago I attended a gathering of network thinkers and doers pulled together by Steve Waddell and Diane J. Johnson, on behalf of the Emerging Network Governance Initiative. Our time together was designed for us to (1) get to know one another better and our respective work (because that’s what network weavers do) and (2) explore possibilities for collaboration to bring different network processes and forms of governance to bear at various scales in the face of the struggle/failure of traditional government to hold and do justice to demographic complexity and address a variety of social and environmental issues.
We spent some time early on unpacking the words “emergent,” “network” and “governance.” While we did not come to final agreement on set definitions, here is some of what I took from those conversations.
Emergent and emergence refer to the dynamic in networks and in life in general through which novelty arises in seemingly unexpected ways.
What is emergent is not planned per se, but rather surfaces through complex interactions between parts of or participants in systems.
October 10, 2018
The board and staff of Interaction Institute recently gathered to learn from others working to bring about racial equity and to talk about how we build a board structure that supports or propels our work in new ways. To start the day, we did an icebreaker I called, “Reclaim for Liberation.”
A colleague planted this seed. What are the qualities or traits we once had that have been taken from us—by family dynamics or trauma, by histories of oppression, or as we have become adults and try to live in the dominant culture? And which of these do we actually want back?
Sometimes, as we are reaching for liberation, we find ourselves fighting against what exists. What we need more of is the vision of what we are heading toward. And sometimes, we imagine that we need completely new tools and skills and ways of being to get to our vision. What if we actually know (or used to know) most of what we need for transformation?
Growing up in this culture and transforming ourselves to fit, particularly as women and/or people of color and/or queer people, we shed things that are not only elemental to us but deeply important for our ability to move forward. Much of this is related to how white supremacy impacts our ways of being and asks most of us to be much smaller than nature would have us be.
When we did the exercise below, people told each other short stories of what they wanted to reclaim for the journey. The words that came up included play, song, dance, carefree, silly, laughter. And then the members of each small group used their bodies to create a sculpture embodying the words and feelings of their group.
It would have been even more effective if we then had kept those ways of being fully present throughout the day, particularly when more challenging conversations emerged. I would like now for us to practice bringing those skills into difficult conversations and see if they help us to speak and solve together.
Try this meditation and share what you see in the group. Do more possibilities or new pathways forward emerge as a result?
Reclaim for Liberation
Allow 20-30 minutes, ideally.
Let people know that in this work for liberation we sometimes feel that we don’t have all we need for change. And perhaps some of what we need we have lost on the way or was taken from us. We are going to spend time individually and as a group reclaiming some of the lost qualities that can be important to us now.
1. Start with a guided meditation (5-6 minutes to set up and lead people in and out)
- Ask people to take up space in the room; to spread out; can stand or sit
- Get planted—feeling souls of feet on ground, butt on chair if seated; close eyes or soft gaze
- 10 deep breaths
- Feel your body planted—feel the souls of your feet touching the ground, feel your hands resting on your legs or by your side
- Roll each shoulder back—breath into your full breadth, feel connected to those around you
- Hear the sounds of the room
- Breathe to elongate—feel the roots shooting down from feet, up from the crown of the head reaching toward the sky—feel your full length and integrity
- Ask people to travel back in years; begin to imagine a place you felt joy or lightness, a sense of freedom
- What sounds do you hear?
- What are you seeing around you?
- Are there any smells?
- Look around
- Are you inside or outside?
- Is this a place you recognize or a specific setting that is important to your childhood?
- Are there people around you or are you alone?
- Play in this space, enjoy the feelings.
- Is there a piece of yourself that is present that you may have left behind? Is there a feeling or essence of that self that you want to bring forward and reclaim? Is there something (playful, clear, relaxed) that may be useful for your liberation today?
- Draw people back to the room – come back into your body, hear the sounds around you, become more conscious of your breathing again, take time to come back into the room, and – when you’re ready – open your eyes.
2. In Trios (8-10 minutes) [decide in advance if there are any instructions needed about how to form trios—such as with people you don’t know or with whom you work less frequently]
- Each person gets a minute to share the quality that you want to bring forward. Ask yourself: What did I see in my younger self that might serve me in my liberation work today? Share a picture, words or a posture.
- Each group decides on a way to share back with the full group—encourage a physical sculpture or representation that captures everyone’s words or the quality of what was shared
3. Share back with group—up to 1 minute per group.
4. Ask people to call out some of the other words or feelings they want to carry into the day. You may want to capture some on a chart so you have a visual for your time together.
5. Decide as a group how you will keep pulling in these useful ways of being. This can be particularly useful if you have decisions to make or tensions to address. Ask people to consider an embodiment of their word or quality before engaging in such a conversation.
October 9, 2018
The following post originally appeared on the IISC site four years ago. It has been slightly revised and is offered here to help those focused on leveraging “network efforts” with their change efforts to consider how they might shift and align their thinking and actions.
This post builds on another focused on the power of asking “beautiful questions” and inspired by a staff challenge to articulate lines of inquiry stemming from IISC’s collaborative change lens, It distills some of the underlying questions that adopting a “network lens” inspires for social change work. Please add, adjust, edit, and rift!
October 2, 2018
- How does your organization/network/change initiative strive to add value to (rather than duplicate) existing efforts? What do you do best, and how might you then connect to the rest?
- What are you doing to support and strengthen connections and alignment within and beyond your organization/network/change initiative?
- What current patterns of connection characterize your organization/network/change effort? How do these further or inhibit the change that you are trying to be and to bring about?
- What current resource flows characterize your organization/network/change effort? How do these further or inhibit the change that you are trying to be and to bring about?
- What current definitions of value (determinations of what and who matters) characterize your organization/network/change effort? How do these align with the change that you are trying to bring about?
- Who sits at the core of (decision-making, communication, coordination) in your network/ change initiative? Who is more peripheral? How does this arrangement help to bring about (or not) the kind of change you hope to see?
- What would happen if you drew in or out to those currently on the periphery? How might this happen?
- How do you currently engage with one another in your organization/network/change initiative? What constitutes “legitimate” modes of knowing, sharing, and interacting? What does this make possible? What does prevent?
- How might you engage with one another in your organization/network/change initiative to facilitate the best of what everyone has to offer?
- How are you balancing collaboration and cooperation in your organization/network/ change initiative? When is it most strategic for all or most participants to coordinate (collaborate) around a given action? When and around what is it best to keep things diffuse and self-directed (sometimes defined as cooperation)?
- How have you created opportunities for mutual and continuous exchange in your organization/network/change initiative?
- What is the role of empathy in your organization/network/change initiative? What are you doing to nurture deeper understanding, connection, and trust?
- What is the role of gratitude and generosity in your work? What are you doing to nurture and encourage greater appreciation and abundance?
- How are you creating space for people to articulate requests and offers and to match these?
- What structures (governance, decision-making, communication) support the focus and functions of your network/change initiative?
I have been working with a national environmental health and justice network for the past few years, and at a recent retreat, the core leadership team wrestled with a set of criteria for guiding the creation of equity-grounded, whole network-mobilizing and systems-shifting strategies. This is where we landed:
- If successful, the strategy will move us towards our long-term systemic goal.
- The strategy is fundamentally collaborative in nature.
- The strategy is consistent with network’s values.
- The strategy does not advance the network at the expense of other key constituencies, partners, or social justice movements.
- The strategy is worth the expenditure of time, resources and opportunity costs of pursuing it.
- The strategy aligns with the Jemez Principles for Democratic Organizing.
- The strategy connects to a clear pathway on our systems map.
- The strategy plays to the strengths and capacities of current network members.
- The strategy broadens and deepens connections with impacted communities and constituencies.
- The strategy will build leadership within the network, with a particular emphasis on building leadership among the most directly impacted communities and constituencies.
- The strategy is likely to bring new funding and capacity around the network’s goals.
- The strategy will increase our learning and understanding of promising practices for systems-based collaborative networks.
- The strategy is likely to attract media attention to network members and/or advance our network narrative.
- The strategy would leave the network better positioned to move forward future initiatives.
- The strategy will increase the network’s reputation for innovation and/or effectiveness.
- The strategy will increase the network’s standing with key thought leaders and/or policymakers.
- The strategy presents an opportunity to collaborate with desirable new partners.
What resonates? What would you add that you have used as criteria for determining systemic strategies for collaborative networks?
September 28, 2018
At IISC, we are using guided meditations to spark transformation in the hearts and minds of participants in our facilitation and training rooms.
This is one I offered to thirty Black leaders brought together by the Department of Health and Mental Hygiene in New York City this summer. They were asked by First Lady Chirlane McCray, wife of NYC Mayor Bill de Blasio, to develop recommendations to increase the numbers of Black mental health providers. But our job in the end was so much more. It was helping them to discover ways to re-imagine mental health care for Black communities, and to encourage Black people to go into mental health fields to free Black people from the emotional and spiritual binds of pain rooted in systemic and historical injustice.
It was the deepest honor to create and share this meditation with the group as I lost my mother in 2002 to mental illness and the health care system that “treated her”.
Anchor your feet and back
Breathe natural breaths at your own pace
See what’s on your mind about today
See your obligations outside of this room and let them float past you and away
Call on your images of your ancestors
See the faces of your family
Think about the history of Black people
What images do you see of pain?
Of pain as they face hardship? As their mental health deteriorates?
As they triumph over, and their mental health improves and sets them free?
What supports did they have to help them heal and achieve wholeness?
Who helped them?
Who helped you in times of need? In times of mental burden and stress?
Thank your ancestors
September 12, 2018
Breathe once again those breaths of life
And come back when you are ready
Image from Sharon Mollerus, shared under provisions of Creative Commons Attribution License 2.0.
As I’ve worked with a variety of social change networks to launch or transition from one stage to another, I’ve been guided by the following formula:
Form follows function follows focus
My experience is that many groups and initiatives can get very concerned about structure – How will we make decisions? Who will be members? What is expected of them? What do they get in return? These are important questions, and they deserve a fair amount of time tending to them. What can bog many groups down at this stage, however, is that they have not sufficiently sorted out the functions of the network, how it creates value, if you will, which has important implications for form. And if the group is not clear on its focus (purpose, animating goal, mission), this can be that much more perplexing.
So I’m spending more and more time with networks sorting out their core “jobs,” with a few additional guiding mantras, including:
Do what you do best and connect to the rest.
The value proposition of change networks in my mind is that they add value to a broader landscape of activity, not that they come in and try to take over. Even if this is not the intent, groups can spend little time figuring out what already exists “out there,” what efforts are underway, what other collective efforts are operating. This lack of awareness risks creating unnecessary and unhelpful duplication and competition. Read More
September 5, 2018
IISC exists to bring the best of collaborative practice to the work of social justice and sustainability. In the early years, some of our detractors felt we were too apolitical, that our call to “get the whole system in the room” was naïve at best and dangerous at worst. Without a power analysis, collaboration across traditional lines of authority, role and identity was of limited interest to some of the organizers and activists we knew. Collaboration might be a good idea for the allies, they thought, but it was silly to think that bringing the power brokers or counterproductive actors in the system into the room with those most affected would lead to meaningful results. That was the early and mid 1990s.
In some ways, our critics were right and we knew it. By the late 1990s, we began to bring diversity and cultural competency explicitly into our framework. After all, collaboration is about working together, and working together across race, class, culture, and role are part and parcel of that kind of work. We stretched our core methodology. We expanded the boundaries of cultural competency to include understanding historic and present-day structural dynamics of oppression and taking action to address structural factors. By the early 2000s we were crystalizing an understanding of power, network theory, and love as critical dimensions of collaboration. Since the late 2000s, we’ve been building tools and methods to bring power, equity, and inclusion into the center of our practice. The next stage of this evolving practice has been an increasingly sharp focus on racial justice in particular, to the point where the pursuit of racial equity is part of our stated mission. And, I’m excited to see how many people see the value of bringing that enriched understanding of collaborative practice to their work for racial justice. At the same time, I’m struck by the continuing importance of protest and civil disobedience to the pursuit of justice.
In this particular moment brings a question into sharp relief in this particular moment. When is it necessary to completely disrupt life or business as usual in order to shine a light on injustices and pursue justice? Can that kind of disruption be done in a collaborative way? What’s the role for confrontation?
I am indebted to Linda Stout and her colleagues at Spirit in Action for their 4Rs approach to social change. They recognize that there are times for Resisting violations of shared values and human rights; Reforming existing systems; Reimagining alternative futures; and Reinventing communities, organizations, and societies from the ground up to reflect the kinds of values we hold dear. If ever there was a time to resist, it’s now. And those who are resisting courageously in ways large and small need spaces of refuge and restoration. It’s exhausting and dangerous work. Reimagining is often led by artists, and the movie Black Panther highlighted the power of reimagining alternative futures. I think that much of our work centers on reforming existing systems, supporting people who are working to transform their institutions from the inside out. And, in a few cases, there are genuine efforts to focus energy and attention on recreating ways of being and doing together that bring the imagined future into reality.
I’ve been sensing a growing desire for a lot more reimagining and recreating. What’s the mix in your work and your world?
August 24, 2018
This post originally appeared on the Health and Environmental Funders Network website. It was co-authored by Fred Brown, The Forbes Funds, President & CEO; Debra Erenberg, Cancer Free Economy Network, Strategic Director; and Ruth Rominger, Garfield Foundation, Director, Collaborative Networks Program. IISC was centrally involved with the launch of the Cancer Free Economy Network, serving as lead process designer, facilitator and network coach from 2014-2017. IISC is currently supporting the development of CFEN’s network strategy.
We can do this! Within the philanthropy sector, there are so many solutions emerging around the world from people coming together to tackle the social, economic and environmental problems challenging humanity right now. We are in a time when connecting solutions together to align and reinforce each others’ progress is the most critical strategy across issue silos.
The Cancer Free Economy Network (CFEN) is one such example, where people with solutions — good ideas, strategies, initiatives, expertise, models, products and passion — are collaborating to build an economy that supports health and well being for all. These types of social change networks are held together with universal core values. In CFEN, the values are framed as simply as:
The water we drink, the air we breathe, and the products we use every day shouldn’t make us sick, cause cancer or any other disease.
The network is an open and flexible way to connect to an extended community of people who are building power together to phase out all toxic chemicals manufactured and put into industrial and consumer products that are making us sick and damaging our environment. Collectively, we know of many solutions that are readily available for moving the economy in that direction.
Like many social change networks that take a holistic, collaborative approach, people come together to connect and multiply actions aimed at shifting mindsets, structures and behaviors in many different aspects of the complex problem.
In the case of CFEN, this means there are teams from many organizations coordinating a variety of actions around toxics that together will:
Change the Story to show how we can prevent many cancers by addressing the toxic chemicals that are currently accepted as part of our environment.
Advance the science supporting health and preventing illness.
Shift the market from toxic chemicals to a market producing safe, healthy, and affordable materials.
Build the power to implement system changes across diverse constituencies.