In a number of social change networks that I support, racial equity is being put at the center of the work, whether or not that was the initial impetus for coming together. This is not seen as ancillary to the change effort, but now understood as foundational, in that systemic inequity around race is a significant part of the water in which we swim. In a few of these networks where there is a majority of white participants, increasing numbers of people are asking what they can do about structural racism, and one response is that there is important work to be done around whiteness and white privilege. As Gita Gulati-Partee and Maggie Potapchuk point out, this is often a critical missing link in racial equity work.
A first step is to understand what “white culture” is. Again, Gulati-Partee and Potapchuk:
“By ‘white culture,’ we mean the dominant, unquestioned standards of behavior and ways of functioning embodied by the vast majority of institutions in the United States. Because it is so normalized it can be hard to see, which only adds to its powerful hold. In many ways, it is indistinguishable from what we might call U.S. culture or norms – a focus on individuals over groups, for example, or an emphasis on the written word as a form of professional communication. But it operates in even more subtle ways, by actually defining what ‘normal’ is – and likewise, what ‘professional,’ ‘effective,’ or even ‘good’ is. In turn, white culture also defines what is not good, ‘at risk,’ or ‘unsustainable.’
This can be difficult for white people to take in or accept (speaking from personal experience), because white privilege is hard to see, because we may not want to see it and/or we don’t like the idea of giving it up. This lays out the necessarily multi-dimensional work of helping more of us to see and understand white privilege, deal with some of the emotions that come up around it (without lapsing into unhelpful defensive behavior – see “white fragility“) and lift up what is to be gained from doing this work.
What “White Privilege” Really Means – “The term ‘white privilege’ is misleading. A privilege is special treatment that goes beyond a right. It’s not so much that being white confers privilege but that not being white means being without rights in many cases. Not fearing that the police will kill your child for no reason isn’t a privilege. It’s a right. But I think that is what ‘white privilege’ is meant to convey, that whites don’t have many of the worries nonwhites, especially blacks, do.” – Naomi Zack
11 Ways White America Avoids Taking Responsibility for its Racism – “When you understand racism as a system of structured relations into which we are all socialized, you understand that intentions are irrelevant. And when you understand how socialization works, you understand that much of racial bias is unconscious. Negative messages about people of color circulate all around us. … The societal default is white superiority and we are fed a steady diet of it 24/7. To not actively seek to interrupt racism is to internalize and accept it.” – Robin Diangelo
What’s Wrong With “All Lives Matter”? – “Whiteness is not an abstraction; its claim to dominance is fortified through daily acts which may not seem racist at all precisely because they are considered ‘normal.’ But just as certain kinds of violence and inequality get established as ‘normal’ through the proceedings that exonerate police of the lethal use of force against unarmed black people, so whiteness, or rather its claim to privilege, can be disestablished over time. This is why there must be a collective reflection on, and opposition to, the way whiteness takes hold of our ideas about whose lives matter.” – Judith Butler
I, Racist – “White people and Black people are not having a discussion about race. Black people, thinking as a group, are talking about living in a racist system. White people, thinking as individuals, refuse to talk about ‘I, racist’ and instead protect their own individual and personal goodness. In doing so, they reject the existence of racism.” – John Metta
In addition, at IISC we have found sharing film clips, including the one above from Shakti Butler’s Cracking the Codes: The System of Racial Inequity, to be helpful in deepening understanding among white people of white privilege and how white privilege being aware of itself can be leveraged in productive ways, towards equity.
Just coming off of co-delivering a 2 day Pathway to Change public workshop at IISC with Maanav Thakore, and I’m continuing to think about how important context is to the work of social change. In particular, I’m thinking about how seeing the foundation of all change efforts as being fundamentally networked can yield new possibilities throughout the work. There is the change we plan for, and the change that we don’t plan for and perhaps cannot even imagine – emergence. This is the stuff of networks, of living systems, of decentralized and self-organized activity, which can be encouraged and supported but not often predicted or controlled. And that’s not necessarily a bad thing.
The following is a slightly modified post from a little over a year ago. In recent months, the notion of puttingcare at the center of “net work” – to ground it, make it real and people accountable – has surfaced a number of times and strengthened. The original post included the phrase “the empathic turn.” Since that time I’ve come to see “caring” as a more appropriate word, rather than “empathy,” as it evokes for me not simply feeling but action. This re-post is inspired by the activists and thought leaders who are about to gather in Oakland, CA for the “Othering and Belonging” Conference, hosted by the Haas Institute for a Fair and Inclusive Society.
In an essay that I continue to revisit, the poet/essayist/novelist/farmer/ conservationist and champion of 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 capacity to despoil landscapes and demonize “the other,” he takes a strong stand for both deep rooted connection and . . . imagination:
“For humans to have a responsible relationship to the world, they must imagine their places in it. To have a place, to live and belong in a place, to live from a place without destroying it, we must imagine it. By imagination we see it illuminated by its own unique character and by our love for it.”
In other words, by his assessment, imagination thrives on contact, on an intimate form of knowing that is not simply intellectual, but intimate and holistic. For Berry it is only this kind of knowing that can lead to truly “responsible” action.
Others, past and present, hold the truth and power of this kind of fuller bodied knowing to be self-evident, in environmental conservation and social justice efforts and in what it means to be a responsible human. Professor john a. powell writes in his book Racing to Justice:
“There is a need for an alternative vision, a beloved community where being connected to the other is seen as the foundation of a healthy self, not its destruction, and where the racial other is seen not as the infinite other, but rather as the other that is always and already a part of us.”
A year ago at this time I had the opportunity to be part of faculty for the launch of the Presidio Institute’s Cross-Sector Leadership Program in San Francisco. My role in representing IISC was to lead conversation around core concepts and frameworks related to the design and facilitation of complex multi-stakeholder changeprocesses. On the last day of the launch I partnered with Jennifer Splansky Juster from the Collective Impact Forum to do a deeper dive around collaborative process design, with Jen offering more guidance around the specifics of taking a “collective impact” approach. During this session, I invited Fellows to step back and consider their cross-sector change work by reflecting on the framework above, the essence of which I have inherited from the thinking and work of Carol Sanford.
This framework starts with the notion that our chosen change methods are grounded in an underlying belief system about what we hold to be true about people, the world and how we know what we know. Not being aware of or open about this can get people into difficulty when it leads to mixing and matching techniques/methods that may contradict one another, or when people are not operating from the same system of beliefs. Here are some questions I offered the CSL Fellows in consideration of their cross-sector work: Read More
I’ve long said that the ways in which work and organizational life are changing should be advantageous to those of us committed to social movements. Our organizational imperatives should never supersede our movement’s imperative. We should be willingly able to discard any organizational structure that does not serve our ultimate purpose. Read More
Important considerations for collaborative social change work: What are considered “legitimate” ways of knowing and doing? Why? What does this allow? What doesn’t it allow?
Photo by Juhansonin
I’m always interested to see diverse cognitive styles and preferences show up in the collaborative processes we help to design and facilitate at IISC. A classic difference is between those who bend more towards the analytical side of things and those who prefer to lead with intuition. This, of course, paints too stark of a dichotomy of what most people present overall, and context can often be a determinant in what people lead with. Nonetheless there are undeniable tensions that arise within groups about what constitutes “rigor” and “right method” for deriving what might be considered strategic insights. I would say that in many more “mainstream” (one might say “professional”) settings, it is often analysis and deference to some kind of “expert “that has a better chance of winning the day. And so I’ve been interested to come across a few resources that talk about and validate the place of intuition and iterative group visualization in coming up with good answers.
In a piece that appeared in the Harvard Business Review, Justin Fox writes about how instinct can beat analytical thinking. In particular, he lifts up the work of Gerd Gigerenzer from the Max Planck Institute for Human Development in Berlin, Germany. Gigerenzer’s research suggests that rational, statistical, analytical approaches work well in situations where one is able to calculate risk. The trouble, however, is that in many situations, decisions are made in considerable uncertainty, where risk and consequence are unknown because everything is quite dynamic. Read More
Appreciating our colleague, Maureen White, for bringing our attention to recent research on smart teams. She highlighted a couple of things when she shared the articles, and I thought it important to share them with you.
The smartest teams were distinguished by three characteristics:
Their members contributed more equally to the team’s discussions, rather than letting one or two people dominate the group.
Their members scored higher on a test called Reading the Mind in the Eyes, which measures how well people can read complex emotional states from images of faces with only the eyes visible.
Teams with more women outperformed teams with more men. Indeed, it appeared that it was not “diversity” (having equal numbers of men and women) that mattered for a team’s intelligence, but simply having more women.
We are living through the early days of the next civil rights movement. It is an exhilarating moment. No, it does not read like the linear narrative of our history books and movement building manuals. That is because books and manuals are usually written with the benefit of hindsight to weave a story together. This movement is emergent and it takes a sharp eye to understand it.
Tip #1: You and Oprah should let go of old definitions of leadership
Jodie Tonita of the Social Transformation Project has recently published one of the sharpest articulations of leadership and how it works in the #BlackLivesMatter movement. I urge you to read it in its entirety.
“Our world is, to a very real extent, based on dialogue. Every action taken that involves more than one person arises from conversation that generates, coordinates and reflects those actions. Those actions have impact. If our human world is based on conversations, then the work of creating and supporting those conversations is central to shaping a world that works. Designing and conducting meetings and other groups sessions well is vital to determining our common future.”
Just recently in work with a national network, we turned the corner to start creating a structure to channel the alignment it has achieved around core goals for system change and ultimately to realize “collective impact” in a particular domain. As we were kicking off some of the early discussions, someone asked what I thought were the keys to creating a successful network structure. That’s a huge question that merits a complex answer, and I’ll admit that in reflecting on the dozen or so large scale change efforts I’ve been a part of the past 7 or 8 years, the first thing that came to mind was – “really good facilitation.”
Simplistic as this response may sound I was thinking of lessons learned from numerous efforts that no beautiful or well thought out network/collaborative structure stands up to a lack of strong facilitative capacity (skillset, mindset, and heartset). To be more nuanced, it is not just facilitation that ultimately came to mind, but what we at IISC call facilitative leadership.
For over 20 years, IISC has been teaching, preaching and practicing Facilitative Leadership (FL), and in many ways it seems that this approach has never been riper in light of the burgeoning call to collaborate and cooperate across boundaries of all kinds. At its base, FL is about creating and inspiring the conditions for self-organization so that people can successfully achieve a common (and often evolving) goal. The logical question that follows is, “How does one ‘create and inspire’ these conditions?” The answer is found in a variety of practices derived from successful group work and that have indeed shown promise across different networks and large scale change efforts to create solid foundations and momentum for social change. Among them are these: Read More
“If you bring the appropriate people together in constructive ways with good information, they will create authentic visions and strategies for addressing the shared concerns of the organization and community.”
In our work at IISC, we occasionally reference David Chrislip’s “collaborative premise” (see above) as a way of orienting people to some of the key components of effective collective and net work. Given our emphasis on effective stakeholder engagement and process design, we generally focus on the first two elements more so than the last around good information, which does not mean we think it doesn’t matter. In fact, recently I’ve been observing some interesting dynamics around the data conversation in various network building and collective impact projects that we support.
Invariably, it seems that there are those who are quite concerned about ensuring that a given collective effort has the “right data” and that people are being “rigorous” in their approach to problem/opportunity analysis and solution generation. While understanding the need to have and use good data, we also think that it’s important to ask the question – Data for what? People often say they want data to ensure that they are not making uninformed and overly subjective judgments. Understandable. Furthermore it is sensible to want to seek out a baseline to be able to measure progress as a change effort moves forward. This said, I see a number of pitfalls in what can sometimes become the drumbeat for data.
“Our success is built on partnership, sharing success and sharing credit.”
– Sec. Chuck Ross
“The mojo is in the motto.” With these words, Secretary of Agriculture Chuck Ross opened the doors and conversation on the fourth annual Vermont Farm to Plate Network convening last Thursday in Killington. Each of the past four years Secretary Ross has brought some critical words of encouragement and motivation to this fall convening, and by invoking the state motto – “Freedom and Unity” – at this year’s opening he seemed to hit the right chords at a critical moment in the evolution of the network.
In 2011, Farm to Plate launched to great excitement and some anxiety as it positioned itself as a cross-sector collaborative network to carry out a strategic plan to double local food production in Vermont in 10 years time, contributing to job and economic growth as well as food access in a state that sees high rates of poverty. Since then, as both Ellen Kahler of the Vermont Sustainable Jobs Fund (the backbone organization for Farm to Plate) observed and remarked through a plenary retrospective, it has managed to find its collaborative footing and grow significantly in numbers (more than 300 organizations strong). And importantly, it has seen real results in terms of direct, indirect and induced job growth resulting in 9,000 new jobs in the agricultural and food sector in Vermont. Furthermore, success is evident in individual members using network goals to inform and align their organizational goals. Read More