Board Chairman, IISC; Vice President, Community Relations & Public Health, Baystate Health
On behalf of the Board of Directors of IISC, I am delighted to announce that Kelly Bates has been appointed president of the Interaction Institute for Social Change effective June 15, 2017.
Since assuming the role of interim president in October 2016, Kelly has successfully led IISC with a sure hand through a time of significant organizational change, working effectively with the Board and staff to strengthen our organization. More recently, Kelly has pivoted to addressing IISC’s future direction and vision, launching and leading a joint Board-Staff strategy team and coordinating this with a comprehensive re-examination of IISC’s business model.
For those of you who do not yet know Kelly well, her appointment as our permanent president will draw on her 20+ years leading advocacy, racial justice, and women’s organizations. Prior to IISC, Kelly was the founding executive director of the Elma Lewis Center for Civic Engagement, Learning, and Research at Emerson College. She also served as the executive director of Access Strategies Fund, a social justice foundation funding organizations to expand democracy in communities of color and low-income communities. For ten years, Kelly led a consulting and training practice specializing in working with social change organizations and other institutions in the United States around issues of power, diversity, and organizational development. Read Kelly’s full bio here.
As we approach our twenty-fifth anniversary under Kelly’s leadership, the Board looks forward with great excitement to further strengthening IISC and – along with IISC’s talented and committed staff and our valued partners and affiliates – to shaping the next chapter in IISC’s future. Please visit our website to learn about our current work and services. And stay tuned as we roll out our new racial justice organizational training and announce plans for the celebration of our 25th anniversary!
The European Foundation Centre (EFC) is an international membership association of foundations and corporate funders working to strengthen the philanthropic sector in Europe and further afield. It is currently creating a new strategy for 2016 and onwards. IISC staff based in Belfast are supporting the EFC with the design and facilitation of this process. In developing the strategy EFC really wants to engage with a wide range of stakeholders so that the plan will be aligned closely with the needs, interests and aspirations of foundations and corporate funders in Europe and the wider world.
From Louise O’Meara, Regional Director of IISC Ireland: “We are delighted to be working on this project. The future of philanthropy in Europe and beyond is hugely important in addressing issues of social justice. Across the planet people are looking for new ways to have a greater say in the decisions that affect their lives. Philanthropy is central in enabling this and the European Foundation Centre has an important role in helping foundations and others to maximise their impact”.
IISC has worked with the Board of EFC and its staff in the early stages of the planning process and is now reaching out to its wider membership, seeking their views and wisdom, to inform the new strategy. A key mechanism for this is EFC’s Annual General Assembly and Conference, this year being held in Milan, Italy. IISC and EFC staff members will be hosting strategy workshops, conducting one to one conversations and employing a ‘strategy booth’ where participants can post ideas on where EFC should be heading in the future. They will all be donning super sized ‘strategy spectacles’ during the conference to help promote the strategy process and encourage people to get involved – even if at risk of looking a little bit silly!
We are pleased to announce the release of Senior Associate Cynthia Silva Parker’s TedX talk. Cynthia shares moments she’s witnessed racism, and how she thinks we can end it. We hope you share this talk with your networks.
Cynthia has spent decades helping people understand how the system of racism operates. As Senior Associate at Interaction Institute for Social Change, she designs and facilitates collaborative equity and inclusion initiatives. These initiatives make change in organizations, cities, and networks. Cynthia also trains leaders through our public workshops.
She is a life-long advocate for racial equity and social justice, and for deeper awareness of each in our systems and organizations and the wider society. She focuses her observations, personal stories and career on strengthening collaborative networks by building the will, skill, knowledge and strategies to undo racism together.
Last weekend, thousands of activists converged in Ferguson, Missouri for Ferguson October, a weekend of resistance including marches, panels, creative actions and civil disobedience. The purpose of the weekend was “to build momentum for a nationwide movement against police violence.” Two months ago, an unarmed Black man, Michael Brown, was killed in Ferguson by a white police officer who has not yet been arrested. While Mike Brown’s death was not an anomaly – at least two African American males are killed by law enforcement every week in the U.S. – the energy that is building in Ferguson, the organizing that is deepening there, the connections between Black activists and racial justice advocates of all races across the country that are being forged, and the new level of attention that Ferguson is bringing to this disturbing trend across the nation is new. I believe that we are in the midst of a crisis in this country. I believe that the young people and their allies who are on the front lines in Ferguson are calling all of us to action.
I believe this “movement moment” as many are calling it is about much more than Ferguson. This moment is opening up new opportunities for us to face and undo racism in all of its forms in all corners of this country. Let us finally declare that #BlackLivesMatter, all lives matter, and make this our reality. Read More
Cities are complex places that can lack the infrastructure and processes to stitch together their constituencies. Today, cities are innovating, but many times that innovation is laser focused around data, big data and getting more data. This only gives us a glimpse of the reality regarding citizen experiences within a city. In short, big data by itself is insufficient for innovation.
In a guest commentary for the City Accelerator, Ceasar McDowell, President of the Interaction Institute for Social Change and Professor of the Practice of Community Development at MIT, argues we must bring together the public to gain a holistic picture of the problems in our cities and the solutions needed to build communities that are economically healthy.
In recent work with a couple of different leadership development programs, I shared a few stories about organizations that failed to recognize the value of informal networks within and beyond their formal boundaries by choosing to see themselves primarily through the lens of the “org chart” and fixed roles/job descriptions (what I sometimes call the “stay in your lane” approach). In these cases what was lost was the ability to access greater organizational potential and intelligence. If we think of organizations as living entities, then our connections within and beyond those cellular walls might be thought of as vital nerves or sensors. When we fail to acknowledge or even cut these connections within, which often represent the pathways through which work actually gets done, we may stymie or destroy critical flows and functioning. And when we fail to see and leverage how people in all roles are connected beyond the organization, then we reduce not only the potential contribution of each individual, but the overall surface area of the organization that might otherwise attune it and help it to respond to larger systemic opportunities or threats. Which is why increasingly people are seeing mechanistic and fixed organizational roles as “irresponsible” – they do not allow people, individually and collectively, to effectively respond to circumstances and activate around that about which they care most. So the invitation is to think and act more like a living network. What are you doing to build greater sensitivity and surface area in your organization or change effort?
“Well meaning people are often trying to solve a problem by answering the wrong question.”
In some cases this is because they have not paused long enough, if at all, to consider the underlying question their efforts are trying to solve. Or, as my colleague Cynthia Parker has said, they are “solving for solution,” essentially promoting and/or fighting over their own preferred approaches. And so they continue to offer the same old, ineffective and outdated, approaches or products. This is especially problematic in a time of such change and flux, when we can’t fall back reliably on what we already know. Read More
You might have picked up that I’m down on too much process and too much meeting. It’s a funny place for someone that makes a living facilitating. It is part of a semi-conscious effort to look at the opposite of my core assumptions and seek the wisdom there.
The settlement of the case of the Central Park 5 is a great day for the five individuals, add a great day for the cause of racial justice. The case of Antron McCray, Raymond Santana Jr., Kevin Richardson, Yusef Salaam and Kharey Wise is a textbook case of structural racism: implicit bias, coupled with strong-arm institutional police practices used against young men of color, and a media too eager to believe the hype, leading to the conviction of five innocent young black men for a horrendous crime. The documentary about these young men, by Ken Burns, captures the intense impact of the wrongful accusation and imprisonment on the lives of the five young men and their families. Read More
In a number of the social change networks that I am supporting there is very active and interesting conversation, and experimentation, going on around what I would call the process-action tension. As I have written elsewhere, I see this as a bit of a false and often unhelpful dichotomy, and I have certainly seen and been part of networks that have gotten bogged down in some version of analysis paralysis and never-ending consensus building. Increasingly there is a leaning towards getting out there sooner than later and trying things, learning from experiments and actions, readjusting, etc., which is all well and good. At the same time, I see it as part of my role to raise questions about how the embrace of “do-acracy” might have unintended consequences around long-term alignment as well as sustained and truly systemic impact. Read More
Mellody Hobson, President of Ariel Investments and chair of the board for DreamWorks Animation challenges us to be “color brave” instead of “color blind.” Here are a few snippets from her TED talk. Well worth listening to in its entirety.
“[R]esearchers have coined this term “color blindness” to describe a learned behavior where we pretend that we don’t notice race. If you happen to be surrounded by a bunch of people who look like you, that’s purely accidental. Now, color blindness, in my view, doesn’t mean that there’s no racial discrimination, and there’s fairness. It doesn’t mean that at all. It doesn’t ensure it. In my view, color blindness is very dangerous because it means we’re ignoring the problem… this subject matter can be hard, awkward, uncomfortable — but that’s kind of the point… If we can learn to deal with our discomfort, and just relax into it, we’ll have a better life.
“So I think it’s time for us to be comfortable with the uncomfortable conversation about race: black, white, Asian, Hispanic, male, female, all of us, if we truly believe in equal rights and equal opportunity in America, I think we have to have real conversations about this issue. We cannot afford to be color blind. We have to be color brave. We have to be willing, as teachers and parents and entrepreneurs and scientists, we have to be willing to have proactive conversations about race with honesty and understanding and courage, not because it’s the right thing to do, but because it’s the smart thing to do, because our businesses and our products and our science, our research, all of that will be better with greater diversity…
“I’m actually asking you to do something really simple: observe your environment, at work, at school, at home. I’m asking you to look at the people around you purposefully and intentionally. Invite people into your life who don’t look like you, don’t think like you, don’t act like you, don’t come from where you come from, and you might find that they will challenge your assumptions and make you grow as a person…
“I’m asking you to show courage. I’m asking you to be bold. As business leaders, I’m asking you not to leave anything on the table. As citizens, I’m asking you not to leave any child behind. I’m asking you not to be color blind, but to be color brave, so that every child knows that their future matters and their dreams are possible.”
It’s good to plan. It’s good to reflect. It’s best to do.
Here at IISC we spend a fair amount of time supporting others in articulating what they want to achieve, including those who must be included, and defining a pathway to action. When done well, this work depends on a fair amount of reflection on practice – how do you think about what you do? What are you learning about what you do?
We also train people. We help them become better facilitative leaders. We introduce specific practices – specific things people can do.
Without the practice the lessons are lost. We learn by doing.
I was just talking about this in our office kitchen with Danielle Coates-Connor, one of our colleagues, and she compared it to meditation.
It is quite hip to talk about meditation these days. Mindfulness is in. At least in theory. People have a sense that stillness of the mind and present moment awareness are powerful ways to live and thrive. But there is a huge gap between knowing this and practicing this. Too many of us still believe that thinking about meditation is a lot like meditation. But it’s not.
The same is true for our projects and our dreams. We can get the right stakeholders together. We can talk about what we want to do. We can visualize it. We can plot it out. But the learning doesn’t begin until we start. The change does not begin until we do.
Do you wonder:
How to integrate more “doing” in your “planning?”
How to integrate more “doing” in your “reflecting?”