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:
July 18, 2018
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.
This is a repost of a fourth in a series of postings written by former IISC Senior Associate Linda Guinee about power and group facilitation processes, based on research she completed a number of years ago. Today’s post is about how power is built into group narrative. Also check out these other posts on power: “What is Power Anyway?” “Power Dynamics: The Hidden Element to Effective Meetings“
As I was doing research, I came across a batch of work about narrative theory by Sara Cobb and Janet Rifkin (cited below). Cobb and Rifkin researched how a narrative is constructed and what impact it has on the ultimate outcome of mediation sessions. They found that the first story told tends to be privileged and “colonize” later stories told. By framing the discussion to come, this initial story tends to narrow and define the direction of the ensuing conversation. Later versions are generally tied to the initial story and thus are unable to be fully developed. And the outcome of mediation is generally tied to the initial story.
This can also play a role in group facilitation. If the first version told in a group becomes the frame under which all other discussion happens, a facilitator must pay attention to who tells the first story – or to how to reinforce different versions. Read More
July 16, 2018
This is a repost of a third in a series of posts on power, facilitation and collaborative process that former IISC Senior Associate Linda Guinee wrote back in 2010. Last week we reposted Linda’s piece “What is Power Anyway?,” which followed a new post by a few of us on power and meetings. Enjoy!
More about power and group processes. There have been a mountain of books written about the “bases of power” and the “types of power”. I’ve done some work to try to boil it down – and find thinking about this very useful in moving forward the conversation about how to address power issues in group processes.
In the 1950s, French and Raven put out a proposal about five “bases” of power, which others added to. Bases of power are what gives a person or group power. French and Raven came up with these five:
- Reward Power – power that comes from the ability to reward the other party for complying
- Coercive Power – power that comes from the ability to punish the other party if they do not comply
- Legitimate or Normative Power – power that comes from accepted group, community or societal norms or values which are generally viewed as “legitimate”
- Referent Power – power that comes from being identified with a person or group (for example, so and so gains power by being friends with X or being a member of Y group)
- Expert Power – power that comes from the perception that the person or group has knowledge
Morton Deutsch later added a sixth:
- Ecological Power – power that comes from being able to control one’s social or physical environmental in such a way that the modified environment induces a desired behavior or prevents an undesired behavior.
July 12, 2018
Building on the theme of our recent blog post, Power Dynamics: The Hidden Element to Effective Meetings, we are reposting a series of posts written by our former IISC colleague Linda Guinee. Linda wrote a masters’ thesis on addressing power dynamics in collaborative process design and facilitation. She did this study based on questions raised over the years by another former IISC colleague, Cyndi Suarez (current Senior Editor at NonProfit Quarterly and author of The Power Manual: How to Master Complex Power Dynamics) – and as she put it, “with the belief that if power dynamics are not well understood and addressed, group process facilitators are likely to unknowingly reinforce the status quo – a scary thought for those of us working on social justice and social change!”
As Linda wrote in her opening post in 2010:
“One thing that woke me up at two in the morning – one of those notorious ‘aha’ moments – was that when doing an extensive literature review of group facilitation literature and conflict resolution literature at that time (2005), I found that conflict resolution/engagement literature is packed full of discussions about addressing power dynamics – while group facilitation literature rarely (if ever) talks about power I only found a very small handful of references to power (as in two or three) anywhere in the very extensive group facilitation literature – and only in reference to people with positional power. There is, in fact, an assumption built into group facilitation methodology that collaboration on its own somehow balances power dynamics.”
Here is her second post in the series …
One of the first questions you might ask when thinking about looking at power dynamics in group facilitation is what IS power anyway? This seemingly simple question, of course, is not really all so simple after all. What do you think? How would you describe power?
When I first started trying to answer this question for myself, I found that I was overwhelmed with material – literally hundreds and hundreds of books about what power is, where it comes from, how it operates, etc. For many, a definition of power has to do with the ability to force something to do something they wouldn’t have done otherwise – a coercive definition of power. Feminist psychologist Jean Baker Miller described power as “the capacity to produce a change.” Others (and in fact, our common terminology) talks about power as a “thing” that can be divided, shared, owned, and transferred.
July 11, 2018
Many articles have been devoted to running effective meetings that build collaboration among teams, yet many fail to discuss the hidden element that can destroy a meeting almost without fail.
Power dynamics – the ways in which power works in a setting – can either sink a meeting and negatively impact relationships for years, or produce more shared power and capacity to get things done. A lot of the difference comes down to how we attend to power dynamics in meetings, how well we plan our meetings, how well we determine what happens within and outside of meetings, and how well we facilitate in the moment.
In every organization, there are people who hold formal power and informal power. Formal power is attributed to someone by virtue of their title or position in the organization. People carry informal power if they have influence over others or their organization, either because of their experience, force of personality or persuasion, unearned privilege, or because they have strong relationships with decision-makers and peers. Power is also deeply influenced by diversity and equity dynamics. In most Western societies today, many decisions in organizations are still controlled by people with certain backgrounds: over 40, male, white/European, heterosexual, and middle class and wealthy people. Many feel empowered to lead, speak, and make decisions by virtue of the standing society gives to them on the basis of their background. They get a lot of practice leading and people are acculturated to following and respecting them.
Power — the capacity to get things done — is neither positive nor negative in and of itself. It’s all about how we construct, reconstruct, and practice power. Individuals can exercise their power in healthy ways if they stay focused on making space for others and growing power to achieve positive outcomes by building “power with” others. Individuals and groups can exercise their power in unhealthy ways if they are focused on establishing “power over” others or concentrating power in a few.
At IISC we have made some key observations about power in meetings:
- Power dynamics are always present in meetings whether we see them or not.
- Every meeting is a chance to build a group’s power and transform power dynamics. It’s important to design and facilitate meetings to create opportunities for power to be shared and openly discussed.
- Meeting designers and facilitators must attend to formal and informal power and the dynamics that come along with it.
- Meeting facilitators should be mindful of and acknowledge their own power and enact it in a way that builds the power of the group.
- Every element of meetings needs preparation to make power and decision-making transparent. Consider questions like: Who is at the meeting and who is not? Why or why not? What’s on the agenda and what’s not on the table for discussion that should be? Who will be making the decisions that flow from what will be discussed (both in the room and beyond)? Who plays which roles and why? What work will happen outside of the meeting? What information from the meeting should be shared and with whom?
So, what are some ways to attend to power dynamics in meetings?
- Assume power dynamics are always present in meetings. Design your meeting agenda to include multiple voices and perspectives. Lightly encourage people to step forward to lead and participate, especially if they have less power in the organization either because of role, positional status, race, gender, or other factors. Encourage people with traditional forms of formal power to do more listening than speaking.
- Build a culture of collaboration in meetings. Think of meetings as an opportunity for a team to build relationships, learn leadership, design good processes, and counteract unhealthy uses of power. Design your meetings for relationships, joy, and creativity. Good things will follow! Always build an agenda that allows people to first interact on a human basis, such as starting with opportunities for people to do a “check-in” to share how their day or week is going or to learn more about each other on a personal level. Ask people a question that surfaces their personal and professional purpose. Encourage honesty, vulnerability, and calling people “in”, instead of calling people “out”. Spread a little business love around the room, creating openings for people to feel heard and noticed, and to experience a sense of belonging and interconnectedness.
- Openly discuss power in meetings. Discuss openly with your team the question, what would be the benefits to our group if we shared power? Remind them that power is not a finite pie; rather, it can be infinite, expanded, and shared among people and leaders. Prompt them to explore how they can share “power with” each other instead of “power over.” Make a list of meeting agreements the group will use to share power. Ask people to monitor the agreements and be brave enough to intervene if people are not practicing them. Make a list of “power over” moves, so people learn the behaviors that reinforce dominant voices and power and exclude others. Have people take mental note of who is speaking the most and who is not. Make sure your discussions of power go beyond yourselves as colleagues to the people or communities you serve. How are they “at the table?” How are their priorities, assets, and skills driving the discussion?
- Remember that power is a social construct. We can design spaces where individuals and groups experience their own and others’ power differently. Be proactive about ways to amplify the power of people who are typically at the margins of the conversation. Challenge the group to pay at least as much attention to the expertise that comes from lived experience (say, of poverty) as from formal theories and data. Flip questions on their head by asking “why not do things differently?” instead of “how can we work within given boundaries?” Ensure that people who are affected by the issues you’re working on are at the center of the conversation and have meaningful roles in the work over time (inside meetings and beyond).
- Use your role intentionally and thoughtfully if you’re the meeting facilitator. Don’t dominate the discussion. Don’t come up with all the ideas. Stay as impartial as possible, even though you can never truly be completely neutral. If you want to contribute an idea or experience, tell the group you are switching from facilitator role to express your view as an individual and then step back into your facilitator role. Examine who gets to facilitate meetings and who doesn’t. Meeting facilitators can change the outcome of the meeting just by how they design and run it. Rotating facilitation and supporting people to learn how to facilitate and run meetings distributes power and makes meetings more dynamic.
The skills of meeting facilitation with a lens to share power are teachable and replicable. At IISC, we share some of those skills through training and consulting. We have learned that meetings that are both well facilitated and that attend to power dynamics can transform groups into highly functioning teams with deeper purpose and intention for social change.
June 18, 2018
“Words are how we think, stories are how we link.”
– Christina Baldwin
Last week I had the privilege of facilitating a two-day Network Learning Lab for a remarkable group of conservation leaders and network weavers. I co-designed the session with Olivia Millard and Amanda Wrona of The Nature Conservancy (and at the instigation of Lynn Decker of the Fire Adapted Communities Learning Network) to connect and strengthen the capacity of those working at the intersection of ecosystem health and human/community development while building networks at local, state, regional, national and global levels. Our design was informed by input given by the participating network weavers themselves about their core challenges and learning objectives, while leaving room for the unexpected – enough spaciousness for the network magic of emergence to happen.
As with other network leadership institutes that we at IISC have had a hand in designing and facilitating, the experience last week had as its foundation plenty of opportunities for the cohort to authentically connect, to get to know one another on both professional and personal levels. And as with both leadership development sessions and ongoing network development initiatives that we support, we turned to storytelling as a way to create bonds and understanding. This included time for the participants to tell brief stories about their networks, doing so in 5 minute informal bursts sprinkled throughout the two days (which could also have been done as Pecha Kucha or Ignite presentations). The intent was to create a bit more understanding of what might make each network unique in its aspirations, attributes and accomplishments and to whet people’s appetites for further conversation at breaks, meals and into the evening.
“There is no greater agony than bearing an untold story inside you.”
– Maya Angelou
We also set up a couple of exercises within the first hour of the lab for people to hear more about one another’s paths to the work they currently do, not by ticking off their resumes, but by telling stories about what happened to and moved them to be where they are now. Time and again, when I facilitate this kind of exercise, it shifts the tone of the gathering in the direction of greater openness and trust. And as we touched on in our debrief of those exercises, inviting that kind of storytelling into our work can send a signal about what is validated with respect to forms of knowing, expression and parts of ourselves to bring to the table. Along these lines, we also drew from poetry and other forms of creative expression, including a stanza from a favorite William Stafford piece, “A Ritual to Read to Each Other” which, to me, gets at the heart of network building … Read More
May 24, 2018
“We never know how our small activities will affect others through the invisible fabric of our connectedness. In this exquisitely connected world, it’s never a question of ‘critical mass.’ It’s always about critical connections.”
Grace Lee Boggs
As referenced in a previous post, the Food Solutions New England 21 Day Racial Equity Habit Building Challenge wrapped up about a month ago. This was the fourth offering of the Challenge, which was a remixed and enhanced virtual network form of an exercise created by Dr. Eddie Moore (founder of the Privilege Institute) and Debbie Irving (author of Waking Up White). A small design team of which I am a part originally saw the potential of using the Challenge to invite more widespread conversation about the connection between race, racism and sustainable food systems and ultimately greater action for racial justice. No one presumed that the Challenge in and of itself would be sufficient, but rather saw it as a way of creating “network effects” around the work that many are already doing in our region.
And there is evidence that there have been impacts happening as a result. Participation in the Challenge has grown from 200 to 3,000 from 2015 to 2018. This year the Challenge was launched, in a sense, at the Wallace Center’s National Good Food Network Conference in Albuquerque, New Mexico (gratitude to the Center’s staff for the invitation to do so!). We have heard stories since the beginning that various groups in the region and increasingly around the country have participated in the Challenge and invited others to do so, including Farm to Institution New England, Iowa State University Extension, The Interdependence Project, and The Fellowship of Intentional Community. Read More