In light of a recent conversation with Jana Carp, an academic who has studied the underlying principles of the “slow movement” and how they connect to sustainability, place-making and livabily, I am revisiting, revising and reposting the piece below. Jana and I were connected by a mutual colleague with the Fire Adapted Communities Learning Network, given our mutual interests in public engagement, community-building and sustainability (inclusive of justice), and had an interesting conversation about slowness and networks.
At one point, the question came up as to whether networks might cut against slowness, especially when the emphasis is on rapid growth, diffusion, and trans-local connections. My thought at the time was that this certainly could be the case, and that is why it is important to think about both the breadth and depth dimensions of networks, as well linking different scaled networks (local, regional, global). The importance of networks for social change can certainly reside in their reach and rapid scaling. Their potential also resides in the nature and quality of connection, how deep the ties that bind are and what they help to create and circulate. And this brought me back to these reflections on how to think about “social velocity” in networks and collaborative work …
My friend Joel Glanzberg is a constant source of provocation and insight. The way he sees the world, through a living systems and pattern-seeking lens, is not only refreshing but unnerving in that it is evident how simultaneously critical and rare his perspective is. Joel is great at helping me and others to see beyond objects and structures to underlying patterns and processes, and how these are what animate living systems. Read More
It’s not too late for us to create a world that is better for future generations using collaborative change. To do this, we need everyday leaders who shift power dynamics towards justice, weave vibrant networks, and magnify love.
Our fate is shared and ALL voices must be empowered to realize our collective genius. Collaborative Change Agents ask, who is not here? What perspectives are missing?
Diversity and difference strengthen solutions. Collaborative change agents work skillfully with and through networks to make change.
Collaborative Change Agents practice treating themselves and those around them with dignity, respect, and the love that every person deserves.
Collaborative change increases trust. People can come together, resolve conflicts, and make the world a better place for all.
Through its myriad nodes and links, as well as the ongoing addition of participants and new pathways, a dense and intricate network can expand quickly and broadly. This can be critical for spreading information and other resources and mobilizing actors in ways that organizations simply cannot achieve.
So many great podcasts, so little time to talk about them with friends. Have a listening party!
Generation Listen invited IISC’s Senior Associate Cynthia Silva Parker to share some facilitation tips for conversations about racism and racial identity. The activities are tailored to help listeners unpack episodes of the cutting-edge podcast Code Switch. Right now, people across the country are hosting “listening parties” where the podcast is paired with a conversation.
In numerous social change networks that we support at IISC, racial equity has been 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 part and parcel 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. Read More
IISC works with clients to expand dimensions of success beyond results. For long-term change to take hold, we help groups understand process and relationships are key factors. In the Communications Unit, we have created a daily practice to keep track of results, process, and relationships in our work. We call this practice “Rays” and we’ve found it works in person, on video chat, over the phone, or even as text or Slack messages.
Rays / Tasks / Blocks
Rays is a 15 minute meeting each day where we briefly share a ray of light in our life, the tasks on our plate, and anything blocking production. Here’s the story of how we do it and what we’ve learned about its value.
Everything around us is designed. This stage, this auditorium fills 4,000 people and its sole design purpose is to have you focus on me. That’s how it’s structured. But there are other consequences of this design. So, for example, if you happen to be about six feet tall you’re probably hoping I’ll start talking so you can get your knees out of the front of the chair in front of you, right? Or if you happen to be, you know 4’5” or under you can’t wait to put your feet back on the ground. Those are the flaws in these designs because what we tend to do in this world is design for the middle and forget about the margins. What these new movements are saying to us is that it’s actually in the margins that we have to concentrate our design. And this feels a little counterintuitive, right, is that if you actually pay attention to the margin and design for them you actually cover the middle. It’s like a tent, right? If you take a tent and you stake it far out at the margins, well guess what, the middle is always covered. And the further out you stake it the stronger the structure you get. And why is that? Because in our systems and our social systems the people at the margins are actually living with the failures of the systems. And they are creating adaptive solutions to them. So when we design to take care of them we build stronger systems for everyone.
“Everything we see is a shadow cast by that which we do not see.”
– Rev. Dr. Martin Luther King, Jr.
In the start-up and at transitional phases of network growth it is important for participants to get real about their constraints. Otherwise, what can happen is that people can start seeing one another as “blockers,” uncooperative, not good team players, etc.
A starting place is to ask people as they come to the collaborative table to start thinking about the constraints they have (real or imagined). These could be related to time, money, mental bandwidth, awareness, political pressure, organizational policy, comfort level with going certain places in the collective work, etc. If we define “value” holistically at the outset, we quickly come to understand that everyone has limitations and everyone has something to offer.
Trust-building is critical in helping people feel comfortable expressing certain constraints, so it is helpful to state preventatively that everyone has them, that some are perhaps not so easily spoken or may be beyond current awareness, and that it is important to get and remain curious about these, in addition to the gifts people have to offer!
There is a difference between being a network by default and being one by intention. Sometimes that can be a big difference. I encounter a fair number of networks that are networks in name and in standing, at least in that they are connected entities. But that is pretty much it. Experience shows there are any number of different ways to structure a network, and name it for that matter.
And what I find is most important is the underlying intention to maximize network effects, including: speeding the spread of resources, ensuring resources reach everyone in the network, ensuring everyone has the opportunity to share resources, growing the overall pie of resources, strengthening adaptive capacity and collective intelligence, growing abundance and equity in many different ways.
What this boils down to is a set of network ethics, which I would summarize (certainly incompletely, and to which I invite additions and alterations) in the following way: Read More
Image from Taro Taylor – https://www.flickr.com/photos/tjt195/30916171
The concept of leadership has been undergoing an evolution. In this “network age” there appears to be both an expanding appreciation that leadership has always been about more than the singular heroic individual, and that going forward, leadership really must be much more of a shared endeavor.
In our collaborative consulting work at IISC, leadership (or what we often call Facilitative Leadership) is about “holding the whole,” thinking expansively about the state of a given complex system (community, economy, ecosystem, etc.) and paying attention to what will be required to ensure resiliency and/or change for more equitable and sustainable benefit. In these situations, the traditional top-down images of leadership fall far short.
Network leadership is at best a dynamic, diverse, more decentralized and multi-dimensional phenomenon. Many of those with whom we partner at IISC understand this implicitly, and we have found it important to help them be more explicit about this by clearly delineating the roles that leadership can embody in a collaborative/networked change endeavor. Read More
As we consider the changing socio-economic context in Europe and further afield, as the complexity of multi-faceted issues becomes ever more apparent and foundations try to figure out what to do to make change happen, one thing is certain. Conversations need to be started, understanding needs to be reached, agreements need to be built. This is where facilitation comes in. Facilitation creates the kind of safe spaces for people to discuss the most difficult and controversial issues. Our local work in Northern Ireland is a reminder of the need to engage in building peace and nurturing shared societies at local levels, group by group, community by community. At the core of this work is creating the conditions whereby people can begin to hear each other and be, to quote J P Lederach, ‘paradoxically curious’. Curious about each other, about how we see the world and about what drives us to hold – and defend – the positions we adopt.
Our eyes met and locked a split second after we noticed the feet of two young men sitting next to each other in the circle – both had a pant leg rolled up to show an ankle monitor. In the same circle, sat two sheriffs with guns and tasers strapped to their hips and covered by their untucked shirts. It was day three of our training, Moving Forward in Addressing Race, Power and Privilege, and we were now harvesting the fruits of many hours of challenging mental, emotional and spiritual work.
“I have learned to see that not all police officers are rude and mean,” shared a 14 year-old Latina girl. “I have learned that some officers care about me and want to be fair; this is the first time I’ve been in a space where I felt heard by adults (in the system).”
Having law enforcement at the table with an openness to change is important. Systems are made up of individuals. Individuals centered on equity values and skilled in moving policy forward, in partnership with multi-sector networks towards common goals, can create long term change.
“I have gained sight and vision where before I was blind,” shared a white male law enforcement officer, “and I am willing to give what ever it takes personally and professionally to our cause.” Read More