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.
Small World Reach
As a network adds connections, between and beyond organizations, and those connections in turn add their own connections, the overall reach of the network can easily shrink geographic and other forms of distance and separation. The subsequent ability of participants to discover and work with one another across expanses and barriers means that new partnerships and ideological convergences can happen, leading to greater efficiency, shared intelligence, and innovation.
Resilience
Provided a network (including a community or social movement) is not overly centralized and dependent upon a limited number of larger hubs (holding most of the connections to other nodes), it can stand up to certain pressures, including the loss of some of its nodes and links as it reorganizes around disruptions or bottlenecks. Furthermore, redundancy of and overlapping functions and knowledge enhance a network’s ability to absorb shocks without collapsing.
Adaptive Capacity
To the extent that it is intricately connected, diversely composed, with free flowing information, not to mention nimble/able to self-organize, a network can respond quickly to environmental shifts, assembling a variety of capacities/responses and disassembling them as needed.
Systemic Change
Though implied above, it is important to note that in a network it is not just the number and pattern of links that matter, but the quality and depth of the connections and what these can facilitate in terms of what flows through the various channels. Furthermore, it matters who is connected to whom, and what resources flow between these actors. As patterns of connection shift and strengthen and flows of resources are enhanced in different ways to different parts of a network, this can add up to systemic change.
“Systems change when new networks supplant the old.”
Create and use platforms (in-person convening and virtual sites) that allow people to find one another, create new connections, match interests and needs/offers and needs, and share information freely
Curate information/data to make it more accessible, attractive and digestible
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
“Network entrepreneurs are keenly aware that they are few among many working across the larger system, and in this way they embody a special type of … leader[ship].”
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.”
This same individual had entered into the circle two days before carefully monitoring his every word, letting us know that he was stretching to understand what others were saying. This man’s perspective was literally transformed over the course of three days; it was an amazing shift to witness. Lifting the veil that usually hides the ways in which white people have benefitted from racism and other forms of oppression, as well as the ways that white people unintentionally reinforce discrimination and mistreatment can be shocking.
Why does confronting racism in the juvenile justice system matter?
The U.S. stands out in its use of youth incarceration. We incarcerate youth at higher rates than anywhere in the world: five times the rate of South Africa; 15 times the rate of Germany and 30 times the rate of Italy. With more than 75 percent of youth locked up for non-violent offenses, the U.S does not have an alarming crime problem; we have an alarming incarceration problem. And it’s a problem primarily for youth of color. We know that our current youth justice system is not equitable, excellent, or used sparingly and appropriately. Nearly 55,000 youth were incarcerated on any given night in 2013, most (87 percent) for non-violent offenses. The majority (66 percent) were youth of color. Nationwide, youth of color are significantly more likely to be incarcerated than White youth. In 2013:
Black youth were 4.6 times as likely;
Native American youth were 3.3 times as likely; and
An adolescent who has spent time in secure detention is far less likely to attain a high school diploma or consistently participate in the labor force in the future.[2]
When the youth of color created and performed a skit to illustrate the everyday harassment they face at the hands of police in this room full of adults, some of whom have a role in incarcerating them, all involved were transformed. The unfair treatment of people of color and at the hands of law enforcement is and has always been a life or death issue, and while public outcry lifting up this issue is important, finding ways to build bridges across this divide is even more crucial.
In our circle sat law enforcement, juvenile justice system-involved youth and parents, detention center and juvenile probation staff, non-profit leaders, leaders in the school district and staff from the district attorney’s office. We were all there with a single purpose, to decrease the disproportionate level of incarceration of African American, Native American and Latino youth. This was a crucial moment: a group of 30 people living and working in the same county with a rich diversity of perspectives, roles in the community and life experiences spent three whole days learning about the history and current manifestations of racism, listening to each other’s stories, and beginning to build a deeper level of trust.
“I hadn’t wanted to build relationships with the people in this group. I thought I could do the work with you and not necessarily like you. Many of us came to this table thinking that we were not playing a part in the negative impact we were having on youth. My biggest learning is that we need to have a level of trust and if we do not allow the education and vulnerability, we will not be open to own the part that each of us is playing in the dynamics of racial disparities. Without the relationship building and trust we can not move the work forward.” – Committee Chair
Nine months before this day, we met this group because they were in the midst of an intense racialized conflict between two leaders at this table, and the group’s long-time work had come to a halt. Years of tensions bubbling between “community” folks and “systems” people, between white folks and people of color, had risen to the point of ugly accusations and deep hurts. People who had been leading this work were seriously considering walking away.
How did the group get to this point? Years before, community stakeholders in this county formed a committee to address the overrepresentation of youth of color in their county’s juvenile justice system. New partners were asked to be part of that committee, including community stakeholders who had never been included in justice system reform. Traditional meeting locations and times at the courthouse were changed, and Judges, public defenders, prosecutors, juvenile probation and detention staff began going to meetings in the community, sometimes in the evenings, with youth and families who were directly impacted by the justice system. Although the disproportion of youth of color in the system was acknowledged by all, the initial strategies developed by the subcommittee for reducing that overrepresentation had limited impact and fell apart quickly. Furthermore, a lack of a common understanding of racial and ethnic disparities or agreed upon manner to communicate through hard conversations about racism had caused a divide between system stakeholders and community partners.
The dramatic shifts we saw the group take were rooted in the hard work by many people at this table and those that had supported them in the past. For five years they learned to work together as well as build cooperation across sectors. We supported the group to take a step back, rethink assumptions, account for the impact of their actions, and recommit to repairing relationships and backing up each others’ integrity and leadership. The stakeholders now have a renewed capacity to honor their commitment to the youth in their community, address institutional and structural racism together, and are in the process of implementing new practices within their Juvenile Probation Department informed by young people themselves.
“We talk about restorative justice for young people, but we also went through a restorative justice process ourselves. We are more able to have the difficult conversations about racism and I think this has shifted the power in the group. I feel I can bring my full self to the space now.” – Committee Chair
We, the trainers in this scenario, are two people who have devoted our lives to holding space for people to do the deep, challenging, and life-affirming work of understanding how racism operates and of actualizing a commitment to racial equity. As we led this training, it was not lost on us the vast differences we too were bridging. One of us is a formally undocumented immigrant who grew up in poverty and has been deeply targeted by oppression, and the other is a white person whose ancestors migrated to the U.S. with legal privileges from various parts of Europe in the 1600-1800s and has benefited from countless race and class-based advantages.
We are trained in different methodologies for leadership, collaboration and racial equity. One of us is a VISIONS Inc. trainer who has learned how to manage and support individuals to process and shift at personal and interpersonal levels while at the same time shift the culture and structure that lead to disparate racial outcomes. The other is a consultant and trainer at the Interaction Institute for Social Change who has supported groups that have a desire to do racial equity work but are unsure how to make it real. Many such groups have gone through an anti-racism training and then get stuck in a soup of spiraling emotions and an inability to translate the learning into action. Others have made some progress toward reducing racial disparities and are coming up against the roadblocks of cultural clashes that prevent a deeper level of cross-sector collaboration and change. Bringing the sets of tools both organizations have developed to a group that was ready to take their work to a new level of depth was the magic sauce that allowed for the incredible learning and shifts people experienced at this training.
“And now it’s time to get real again and roll up our sleeves, because [even though we have been working on this together for years already] this is just the beginning. There is still a tremendous lack of accountability in our system, a lack of consistency and practice. There are a few people in the entire system that get it – and so we got a long way to go. It is so refreshing and healing to be where we are now and we can take that medicine to keep going. The truth is that young people in our state are being mistreated. I am not going anywhere and neither is the institution we are trying to reconstruct. Language development, protocol, procedure, culture — all of that needs to be a continuous part of the work going forward.” – Committee Chair
During these three days, a few lessons about what it takes for this work to be successful became clear to us:
Break out of our silos – people from all parts of a system need to be at the table, including a critical mass of those most affected by the inequities (in this case that meant having more than one or two system-involved youth of color participate)
Take the time to build a shared understanding of what racism is, and how it operates at the internalized, interpersonal, institutional, structural and cultural levels as well as at the intersection of these
Make room for people to share their stories, and to show up as complex human beings (beyond job titles)
Create a space that allows people to show up with their minds, bodies, and spirits (an interactive learning environment that requires everyone to show up with vulnerability and openness is required; lectures and surface level activities don’t cut it)
Lean into disagreements and misunderstandings in order to build trust and a deeper level of collaboration, which makes the real work possible
Commit to the long-term nature of this work
In our country, images of young people of color being killed or harassed by law enforcement are commonplace. Growing numbers of youth and men of color in prison continue to skyrocket. As the Movement for Black Lives grows across the country, racial tensions simmer. People of color are afraid for their lives. White people are afraid to acknowledge the ways racism continues to define our country and to courageously and non-defensively do their part to undo racism. Bringing young people together with adults who work in the juvenile justice system and other adults that are part of extended ecosystems of support and contact is crucial to address the racial divide that has continued to divide our country and that has maintained the disparities that ultimately hurt us all.
What does it take for people of color, adults and youth to feel safe to fully speak about the negative impact of racism on their lives and for white folks and adults to hear this with out reacting defensively and sinking into guilt? What will it take for young people of color, those most affected by the juvenile justice system, to be seen as experts about the way racism plays out in the current system and about how to create a system where young people of color are not unduly punished for their mistakes, but treated like human beings?
About the Interaction Institute for Social Change: IISC increases the collaborative capacity of individuals, organizations, and institutions so they can find solutions to social problems. Over the past 25 years, we have developed a lens through which we facilitate social change and we bring it to every engagement. IISC invites groups and leaders to shift power dynamics, focus on building networks, and magnify love as a force for social change. Using this collaborative change lens, we see leaders overcome challenges and have astound-ing impact.
Never before have people with such varied histories been so intimately connected, whether because they live in a densely populated urban area or because they are linked online. Communities are struggling together with immense complex problems, from childcare to climate change. This makes being willing and able to facilitate meaningful discussions across differences one of the most important leadership skills of the 21st century.
Solving complex problems means understanding they have a systemic nature. Powerful leaders offer ways to investigate the root causes, in order to look for high leverage solutions and engage non-traditional allies.
IISC is building Big Democracy, the collaborative infrastructure to facilitate sustained engagement by leaders in their organizations and cities.
About VISIONS Inc: Founded in 1984, VISIONS, Inc. (www.visions-inc.org) is a non-profit training and consulting organization, specializing in diversity and inclusion. We have offices in Dorchester, MA; Rocky Mount, NC; and Fresno, CA; and are supported by our highly skilled and diverse team of consultants located throughout the United States and abroad. VISIONS mission is to:
equip individuals, organizations, and communities with the tools needed to thrive in a diverse world.
remove structural and cultural barriers that prevent full and equitable participation.
help create environments where differences are recognized, understood, appreciated, and utilized for the benefit of all.
We realize this mission by implementing a time-tested, insight-driven, process model of consulting and training that supports our clients in becoming catalysts for change and effectively engages all people in the deep, challenging, and rewarding work of authentic inclusion, personally and within their organizations and communities.
[1] The W. Haywood Burns Institute for Juvenile Justice Fairness and Equity, http://data.burnsinstitute.org/about
A recent report out of the University of Michigan and Michigan State University highlights a number of food systems change efforts that have adopted a collective impact approach. Two of these are initiatives that IISC supports – Food Solutions New England and Vermont Farm to Plate Network. The report distills common and helpful lessons across eight state-wide and regional efforts. Here I want to summarize and elaborate on some of the article’s core points, which I believe have applicability to virtually all collaborative networks for social change.
First off, the authors note the importance of context. They quote Margaret Adamek from the Minnesota Food Charter, who points out that “borrowing from other states and initiatives only goes so far as ‘the unique features of each place are what dictate the strategy.'” At IISC, we could not agree more. Complex systems suggest that we cannot bring a cookie cutter approach to change. As such, there is not one single appropriate model for food systems change. That said, the authors discuss common practices that can undergird a diversity of approaches.
Investing time – It always takes longer than you think or want. While this may not be the best marketing pitch for collective impact and network building, it is good to manage people’s expectations. This work is a marathon, not a sprint. Undoing and shifting years of practices, layers of institutional structures and fixed mindsets does not happen over-night. Furthermore, it takes time to build alignment among key players.
Building trust – A recent blog post in the Stanford Social Innovations Review says it all – “In our research and experience, the single most important factor behind all successful collaborations is trust-based relationships among participants. Many collaborative efforts ultimately fail to reach their full potential because they lack a strong relational foundation.” Trust is what binds the efforts together and creates longer-term and more emergent potential.
Change begins and ends with relationships, and a big part of systems change is rewiring and bringing greater depth (trust) to existing patterns of relationships.
Being strategic about communication – Communication really is the lifeblood of networks. It’s what contributes to transparency, trust, social learning and adaptive capacity. Communication is not simply about one-way or one-to-many channels. Having myriad ways for people to connect and find one another helps to deliver value to more people in more ways.
Using stories as strategy and evaluation – In complex systems, stories become an avenue for sense-making as well as a means of capturing diverse human experiences in a system. Stories can also provide qualitative data about how systems are changing, and they tend to have stickiness and staying power that can keep people motivated and coming back.
Powerful stories are like enriched compost that can be fed back into the network to nurture new growth.
Tracking economic impact and other metrics – Arguably, economics underlies every kind of social change needed in this country. What I mean by this is that access to/ownership of resources of various kinds is key to power and self-determination, and affecting every system is the concentration and consolidation of power in ever fewer elite hands. Without tracking whether resources are growing in local communities and flowing and owned in more equitable ways, it is hard to say that we are making truly systemic change.
Engaging diverse stakeholders – Another underlying factor in every systemic issue in this country is the growing crisis of democracy. From small towns to big cities, the composition of the public is becoming increasingly complex. At IISC, we see all of our work as striving in some way, shape or form to answer the question: “How can we build the will and develop the skill of the diverse public to collectively create just and sustainable societies?” We see a future in which we are “all in;” all in providing the information and knowledge needed to understand the issues that affect us; all in making decisions that impact us; all in, and especially those who are most often left out and are most negatively impacted. This push for more inclusive processes and structures is what we call Big Democracy. In this sense, engaging diverse stakeholders is not simply a means but an end in and of itself.
