Posted in Facilitative Leaders

October 20, 2020

Making Network Working Groups Work

Just wrapping up a bit of work with a national network that we at IISC helped to get off the ground 5 years ago, which has seen incredible growth and success in its efforts, and which continues to make progress in these times. For us, what this means is that they have really been hitting on what we call the collaborative dimensions of success – results, process and relationships (see image above). That said, some parts of the network (particular working groups) are humming along more so than others.

In our latest meeting with the network, we helped incubate new working groups (now taking their total to 13!) and also held a gathering of existing working group members to come up with a list of success factors and what they wish they had known at the outset to set themselves up for success. This list will be provided to the new working groups to help them along. I was struck by how many of the items on the list below align with what we teach in Facilitative Leadership for Social Change. While there is no exact recipe for success, we have found over the past 27 years that there are certain practices that create conditions for more likely fluid collaboration. ‘

Here is a list of 27 distinct but related success factors that were identified:

  1. Diversity; people with different skills and experiences, a diversity of vantage points, ideas, and learning curves.
  2. Dividing up roles – facilitator, recorder, timekeeper, liaison, etc.
  3. Willingness to grow and change our roles; not feeling one has to be in the original role.
  4. Establish group working agreements for collective accountability and be open to changing them as needed.
  5. Strong facilitation.
  6. Understanding of the difference between a working group chair and facilitator (these may or may not be the same person).
  7. Ensure everyone feels like they are able to contribute to group conversations if they want to; check for accessibility issues of various kinds.
  8. Intervene around those who would otherwise dominate conversation and shut others down.
  9. Comfort with letting go of an idea once it has been incubated; people understand that when they generate an idea or proposal that it might be changed or critiqued by the rest of the working group, to make it better.
  10. Loosen grip on ego.
  11. Have consistent meetings and touch points – monthly or bi-weekly – to keep on track.
  12. Practice an ethic of love, generosity and forgiveness.
  13. Open up to bigger sources of inspiration and creativity.
  14. Build common language; make sure that everyone understands any acronyms or technical terms being used.
  15. Use a process guide/map for helping working groups in their overall development and work planning; they can adjust as they see fit, but having a framework can be very helpful.
  16. Have an agenda for your meetings and follow it, until it doesn’t make sense to do so.
  17. Set desired outcomes each meeting, so you can determine where any conversation or agenda item is heading and when it’s over.
  18. Make sure your meeting agendas are realistic … put on it what you can actually get to; prioritize and manage the conversation.
  19. Give people time to connect with one another.
  20. Check for agreement and/or for clarity around key points before moving on.
  21. Make sure action items/next steps are captured at the end of each meeting and restated at the top of your minutes/group memory; revisit in your next meeting.  
  22. Conduct process reviews of meetings (what worked, what could be improved); keep what’s working and make changes accordingly.
  23. Keep easy-to-digest minutes/group memories to maintain momentum; having consistent and capable support around this kind of record keeping, including key agreements and next step.
  24. Get meeting minutes/group memories out as soon as possible to everyone, including those who may have missed a meeting.
  25. Support onboarding of new members, so they can catch up easily and step into the flow – think about one-on-one conversations and mentorship.
  26. Provide easy access to/support around accessing shared documents, tools and platforms.
  27. Keep group size manageable – 10 is a nice size; if more consider sub-dividing for certain tasks (think in terms of small group ministry).
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June 26, 2020

From Trauma to Transformative Futures: Four Dimensions

As you review the framework, would you share your responses to the questions below in the comments?

  • What does it bring up for you?
  • Where do you find yourself focusing your thinking and efforts?
  • What might you want to explore, start, continue or further develop, or stop doing in any of the stages?How does the framework help you prioritize and perhaps find empowering areas for action and partnership?


As you navigate the complex times of COVID-19 and racial uprising, consider what it would take to transition through these four dimensions, what needs to be in place, what is already in place, and what we need to reimagine and rebuild.


1 – In the Trauma Dimension: How are we responding to the impact of trauma from COVID, racism, and other shocks?

Racial Equity & Justice:

  • Are we removing racialized barriers to emergency resources? 
  • Are we using a racial equity impact analysis tool to understand and evaluate our response? Even when we feel rushed?
  • Are we recognizing deep racial harm in our organization and networks?

Collaboration:

  • Are we pausing and engaging in quick and meaningful stakeholder engagement to guide our responses and ensure less harm?
  • Are we attending to both relationships and results as we carry out our work?

Love:

  • Are we acting and responding with humility, empathy, and transparency?
  • Are we practicing presence and accountability?

Networks:

  • Are we connecting with diverse networks to gather and share information and foster flows to address critical needs?

2 – In the Reckoning Dimension: How are we grappling with deep distress and the reality of shifting resources? How are we embracing racial uprisings for change? How are we embracing uncertainty?

Racial Equity & Justice:

  • Are we acknowledging inequities revealed by crisis?  
  • Are we acting to undo the racialized impacts of our actions?
  • How are we recognizing the leadership of Black people and what are the lessons for our organizations?
  • Are we remembering and communicating that equity is not the same as equality
  • Are we designing from and with the margins to approach every problem and solution?

Collaboration:

  • Are we engaged in transparent and collaborative decision-making?
  • Are we facilitating conversations and activities to face the pain and opportunity of this crisis, our potential power together to make change, while also planning for next steps?

Love:

  • Are we embracing where people are? Their feelings, conditions, perspectives?
  • Are we modeling vulnerability as a sign of strength?
  • Are we exploring the reality through the lens of love and possibility?

Networks:

  • Are we setting strategic direction with critical partners? 
  • Are we listening for and following the ideas of BIPOC communities (Black, Indigenous, people of color)?

3 – In the Healing Dimension: How are we creating the conditions for healing and well-being?

Racial Equity & Justice:

  • Are we supporting BIPOC people and communities to move through trauma, grief and anger toward joy?
  • Are white people leaning into discomfort, trauma and pain, and working that through with other white allies?

Collaboration:

  • Are we generating and living into community care guidelines to support self-care and collective well-being?
  • Are we designing and facilitating in ways that allow people to process holistically – intellectually, physically, emotionally, and spiritually?

Love:

  • Are we convening grounding conversations that allow for brave space, emotions, and truth sharing?
  • Are we offering resources for healing modalities?
  • Are we acknowledging all paths to healing?
  • Are we meeting pain with action and redistributing power and resources?

Networks:

  • Are we deepening networks and attending to flows of resources that create healing and well-being for people?
  • Are we setting up more distributive structures focusing on regenerative flows of resources of many kinds?

4 – In the Transformative Futures Dimension: How are we envisioning and living into equitable and resilient futures?

Racial Equity & Justice:

  • Are we pivoting from supremacist and extractive practices to what is liberating and life-honoring?

Collaboration:

  • Are we facilitating leaders to envision and invest in equitable and resilient futures?

Love:

  • Are we encouraging building futures from the lessons of love, possibility, and shared humanity?

Networks:

  • Are we fostering a new level of learning, sustainability, innovation and radical collaboration with people and our planet?
  • Are we focusing on systems change and building long-term movement?

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May 13, 2020

From Emergency Response to Resilient Futures: Moving Towards Transformation

Note: This blog was authored as a framework to assist leaders moving people and organizations through COVID-19. Shortly after it was written, the racial uprisings of 2020 began after the many deaths of Black people in the United States. We have since updated this framework to bridge the approaches we believe are necessary for navigating both COVID-19 and racial injustice. Please view this blog and new resource.

As we find ourselves rowing in uncharted, uncertain, and scary waters, feeling like we’re up against waves of deep tension and crisis, we know that we need to row together in new and deeply collaborative ways. Yet under current conditions, many leaders are overwhelmed with concern about their own organizations; their staff, volunteers, Board, constituencies, and networks. We are all problem solving minute-to-minute and facing many critical decisions – decisions which could determine if people have a source of income, if they will receive essential services, and, indeed, even if they will remain healthy and alive.

We need to support leaders at all levels – individually, organizationally, and at the level of the ecosystem of networks around them – to work strategically and collaboratively in this critical moment. We are using IISC’s Collaborative Change Lens, to harness the power of collaboration by focusing on love, racial equity, and networks. We are supporting leaders online, and will eventually support them in-person (yes, that day will come), to plan and move through the stages of transformation offered in this framework during the pandemic and beyond.

Organizations, communities, networks, and even individuals may experience these stages in linear ways. Or, they may dip in and out of the stages at different times as they move through challenges and opportunities. We are supporting them to shift from emergency responses to creating conditions for resilient futures that create regenerative and equitable systems that are sustainable for the longer-term. This includes helping individuals and groups “do what they do best and connect to the rest,” and to act in networked ways to strengthen response and movement.

As you review the framework, would you share your responses to the questions below in the comments?

  • What does it bring up for you?
  • Where do you find yourself focusing your thinking and efforts?
  • What might you want to explore, start, continue or further develop, or stop doing in any of the stages?How does the framework help you prioritize and perhaps find empowering areas for action and partnership?

Facilitate rapid problem-solving and decision-making in the face of immediate needs, heightened risk, chaos, and/or uncertainty.

_____

Collaboration Priorities:

  • Focus on relationships and results for rapid decision-making and crisis management
  • Engage in quick and meaningful stakeholder engagement of those impacted by critical and consequential decisions to generate effective responses.
  • Ground all decisions in what is best for our shared humanity and fate.

Love:

  • Act and respond with love, humility, empathy, and transparency.
  • Let those in critical need know they are not alone.
  • Show up with and model presence and focus.

Racial Equity:

  • Avoid “savior syndrome” and respect the dignity and voice of those most in need in the moment.
  • Recommit to racial equity practices and approaches from the organization’s past that can build resiliency.
  • Anticipate and remove racialized barriers to accessing emergency resources and uniquely tailor responses to account for historic inequities to eliminate disparities in the emergency response.

Networks:

  • Foster connectivity and flows between leaders in various sectors and ecosystems to gather and share information, understand the current reality, and respond to complex problems.
  • Tap into diverse networks to address critical needs and discover new possibilities.
  • Eliminate bottlenecks and liberate the flow of critical resources.

Grapple with the reality of fewer resources and more distress within the organization/community.

_____

Collaboration Priorities:

Love:

  • Shape conversations, cultures, and approaches to exploring the current reality through the lens of love and possibility.
  • Embrace the full complexity of where people are and how they are experiencing current reality.
  • Model vulnerability as strength.
  • Encourage people to reach for connection to experience belonging and avoid isolation.

Racial Equity:

  • Acknowledge and address the reality of stark racial disparities in our social systems that the emergency reveals. Remember and communicate that equity is not the same as equality.
  • Collect and examine data on who has been impacted by your and others’ decisions and how; determine new paths and approaches to root out inequities.
  • Design from and with the margins to approach every problem and solution that can move you toward stability.

Networks:

  • Foster deeper trust and network connections by continuing to exchange ideas and resources.
  • Build a gift culture where people offer what they can for the good of the whole.
  • Set strategic direction with critical stakeholders and partners. Join forces, align, or merge.

Create the conditions for healing and well-being for people in groups, networks, and sectors in which we live and work.

_____

Collaboration Priorities:

  • Model communication and consistent practices of support, cooperation, and coordination.
  • Generate and live into community care and mutual aid guidelines to support healing, refreshment, self-care, and improved physical and emotional well-being of oneself and others.

Love:

  • Convene healing conversations that allow for brave space, nourishment, emotions, truth, and care.
  • Leave channels of communication open for how people are feeling and experiencing things.
  • Remind everyone that individuals will be in different places at different times, and that is okay.

Racial Equity:

  • Make space for people with shared racial identities or a shared purpose to come together to move through and release trauma collectively, and to experience liberation.
  • Design and facilitate in ways that allow people to process holistically – intellectually, physically, emotionally, spiritually.

Networks:

  • Generate new connections or deepen older ones to refresh and heal on individual, interpersonal, organizational, and network levels.
  • Attend to flows of resources that create healing and well-being for people.

Envision, live into, and develop capacities for new and better futures

_____

Collaboration Priorities:

  • Facilitate leaders, organizations, and networks to envision and generate elements of a new future that is different from what was imagined before the emergency.
  • Create emergent learning spaces for people to share what they are experimenting with and learning.

Love:

  • Imagine a future from the lessons and examples of love, possibility, mutual aid, and collective care.
  • Build systems, processes, and practices that begin to manifest the future that you envision.

Racial Equity:

  • Design your vision and future practices by grounding them in the value of transformative equitable well-being and thriving.
  • Pivot from supremacist, extractive practices to what is fundamentally liberatory and life-honoring.
  • Design around the principle of belonging (not othering).

Networks:

  • Foster a new level of equity, sustainability, and radical collaboration with people and our planet.
  • Work in expansive, equitable, free-flowing, and liberated networks for abundance and regeneration.
  • Encourage social learning, experimentation, freedom to fail, and sharing what works and has promise.

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July 11, 2018

Power Dynamics: The Hidden Element to Effective Meetings

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:

  1. Power dynamics are always present in meetings whether we see them or not.
  2. 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.
  3. Meeting designers and facilitators must attend to formal and informal power and the dynamics that come along with it.
  4. Meeting facilitators should be mindful of and acknowledge their own power and enact it in a way that builds the power of the group.
  5. 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.

 

 

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March 22, 2018

Love While Challenging Racist Behavior

This post was originally published on this date in 2016 and we find it enduringly relevant today. It contains a true story and a Facilitator’s Guide for handling situations like this. 

A True Story

At a recent training I was leading for an all queer and multiracial group, an older white man “John” took offense to my use of the word queer.  As an icebreaker, I had asked the group to share in a pair, when did you first know you were queer?  During the debrief, John took time to explain how the Q-word brought back painful memories of the many ways he was shamed growing up.  As he explained, he got emotional and then said “using the Q-word is like using the N-word for me.”  And he actually said the N-word.

The air in the room suddenly got heavy and many people shifted uncomfortably in their seats. The three black men in the group looked stunned, and the rest of the people of color in the circle turned to me to do something. The white man kept talking, completely unaware of that this micro-aggression had caused a change in the room. I waited for a white person to address what happened. But folks remained silent, so just as the next person began sharing, I stopped the process.

“I want to stop and check something out with you and the group. Is it ok if I do that?” I asked John and turned to the group to seek their approval. “John, thank you for sharing the impact that I had on you when I used the Q-word in this circle. I want to account to you for that. I also heard you use the N-word and I am wondering if you would be open to hearing the impact that that word could have had in the space?”

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February 2, 2018

Inviting Productivity with Rays

February 5, we launch a connection/productivity experiment called Rays. It derives from a critical piece of team infrastructure we invented while working at IISC, the secret ingredient to our team’s performance. Without it, we noticed a gap and with it, the work (and our team) flowed more smoothly. That makes us think our little practice could benefit others. So we’ve decided to do an open call for participants.

The practice is a short, daily meeting: Rays. For less than 30 minutes, you will join an online call and share three things:

  1. RAY: something you are grateful for
  2. TASK: something you are doing that day
  3. BLOCK: something literal or existential in the way

There is no solving. It’s just reporting and listening. 

We are inviting people to join us in February (starting as early as the 5th!). You commit to showing up to an online call for 5-days, up to 30 minutes, and sharing.

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November 29, 2017

Strategies for Creating Space for Conversations on Racial Equity

Increasingly, social sector organizations are applying collaborative change frameworks and tools to engage in racial equity transformation. In a pattern reflective of the broader movement for racial justice, employees, often women of color in particular, are challenging organizational commitment to racial equity internally and programmatically. Often people who are ready to take action want to know what they can do to create space for the conversations needed to catalyze racial equity transformation.

The list of strategies below was generated by Marlon Williams, Ratna Gill, Madeline Burke and Kimberly Dumont, during our Fundamentals of Facilitation for Racial Justice Work workshop held in NYC earlier this month.

  1. Data: Use data to identify and initiate a conversation about inequities
  2. Training: Invest resources in training to staff to learn about racial equity and create the space for them to bring insights back to the organization
  3. Elevate Voices: Look for expertise throughout the organization’s hierarchy and give power to those with the capacity to lead, regardless of position.
  4. Personal Capital: Leadership and those with significant person capital can use if in service of prioritizing conversations about equity.
  5. Crisis: Incidents in the news that highlight the impact of our racial disparities can serve as a call to action.
  6. Personal Ownership: A commitment to racial equity should be owned by specific individuals throughout the organization’s structure.
  7. Outside Voices: Bring in outside voices to validate the need and urgency for having a focus on racial equity.
  8. Highlight the Loss: Identify the the risks or potential loss of not having a focus on racial equity.

Have you tried any of these strategies? Is your organization embarking on a journey of racial equity transformation? We can help.

 

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September 19, 2017

Facilitating (and Leading) “From the Chair”

Photo by Siew Yi Liang, shared under the provisions of Creative Commons Attribution license 2.0.

 

One of the questions that often comes up in our popular workshop, Facilitative Leadership for Social Change goes something like this,

“It’s great that I’m learning all of these practical leadership and facilitation skills, but what happens when I’m not the one leading or facilitating?” 

How can we keep things rolling when we aren’t formally in charge and when formal leadership is perhaps not so skillful? My answer: There’s usually some opportunity to lead, ask good questions, and to facilitate from the chair! Read More

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May 8, 2017

Honeybees Build Consensus so Why Can’t We?

One of the many things I appreciate about adrienne maree brown’s new book, Emergent Strategy: Shaping Change, Changing Worlds, are the questions she asks over and over again: what are you learning from nature? how does nature inform your organizing and movement building efforts?Autumn Meghan Brown, interviewed in this book, talks about consensus. Building consensus is one of my favorite practices to teach in IISC’s Facilitative Leadership for Social Change workshop. People love consensus and people hate it; I’ve seen many people struggle with when and where consensus is the appropriate decision making method, and with how to facilitate an effective consensus decision making process.

IISC’s Framework: “Levels of Involvement in the Decision Making Process,” above. © 2013 Interaction Institute for Social Change. All rights reserved.


I believe two reasons for this are that we live in a society with an unhealthy relationship to time, and with a low level of skill for collaborative group process. Autumn says these wise things about consensus:

  • The history of consensus is deeply rooted in feminist and Indigenous movement work
  • Building consensus is the work of collective liberation
  • People want consensus to be an antidote to power, but it is not! Consensus does not require equal status; it requires equal voice.

So back to brown’s question, where does consensus happen in nature? What might we learn from nature about consensus?

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February 9, 2017

What we are learning about building peace

Last year we organised a Peacebuilders Workshop to create space for practitioners involved in peacebuilding work locally to come together and critically appraise our practice and identify the lessons learned about peacebuilding in conflict/post-conflict contexts. The discussion at that workshop calls to mind a number of important aspects of peacebuilding work that align with our approach at IISC.

Peacebuilding requires at its core the kinds of human principles or values which resonate with those required for other kinds of social change work. These include creativity, relationship building, and networks. Read More

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November 22, 2016

Inviting Conversation: Holiday Special Edition

Dreading the conversation over the Thanksgiving table this week?

Not looking forward to reconnecting with a friend, colleague or relative who thinks very differently than you?

How about inviting them into a different kind of conversation—one that enables folks to hear one another across deep divides and to share differing perspectives without inflicting excessive injury.

Tips for Deep Listening

Listening as an Ally

Try introducing the practices of deep listening to unlock a conversation where everyone can both speak their truth and hear other folks’ truths without convincing, berating, or arguing.

Listening as an Ally

Try introducing the practices of deep listening to unlock a conversation where everyone can both speak their truth and hear other folks’ truths without convincing, berating, or arguing. It’s harder than you might think, especially when you think you are right. But remember, these loved ones probably think they are right, too. And, in entrenched conflicts, everyone generally tends to view themselves as the victim and others as holding all the power. Deep listening can be a powerful way to break through all of that.

In these times, deep listening seems more necessary than ever. So, take the risk to really listen to those around you without trying to convert them to your way of thinking. And ask them to take the risk to really listen to you too, without trying to convert you to their way of thinking. Some of what you hear may make your blood boil. Some may make you shake your head in wonder or despair. Some will make you want to ask more questions. This is good – seeking to understand does not imply you agree. Only that you are willing to explore. In the end, if you can use the guidelines shared below, you’ll create a safe space for conversation where you’ll end up still loving one another and you’ll be better informed and better able to engage in the tumult that is our political space this holiday season and beyond. Let us know what you learn!

Tips for Deep Listening

model

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November 8, 2016

National Call to Action for Unity and Dialogue after the U.S. Elections

The Interaction Institute for Social Change invites you to join a National Call to Action for Unity and Dialogue after the U.S. elections. From the moment the election is settled, we call for a peaceful response from Americans, and from people all over the globe, to the results.

We call for a national conversation in living rooms, workplaces, boardrooms, schools, and government offices to foster healing from the divisions that have been deepened by this election, and to explore the common ties that bind us.

We call on Americans to explore with honesty and empathy the role that race, gender, and immigrant status played in this election to create a powerful wedge in our communities. We ask for commitments and plans to remove this wedge, which for too long has deeply threatened, burdened, and dismantled our democracy. It has fostered violence and death and a loss of opportunity and personal dignity. It has constructed glass ceilings and prevented our children from realizing their full human potential.

We call on Americans to talk to each other and not at each other. The use of social media in this election has perpetuated the false notion that we cannot talk to one another or understand one another across differences or party affiliation. This is not true. In the right places with the right facilitation, we can have meaningful and healing dialogue. Unity is not agreement; it is a decision to stand firmly as Americans to embrace ideas and opinions different from our own, and to disagree peaceably in order to foster understanding and better solutions.

We call all Americans into “Big Democracy” – the belief that the public is fully capable of working together to create sustainable, just, and equitable communities. We can provide peaceful ways for the public to come together and – as professor and social activist Carl S. Moore says – “struggle with traditions that bind them and the interests that separate them so they can build a future that is an improvement on the past.” We can create these conditions with shared leadership and shared responsibility, and with the power of love that resides deeply within each one of us.

With this National Call to Action, we call on all Americans to shift the conversation about what is possible. We call on all Americans to communicate, demonstrate, and create places of experimentation to show that it is possible for the public to come together to solve problems and create change.

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