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?
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?
Are we acting and responding with humility, empathy, and transparency?
Are we practicing presence and accountability?
Are we tapping into diverse networks to gather 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?
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.
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.
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.
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.
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.
This week, my boss told me she loved me. It was not problematic, in fact it was beautiful. It was following a few days we had taken as the IISC network to get clear on our next strategic steps, considering how we are part of a movement of racial equity change makers.
While we have spoken for several years about how love is a central part of our collaborative change lens, we are doing an ever-better job of embodying it, first with ourselves and then with our clients.
Cornel West tells us that justice is what love looks like in public. He and others have revitalized a tradition that is more holistic and does not segregate love, both in the feeling state and the action state, from our work for equity. Many have preceded us who carry that wisdom. In gatherings of activists and change makers, I hear people yearning for our full humanity, to be able to have emotions as we work, to feel whole in our beings, to feel like we each belong. In our work spaces, especially when we are working at our life purpose, we yearn for satisfying and impactful spaces where we are paid what we need, can bring a wholeness, and can enjoy people and art. One of our labor foremothers in Lawrence, Rose Schneiderman, put it this way– “The worker must have bread, but she must have roses, too.”
Over the past five years, we have been trying to center love. We do that in light ways, by using the word, and by bringing a variety of practices to our IISC and client spaces: intentional breathing and meditation, appreciations, embodying joy and love as we start a day, reclaiming space and time for fun and playfulness and relaxation. While these can be light touch, they are also not to be underestimated. Too frequently, we and others, make it through many a work day without any of this.
And this year we have been committing to dipping our toes in further. Some of the ways we are experimenting with and aspiring toward love at IISC:
We prioritized a small group of practitioners to imagine what equity work with love at the center looks like and how that differs from an organizing or facts-based strategy
We let each other know that everyone belongs and that everyone is loved.
We take pauses before entering difficult work or conflict settings
We try to start our own and other gatherings from a place of vision and abundance
We are embedding more practices into our training and consulting and coaching work
Love is definitely an emotion and can be expressed in words. It can also be felt more fully if it is in everything we do from how we interact throughout the day, to how we design spaces, to how we use time and build in pauses, to how we deal with mistakes and conflict.
This week, as we gathered around what might be heady material, editing our theory of change and planning our next strategic steps, we used half a day to get to know each other and our cares through honoring ancestors, building an altar, and talking about our fears and anger. And this intent was spread throughout our time.
One activity that many found deeply connecting is described below. I am calling it “Greeting with love and joy.” It was intended to ground, to center joyfulness, and from there to greet one another in silence and with a depth of connection.
These are some of the ways the activities and spaciousness made me feel vulnerable, more willing to share more truth, more open to hearing others and more open to seeing them fully, less reactive, loved.
Love surely is the answer to many questions. And it is not easy. We need to honor the time it takes, and we need to take seriously how to prioritize and integrate love, especially during times of conflict, and in all our work, including finance!
We are curious how love comes to work for you. What are some examples? Where are you feeling challenged?
Greeting with Love and Joy
This activity starts with time in a standing meditation to get grounded and connected to the world around us, to “gather” some elements we might need and to recall a time of joy. We then spend time in silence, connecting to others in the gathering, by walking around and stopping to gaze at another person from that place of joy or love. We end with some music or a chant to allow people to shift back into sound and return to the circle.
Guided breathing to center and to gather elements.
Ask people to stand with legs shoulder-width apart and either eyes closed or gazing down. Lead them through a series of deep breathing:
into their centers.
into their length, grounding into the floor and connecting through the head to the sky, gathering an element from each place.
into their back bodies to feel supported by ancestors and into the front body thinking about their commitment to the work.
into their side bodies to connect to people on either side of them and in the broader community.
back to center to imagine a moment of joy or love, to envision the sound and smells and feel that so they can carry that into the next piece of the activity.
Now let that picture and feeling of joy expand in your body from a kernel in your belly, out through your body, and to begin to expand beyond you.
Walk around for a minute with your eyes mostly down, feeling your joy in your step.
Now, raise your eyes and with the joy throughout your body, stop as you encounter another person. As you encounter each person, you are invited to pause for 10-30 seconds, as you are comfortable, and gaze directly into their eyes. You are bringing your joy & love to the greeting, you are seeing them in their joy, and you are receiving the love and joy in how they are silently greeting you.
Continue this for at least 5-10 minutes so that people can greet most others in the room. Consider integrating virtual participants by having multiple video stations so that participants in the room can stop by those stations to gaze at their colleagues who are remote.
Invite people to return to the circle/their seats. I ended with a short song/chant that I know as a way to bring sound back to the room and transition out of this intense moment of connecting. You can also ask people to journal or share feelings or an appreciation after they return. The intensity is both in insisting that we are connecting from love and in the silent but powerful eye gazing.
The board and staff of Interaction Institute recently gathered to learn from others working to bring about racial equity and to talk about how we build a board structure that supports or propels our work in new ways. To start the day, we did an icebreaker I called, “Reclaim for Liberation.”
A colleague planted this seed. What are the qualities or traits we once had that have been taken from us—by family dynamics or trauma, by histories of oppression, or as we have become adults and try to live in the dominant culture? And which of these do we actually want back?
Sometimes, as we are reaching for liberation, we find ourselves fighting against what exists. What we need more of is the vision of what we are heading toward. And sometimes, we imagine that we need completely new tools and skills and ways of being to get to our vision. What if we actually know (or used to know) most of what we need for transformation?
Growing up in this culture and transforming ourselves to fit, particularly as women and/or people of color and/or queer people, we shed things that are not only elemental to us but deeply important for our ability to move forward. Much of this is related to how white supremacy impacts our ways of being and asks most of us to be much smaller than nature would have us be.
When we did the exercise below, people told each other short stories of what they wanted to reclaim for the journey. The words that came up included play, song, dance, carefree, silly, laughter. And then the members of each small group used their bodies to create a sculpture embodying the words and feelings of their group.
It would have been even more effective if we then had kept those ways of being fully present throughout the day, particularly when more challenging conversations emerged. I would like now for us to practice bringing those skills into difficult conversations and see if they help us to speak and solve together.
Try this meditation and share what you see in the group. Do more possibilities or new pathways forward emerge as a result?
Reclaim for Liberation
Allow 20-30 minutes, ideally.
Let people know that in this work for liberation we sometimes feel that we don’t have all we need for change. And perhaps some of what we need we have lost on the way or was taken from us. We are going to spend time individually and as a group reclaiming some of the lost qualities that can be important to us now.
1. Start with a guided meditation (5-6 minutes to set up and lead people in and out)
Ask people to take up space in the room; to spread out; can stand or sit
Get planted—feeling souls of feet on ground, butt on chair if seated; close eyes or soft gaze
10 deep breaths
Feel your body planted—feel the souls of your feet touching the ground, feel your hands resting on your legs or by your side
Roll each shoulder back—breath into your full breadth, feel connected to those around you
Hear the sounds of the room
Breathe to elongate—feel the roots shooting down from feet, up from the crown of the head reaching toward the sky—feel your full length and integrity
Ask people to travel back in years; begin to imagine a place you felt joy or lightness, a sense of freedom
What sounds do you hear?
What are you seeing around you?
Are there any smells?
Are you inside or outside?
Is this a place you recognize or a specific setting that is important to your childhood?
Are there people around you or are you alone?
Play in this space, enjoy the feelings.
Is there a piece of yourself that is present that you may have left behind? Is there a feeling or essence of that self that you want to bring forward and reclaim? Is there something (playful, clear, relaxed) that may be useful for your liberation today?
Draw people back to the room – come back into your body, hear the sounds around you, become more conscious of your breathing again, take time to come back into the room, and – when you’re ready – open your eyes.
2. In Trios (8-10 minutes) [decide in advance if there are any instructions needed about how to form trios—such as with people you don’t know or with whom you work less frequently]
Each person gets a minute to share the quality that you want to bring forward. Ask yourself: What did I see in my younger self that might serve me in my liberation work today? Share a picture, words or a posture.
Each group decides on a way to share back with the full group—encourage a physical sculpture or representation that captures everyone’s words or the quality of what was shared
3. Share back with group—up to 1 minute per group.
4. Ask people to call out some of the other words or feelings they want to carry into the day. You may want to capture some on a chart so you have a visual for your time together.
5. Decide as a group how you will keep pulling in these useful ways of being. This can be particularly useful if you have decisions to make or tensions to address. Ask people to consider an embodiment of their word or quality before engaging in such a conversation.
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?
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.
At Passover, there is a song about being thankful for each thing we are blessed with. Dayenu means “it would have been enough.” It is a call to appreciate the small things and to recognize that they are enough. And yet, within the “enough” there is a simultaneous recognition that the first gift or step is not enough without the next one.
In a world where racism is rampant, and where the impacts are real – often deadly, even – is there an “enough” in terms of being collaborators for change? It feels like it is never enough when lives are at stake.
On the one hand, there is never enough until we have envisioned and called into being the liberated and equitable and pleasing community that allows us all to thrive. This reality requires a commitment that is bone deep. It is the kind of commitment that requires constant thinking and action to live into new ways. It is held knowing that upending racism and racist systems is something to die for.
On the other hand, each action, each change to the individual and to the system, needs to be celebrated. For that one moment, it is enough. As long as we know that a new moment emerges when more is needed, and the past action is certainly no longer enough.
What is the first step and what is the next one? For many white people striving to be collaborators, the work begins with learning and knowing and then shifting awareness, then teaching, then ultimately embodied anti-racism practice in relationship with other white people and people of color. Perhaps a move from external to internal; from pointing out the faults of others to seeing how, despite best intentions, we are each implicated in racist systems; from tight vigilance to looser living and correcting.
Reading books and learning by black artists and intellectuals who have created parts of the world we want Dayenu
Understanding the history of racism and how it got institutionalized in the US and globally Dayenu
Bringing a new consciousness to my actions as I walk through the world Dayenu
Naming racism in all-white spaces Dayenu
Building authentic relationship across difference Dayenu
Helping other white people along the journey through openness and kindness Dayenu
Showing up as a vulnerable person who can acknowledge my mistakes and own my racism Dayenu
Ongoing learning through books, workshops, conversation, community Dayenu
Contributing to and investing in multi-racial community at work and at home Dayenu
Putting my life on the line Dayenu
The work of a white ally or accomplice is never ending, to be sure. It requires a lot of effort. And yet, it should not be a slog. We are doing this for ourselves as much as for anyone else. We recognize that ending white privilege and white supremacy allows us to be full human beings as we disrupt the notion of superiority on which this country was founded.
In my work in trainings and coaching, I encourage both the ongoing effort and the need to celebrate.
Maybe this is one way to be gentle and joyful in our work for liberation – to celebrate each small step as if it were enough while also knowing that it is never enough until we are all free and that we need to want and to create more.
What does it mean to you to do equity work with both insistence and gentleness, step by step?
“Ours is not the task of fixing the entire world all at once, but of stretching out to mend the part of the world that is within our reach… What is needed for dramatic change is an accumulation of acts, adding, adding to, adding more, continuing.” – Clarissa Pinkola Estes
Pursuing racial equity and systems change is a forever equation. I am noticing that our clients and friends believe that if we just implement racial equity, diversity, and inclusion “the right way,” our organizations, movements, and networks will immediately become effective multiracial ecosystems that produce transformative results.
We will always be undone. People and systems – the very world we live in – are ever changing and reverting and that’s why I have to be honest that the work of racial equity will always be unfinished.
People are always coming in and out of our organizations, some with knowledge of our path to create racial justice and others completely unknowing and beginning the discovery of systemic racism. Even if we root out systems of injustice and racism in specific institutions or sectors, they will exist in other places and invariably slip back into our ecosystem. The world is encased in racial stratification. We can dismantle racism in one territory and it can spread elsewhere as people and their ideas travel.
Oppression cannot be fixed. It’s not a linear proposition. It swarms, grows, gets attacked at moments, dissipates, and then finds its way back into our systems as fearful ways of thinking and unproductive ways of doing. And because we are a species and planet dependent on each other, the chronic patterns of racism can reenter our minds and societies. We are imperfect people in deeply imperfect systems.
We are making progress but it’s not the kind where there’s a clear end in sight. We’re learning together. We’re trying new practices of shared power. We’re rooting out racist policies in our laws and organizations. Our systems are feeling the pressure because of our joint actions.
But we won’t do it “right” and we won’t get it “right.” We will be undone.
But don’t let this disappointment get in the way of persistent bold action.
We will have moments of clarity. Moments of seeing new possibilities. Months of progress in our leadership for equity and justice. Years of growth and learning. Examples of power shifting and sharing all around us. Detrimental laws defeated. It will feel like freedom, like less damage is around and inside of us.
Let’s see ourselves as equilibrium makers, re-introducing people to see the problem of racism once again, re-balancing power as the dynamics return, re-calibrating systems when they revert, revisiting change in ourselves and others with humility, and re-birthing our best nature and ideas toward liberation.
Each of us are needed to extricate the roots of racism. We can still be a constant catalyst for change all the while knowing that we will be undone.
I am becoming pretty good at compartmentalizing – focusing on the work that is right in front of me, even as more tragedy surrounds us and more outrage wells up within me. It’s certainly functional to be able to do that. But I don’t know that it’s always good. Part of me despairs. How many more people – and especially children – have to die needlessly? How is it that in other countries, people experience mental illness, firing from a job, expulsion from school, and all manner of personal tragedy without turning to mass killings? I want to be in the streets. I want to raise my voice with others in ways that will make a big and immediate difference. I want an end to politicians offering “thoughts and prayers.” I know there is power in prayer, and I also know that powerful prayer motivates powerful, compassionate action.
In a workshop the other day, we were exploring the ways that collaborative leadership practices support organizations and networks in pursuing broader diversity, deeper inclusion, and expanded equity and justice. Someone asked me if I really thought we would ever get closer to justice in this country, given the recent sharp turn we’re taking in the opposite direction. I offered two thoughts in response: (1) I think things are getting much better and much worse at the very same time. There is an expanding consciousness of the sacredness of human life and the interconnectedness of people and the planet; and many people who suffer under oppression are finding ways to resist and to build alternatives. That is all advancing and it’s good. And, the forces of racism, sexism, homophobia, zealotry, and more are also advancing, most recently with tacit and explicit support from the White House. (2) As a woman of faith, what keeps me going is anticipating that in 50 years, when people look back on this era, they will see it as the last moments of flailing by a dying beast. May it be so!
I’ve been observing the role of Mercury’s retrograde on my systems. Paying attention to my thoughts and feelings, the shifts and entrenchments. Lately I’ve been feeling a bit stuck. Or to use another metaphor, a bit ungrounded. It’s easy given the flow of information, the speed of communication, and the function of social media to feel pulled in many different directions. In addition, as a consultant, balancing the priorities of several clients at a time can often make it difficult to focus. When this happens I try to strengthen the consistency of my meditation practice and focus on my personal and professional goals to provide a guidepost for my actions.
I realized as I sat in meditation the past few mornings that my sense of purpose had been unattended to for a while. No wonder I felt scattered or ungrounded. Having a clear sense of purpose, an understanding of what I feel committed to and associated goals provides an important filter or straight line through all of the choices I face daily and helps to ground and retain focus. So I’ve been reflecting on purpose, leaning in to what is resonating for me in my conversations with colleagues and what is I am feeling called to in the movement. I’ve also been thinking about what threads together the work I am doing at IISC and my cultural work with Intelligent Mischief.
My commitment, or purpose, is to engage in transformation of myself and others towards liberation. This work aligns with what I do at IISC by supporting the self-empowerment of transformational leaders and by creating possibility for liberatory organizations that can really bring about the social transformation…that world, that speaks of, that “on a quiet day we can hear her breathing.” It also aligns with my work at Intelligent Mischief by cultivating a cultural shift that makes this transformation irresistible through the use of popular culture.
I reflected on what principles underscore this transformation for me…principles we can embody now at all levels to move us in the direction of liberation.
I see this transformation being underscored by a shift from isolation to interdependence, from exploitation to love, from extraction to regeneration & healing, from disconnection to community, from competition to collaboration, from exclusive ownership to the commons, from othering to belonging…and there are certainly many more.
These principles exist currently in practice but are overshadowed by the dominant culture especially at macro levels of society. Capitalism, our current dominant economic system, has been built on the principles that we are transitioning away from. The transformation of this system thus requires creating new systems based on the principles that we are transitioning towards. The question is, how do we expand these principles?
What can be our role at IISC in supporting leaders to develop practices that embody this transformation? In building structures that prefigure this transformation? And what is the transition in alignment with those principles that we ourselves must make as an organization?
I wrote last month of my own work to take more pauses, to pay attention to my body, and to ensure that how I work is more aligned with what I do and what I care about. I started with a story of how slowing down actually allowed me to see my agitation and what was not aligned. I began to understand that not being aligned was partly external– the ways our country is out of synch with justice– and partly internal– my mind was still moving at an unrealistic pace…although my body and breath were beginning to slow.
Let’s consider how this work of aligning, and often of slowing the pace of work, might play out in social change organizations and networks.
We live in a culture that dissuades us from attending to ourselves and to our alignment. I have learned this lesson as a woman in this society that has been taught to attend to others even at my own expense, from a family that is great at doing and acting and less so at being, and as a white person raised in a white supremacy culture that values efficiency, productivity, and movement regardless of impact.
What is at danger, as change agents, if we are not attending to our internal condition and are not aligned?
First, our relationships are at stake. We cannot truly be effective if we are operating in ways that are not healthy for ourselves or for our colleagues. When we make unrealistic promises, get too little sleep, or are short with someone because we are stressed, we are not aligning ourselves with our commitment to justice.
Second, our effectiveness is at stake. If we are working in community and not taking the adequate time to build relationship, we ignore a critical step; even if the event or work gets done, it is not truly as effective as it could be. It is not deep justice work.
Third, our ability to create impact is at stake. We teach people to create great meetings as one of the practices in our Facilitative Leadership for Social Changecourse. We also teach about the importance of attending to one’s interior condition. A great agenda facilitated by a person who does not hold themselves and others with love will likely fall short of its potential.
Lastly, our integrity is at stake. There is no time like the present to see that many people, especially men, in social change work have been of the belief that they could work in movements or in politics and “do good” while simultaneously abusing their power and assaulting colleagues. These are people deeply out of alignment.
As people involved in social justice work, we each owe it to ourselves, our organizations, and our movements to attend to our interior condition and work on aligning such that our values, our mindset and heartset, and our work are functioning in concert.
The simplest way I know to do this every day – and something I continue to grow in – is to take time. That can be time to talk to people and express our kindness, time to express appreciation and gratitude for what we have and what others do, and time for breathing. In a time of assaults on justice it feels counter intuitive to slow down and to breathe more. And yet, what we have been doing for years is not working. Let’s try something new.
A secret I don’t share with many people is that I have trouble reading books. When I went to law school, they made us read so many dense pages of legal reasoning I lost my love of story – until I discovered the podcast. In the comfortable confines of my car I stand witness to stories of personal accomplishment, quirks in our daily lives, and social commentary about our world. The other day one really caught my attention.
It was about Toys R Us, the biggest toy store in America. I love toys and I thought everyone else did, too. So I was surprised to learn that Toys R Us had filed for bankruptcy. Turns out, Toys R Us had invested in bricks and mortar without seriously expanding into the internet sales market. And at the same time, they kept those physical spaces disorganized, stale, and predictable. Amazon swooped in and sold toys at a record pace.
A toy and business analyst said if Toys R Us could have jumped in early and creatively into internet sales they would have avoided their decline. And if they had made their stores places of experience, fun, mystery, and discovery, they could have saved their business that way. He believed they should have created large and open areas where kids could ride around on bikes and play with other toys. He thought another miss was not thinking about how to combine physical toys with technological interactions.
As I was driving on the highway heading into traffic, I started thinking about lessons IISC or our network of clients and partners could learn from this story. Are we missing opportunities for integrating our knowledge and expertise with web-based learning and social media? Are we creating experiences in physical rooms and meetings that kick leaders and participants out of the norm and into experiences of fun, exploration, and surprise? Are we combining online and in-person strategies to more effectively and creatively share learning and ideas around collaboration, leadership, equity, and network building?
IISC is not a for-profit corporation like Toys R Us, and we have different values and approaches from them, but we can benefit from understanding that the way we do our work now and how we do our work may not be the standard for the decades to come.
IISC has started piloting some unique approaches in our workshops, in our consulting work, and through our experimentation with public engagement that use web-based learning, social media memes, and narrative. We are cooking up ways to fashion our training and consulting expertise in modular and less expensive ways so we can share it more broadly. I think that’s an early sign of us growing and stretching. We are pushing ourselves to domore experimenting and I know it’s going to help us stay relevant and live into the power of the future.
What experiments might you try out that will help you live into your future? What’s the risk of not doing so? Supporting leaders, organizations, systems, and networks to engage in social change is never out of date, but the way we as consultants and leaders approach that work might be. We may know at a gut level that something new and different is called for, but are we leaning into what’s necessary to make the leap?
Check out how Toys R Us plans to turn around: https://www.reuters.com/article/us-toysr-us-bankruptcy-brandon/toys-r-us-ceo-sees-future-with-smaller-shops-idUSKCN1BV2Y7