As mentioned in a previous post (see “A Network Leadership Institute Goes Virtual With an Appeal to the Senses”), this summer, the core convening team of Food Solutions New England was able to attend a number of different trainings to heighten the team’s awareness and facility around issues of trauma and racialized trauma. This was made possible through the generosity and understanding of the Angell Foundation, which has supported FSNE in offering the Network Leadership Institute since 2016. Last year, in light of COVID, the calls for reckoning and repair, and so much uncertainty, along with the very place-based nature of the Institute to that point, we elected not to jump into the virtual fray. Instead we took a step back, and had some deeper conversations about the future of the NLI, what we had learned over the past years, how we wanted to evolve the offering, and what new capacities we needed as a team and broader network.
Now we are poised to offer the 5th Institute over the next six months (September 2021-February 2022), anchored in 6 day-long virtual sessions, complete with many of the same components we have had in the past: (1) community and relationship building, (2) grounding in the history and present work of the Food Solutions New England Network, (3) meeting and hearing from other food system leaders and change agents in our region, (4) sharing practices to cultivate personal and collective resilience, and (5) developing deeper collaborative and networked capacity to realize justice, equity, sustainability, and democracy in our regional food system. In addition to these six sessions, we will offer a number of optional inter-session gatherings, in the early evening, with either a cooking demo, relevant movie (such as Gather and Homecoming), or special speaker.
We enter into this year’s offering knowing that the baseline for our work is connection and care. And thanks to Jerrilyn Dixson and team at Progressive Therapy, LLC out of Jackson, MS, Cultural Somatics Institute, Class Action and Quabbin Mediation, we have more enhanced sensibilities related our collective work for equity and well-being. What appears below are some of the lessons that we are bringing to this year’s Institute, and all the on-line gathering work of FSNE.
3 Realms of ACEs (sources of child trauma)
Important overall learnings and take-aways…
Class is not just wealth; class is about a combination of resources + culture (status/power/education, etc.)
Class can be a driver for anxiety, stress, comparison, confusion, shame, inner resistance …
The levels of classism can mirror and connect to the levels of racism (internalized, interpersonal, institutional and structural).
Harm-doing can take many different forms, including: racism, sexism, misgendering, aggression, unpaid labor, miscommunication, exploitation, abuse …
At least 70% of people have had at least 1 traumatic experience; thus, trauma is the norm, not the anomaly
6 core principles of trauma informed care: safety, trustworthiness and transparency; peer support and mutual help; collaboration and mutuality; empowerment, voice and choice; attention to cultural, historical and gender issues
“Trauma happens when people feel disconnected,” not seen, heard or valued.
Connection is the energy that exists between people when they feel seen, heard and values and when they give and receive without judgment.
Challenging behaviors are almost always about creating connection and/or safety, even if that doesn’t seem to be what’s going on to the outside observer of the behavior
The concept of “protest behaviors” — these are things people do to get what they need to feel connected, when not getting their needs met. These show up in all different kinds of ways — be on the lookout.
Make sure to offer assistance with technology and do not assume, or convey the assumption, that everyone is comfortable with any given technology or technique.
Build community agreements collaboratively and by consensus.
Ask people to name any accessibility needs, discomforts and triggers (this could be done in a survey and/or during group activity).
Create safe and soothing space (white noise to drown out distracting noise or to let people know that what they are sharing is not carrying beyond the room, soft/relaxing music, natural imagery, calming scents)
Be aware of your own triggers as a trainer/facilitator/coach – realize it isn’t the person, it is the action andthe interaction. Recognize, take a break. Have a code between facilitators for when one of us is triggered and needs to step out to re-regulate.
Consider having a “3rd party” (not one of the facilitators) that a participant can talk toif there is a perception that the challenge lies with the facilitation approach.
Use a grounding/re-connecting exercise or opportunity after a challenging moment or episode of disconnection in a group (breathing, movement, shaking, tapping, etc.).
Use a scale of 1-10 for mood check/how people are entering or leaving space. Use a scale of 1-10 on how connected you as facilitator feel to [the group or the topic we are working on today.
Invite people to make themselves feel comfortable as participants (bring fidget toys, food, water, something that makes them feel at home).
Pay attention to the choices of colors, images, etc, in the slides that you use.
Create some predictability and transparency by sharing goals and the agenda of a session in advance, along with timeframes, roles, expectations and any supplies/materials needed.
Stay online 15-30 minutes after a session for anyone who would like to talk more.
Agree on a hand gesture signal that allows people to take space as needed (i.e. when they want to leave the room to use restroom or take an unscheduled break).
Consider structuring in identity-based caucuses. Give them topics and structure. Use when needed or desired.
Use entry passwords, and make sure everyone in the group can get easy access to them, for virtual settings, ensuring that all feel it is literally a safe space
Apprise guest speakers of group agreements, before they show up and brief them on the vibe/pet peeves. Let the group know this is being done to demonstrate you value the trust-based environment you are trying to create.
Have mental-emotional-spiritual health and support resources information available.
Should things get volatile with someone who is triggered, reflect back (name the behavior), create space for them to be heard, do not take it personally and check your privilege …
Be ready to recognize if an individual is not ready for the group or program (and vice versa) after employing all of these practices. No one person is bigger than the mission/goal. Have procedures in place for non-compliance that maintain the dignity of all.
Have a “consent/agreement” about actions that will be taken should challenges arise, including the possibility of determining the program is not the right fit for participant. “In the event of a conflict or a feeling of harm being done, here are [2-3] ways to start the process of addressing or resolving the issue. If, even after these efforts, the challenges remain, we may collectively decide that this program is not a good fit for your needs….”
“Non-violence is the constant awareness of the dignity and humanity of oneself and others. Non-violence is a courageous acceptance of active love and goodwill as the instrument with which to overcome evil and transform both oneself and others.”
Wally Nelson, African American civil rights and peace activist (1909-2002)
“True belonging is the spiritual practice of believing in and belonging to yourself so deeply that you can share your most authentic self with the world and find sacredness in both being a part of something and standing alone in the wilderness. True belonging doesn’t require you to change who you are; it requires you to be who you are.”
Transformative change in the food system will not happen unless we work towards racial justice and equity.
Anderson, S., Colasanti, K., Didla, N., and Ogden, C. (2020). A Call to Build Trust and Center Values in Food Systems Work. Michigan State University Center for Regional Food Systems.
In September of 2019, I was fortunate enough to be invited to co-facilitate a gathering of over 70 people from across the U.S. to learn from one other about the work of coordinating state and regional level food system plans. At least that was the initial idea. The gathering was convened by the Center for Regional Food Systems at Michigan State University. I was joined in this work by the very generous and talented Noel Didla, Sade Anderson, and Kathryn Collasanti. As is the case with so many good things, the out of the gate vision for the convening gave way to a more emergent planning process that moved us away from purely technical practices and knowledge sharing to the more complex and adaptive work of bringing people together across various lines of difference to have “real talk” and wrestle with tough questions.
What became clear very quickly, with the leadership of Sade and Noel in particular, was that considerations of racial equity and economic justice had to be at the center of our design and facilitation. That included:
how we got in “right relationship” with one another as a team
how we framed the gathering for invitees
who was invited to attend and present at the gathering
the choice of where to have the convening
the way we designed both the agenda and the gathering space
the way we held what essentially became one rich two-day conversation
“I am taking away a lot of thoughts about meeting structure and facilitation from the overall convening planning, structure and flow. The structure of the agenda to put racial equity at the forefront and the structure of the conversations that allowed for honest discussion and audience participation was very effective and made for interesting conversations. These are techniques that would be helpful for us to use in our presentations and to share with food policy councils.”
2019 national gathering participant from the Mid-Atlantic
What we experienced during and heard after the event was pretty encouraging – how for many this was one of the best “conferences” they had ever attended, how people left challenged and inspired, how many of the conversations we started at Wayne County Community College stayed with people and continued.
Our original intent as a co-facilitation team was to write up a report of the event not long after we arrived back in our respective homes. Instead, things simmered for a while and the right time to wrap up the writing emerged during COVI19, as certain things that we had already been emphasizing were put into more stark view.
The linked publication, entitled “A Call to Build Trust and Center Values in Food Systems Work,” is meant to be a way to holding ourselves accountable to the work of racial justice by sharing our reflections on two practices to advance equity that anyone can incorporate into their life and work: building trust and centering values. Here we describe what these threads looked like in this national gathering—including both our personal experiences of the process, the practical event decisions we made, and more about what what participants had to say.
Our collective hope is to challenge readers (and ourselves) to consider the many ways in which food systems activity is either welcoming or exclusionary and either embodies equitable belonging or perpetuates “othering.” And because the conversation must continue, we welcome any reflections and reactions, including how you are leading with values, including racial equity, and trust in 2021.
Allen’s book provides a lot of food for thought. It is an exploration of a series of design principles from mature ecological systems (living systems) and how these can be applied to human organizations. These principles include:
Run on sunlight (tap the power of photosynthesis/positive energy)
Waste is never wasted (conserve energy, cultivate wise use)
Fit form to function (and function to purpose, paying attention to context)
Reward cooperation (respecting connection and interdependence)
Bank on diversity/difference (for intelligence, resilience, adaptation)
Curb excess from within (via feedback loops)
Depend on local expertise and self-organization (for more response-ability)
Tap the power of limits (constraints can inspire creativity)
In the first chapter, Allen also highlights some of the key dynamics of living systems that provide a better understanding of how generous and generative human organizations might operate. These include:
Living systems are interdependent – change in one part of the system influences other parts of the system in expected and unexpected ways
Living systems become more diverse as they evolve
Living systems are never static; they are always in flux
Living systems are filled with feedback loops that facilitate evolution
Living systems cannot be steered or controlled, only attracted or nudged.
Living systems only accept solutions that the system helps to create
Living systems only pay attention to what is meaningful to them here and now.
As I was reading, I pulled out a number of quotes and posted them on Twitter, which provoked some fun interactions. Many of these have to do with the underlying network structure and dynamics of living systems, for which I have a particular fondness. Here is a sampling, that will give you a taste of the book and perhaps entice you to dig deeper. Curious to hear what thoughts, feelings and sensations these inspire:
“Once we shift our worldview to seeing our organizations as living systems, then we can begin to see that generous organizations behave more like dynamic networks rather than traditional hierarchies.”
“The quality and authenticity of the relationships between people, and between people and ideas, increase the flow of positive energy in organizations.”
“The structure of nature’s network, the connections and interdependencies, allow the living system to self-regulate, adapt to changing conditions and evolve to survive.”
“Mutualistic relationships can help buffer partners against extreme conditions, open new niches for both partners, and amplify the baseline of resource acquisition.”
“Diversity allows for multiple ways that nutrients can be exchanged, making the entire system more resilient.”
“Opposition is necessary for wholeness.”
“When we recognize organizations are in constant movement, we then see organizational strategies as adaptive cycles instead of linear constructs.”
“We need to let go of the assumption that all of our assets are tangible.”
“Wet sand operates like a network. It is made up of grains of sand held together by saline. When it encounters force, those elements combine to resist; however, when it encounters a slow entry into its system, it accepts the presence of our foot. Living systems are networked and the nudge and wait for change is very effective in influencing them.”
“Generous organizations are open to the wider world. There are no silos in a generous organization.”
“What if a job description articulated a philosophy of relationships and connections that this person would need to develop and maintain while doing their job?”
“What would leadership look like if its highest purpose was to ensure that future generations thrive?”
Currently engaged in a number of state-wide and regional network-building initiatives focused on food, health and education system change, I am beginning to see some interesting patterns across efforts to build connectivity-based and more fluid movements for change. Watching these dynamics unfold, I can’t help but come back to one of our foundational frameworks at IISC, what we call the R-P-R Triangle, for all that it has to offer our thinking about network strategy and success.
This framework (see below) makes the point that any kind of collaborative endeavor is a multi-dimensional affair when it comes to the core determinants and definitions of success. Of course, many of us come to “net work” and collaborative efforts eager to see results, to work in new ways to have greater impact on the issues that we care most about. Without concrete results or “wins,” it is hard to keep people engaged and morale up. But results are just a part of the story, and the big results may take some time in coming.
“New paths of flow are needed for new patterns of organization that are resilient.”
– Sally J. Goerner, Robert G. Dyck, Dorothy Lagerroos, The New Science of Sustainability
This post builds on a post from a couple of weeks ago, looking at how in a time of pandemic, with viruses revealing other viruses (racism, othering, oligarchy, mechanical thinking run amok), and triggering viral responses of various kinds, this is prime time to cultivate network literacy and strength. In this post I want to highlight the importance of “flow network science” or the “energy network sciences.” These fields stretch across disciplines and look at how nutrients, information and other vital sources of energy move through the structures of living networks.
Dr. Sally J. Goerner and her colleagues (Dan Fiscus, Brian Fath, Robert Ulanowicz, and others) have looked at how certain features of systems-as-networks (communities, ecosystems, economies) contribute to their long-term health and thriving, including diversity, intricacy, adaptability and robustness. A key is to focus on those dynamics that support the self-renewing (regenerative) and saluto-genic (health promoting) capacities of living systems as and so that they evolve and adapt to disturbances in their environment (which is really an extension of their being!). A big part of this is not just focusing on the pattern of network connections, but what is moving through those connections, including quality and velocity of those flows, from whom and to whom.
At IISC, we are fielding lots of questions right now about what networks are doing or should do to not only to respond to the COVID19 emergency and achieve some semblance of stability, but also to build pathways to better, more resilient and equitable systems. Taking a cue from what we are observing and what we are learning from energy network sciences/flow networks, some of the things networks can do and are doing include:
Weaving and convening diversity to foster systemic intelligence and resilience
Distributing power and intelligence to enable rapid and timely responses in different parts of “the body”
Circulating accurate and accessible (curated) information in various forms (text, visual, audio) throughout “the whole” to support diverse learning and adaptation
Facilitating effective (clear, concise, well-timed and spaced) communicationand conversation to help people stay grounded, focused and moving on what matters
Disseminating elements of opportunity- and abudance-based narratives that encourage people to lean into these times and not flee from or freeze in the midst of them
Identifying and circulating a variety of nourishment (multiple forms of “capital”) widely (especially to those who are otherwise undernourished) in the form of money, ideas, in kind support, and other resources
Promoting robust exchange to support innovation, learning and systemic vitality at different levels
Creating safe and brave spaces for people to share their challenges and successes, get peer-assists, give and receive emotional support that encourages risk-taking and further venturing into uncharted terrain
Designing and carrying out network activity and engagement with an ethic of love (“seeing others as a legitimate others”), care, generosity, abundance, common cause, mutualism, transparency, inclusion, equity, and our full humanity (minds, bodies, hearts, spirits)
And we can “double click” on each of the above to delve deeper into the “who” (roles and relationships), “how” (processes), which we are actively doing with a variety of groups, and will share more of what we are learning in future posts and webinars.
And in that spirit of learning, please share what you are learning and would add with respect to what networks can do and are doing to create pathways to the new and the better.
“Words are how we think, stories are how we link.”
– Christina Baldwin
Last week I had the privilege of facilitating a two-day Network Learning Lab for a remarkable group of conservation leaders and network weavers. I co-designed the session with Olivia Millard and Amanda Wrona of The Nature Conservancy (and at the instigation of Lynn Decker of the Fire Adapted Communities Learning Network) to connect and strengthen the capacity of those working at the intersection of ecosystem health and human/community development while building networks at local, state, regional, national and global levels. Our design was informed by input given by the participating network weavers themselves about their core challenges and learning objectives, while leaving room for the unexpected – enough spaciousness for the network magic of emergence to happen.
As with other network leadership institutes that we at IISC have had a hand in designing and facilitating, the experience last week had as its foundation plenty of opportunities for the cohort to authentically connect, to get to know one another on both professional and personal levels. And as with both leadership development sessions and ongoing network development initiatives that we support, we turned to storytelling as a way to create bonds and understanding. This included time for the participants to tell brief stories about their networks, doing so in 5 minute informal bursts sprinkled throughout the two days (which could also have been done as Pecha Kucha or Ignite presentations). The intent was to create a bit more understanding of what might make each network unique in its aspirations, attributes and accomplishments and to whet people’s appetites for further conversation at breaks, meals and into the evening.
“There is no greater agony than bearing an untold story inside you.”
– Maya Angelou
We also set up a couple of exercises within the first hour of the lab for people to hear more about one another’s paths to the work they currently do, not by ticking off their resumes, but by telling stories about what happened to and moved them to be where they are now. Time and again, when I facilitate this kind of exercise, it shifts the tone of the gathering in the direction of greater openness and trust. And as we touched on in our debrief of those exercises, inviting that kind of storytelling into our work can send a signal about what is validated with respect to forms of knowing, expression and parts of ourselves to bring to the table. Along these lines, we also drew from poetry and other forms of creative expression, including a stanza from a favorite William Stafford piece, “A Ritual to Read to Each Other” which, to me, gets at the heart of network building … Read More
This is a follow-up post to one from a few months ago focused on public engagement structures as important contributing factors to community resilience. The previous post ended by noting another important part of the engagement for resilience story is process.
For work we at IISC have done in a variety of communities, we have strived to ensure that public engagement processes are accessible, equitable, contribute to self-empowerment and community resilience, and get to other meaningful and desired outcomes. To this end, we have brought a number of process design considerations (see list below), all viewed through our collaborative change lens, which lifts up power, networks and love as central features to building real capacity for change. Read More
In 2015, the Food Solutions New England (FSNE) Network Team began a year-long process to better understand how we could support the region in achieving the New England Food Vision. The Vision describes a future in which at least 50% of our food is grown, raised, and harvested in New England and no one goes hungry. It looks ahead to the year 2060 and sees farming and fishing as important regional economic forces; soils, forests, and waterways cared for sustainably; healthy diets as a norm; and racial equity and food justice promoting dignity and well being for all who live in New England. Read More
Photo by Randy Read|http://www.flickr.com/photos/randyread/3583187019|
In an article in Fast Company, entitled “The Secrets of Generation Flux,” Robert Safian writes that in these uncertain times, there is no single recipe for success. Safian profiles a number of leaders who have been relatively successful at riding the waves in different ways, and notes that they are all relatively comfortable with chaos, trying a variety of approaches, and to a certain degree letting go of control. This resonates with our experiences at IISC helping people to design multi-stakeholder networks for social change. For example, even in a common field (food systems) and geography (New England) we witness different forms emerge that suit themselves to different contexts, and at the same time there are certain commonalities underlying all of them.
The three networks with which we’ve worked that I want to profile here exhibit varying degrees of formality, coordination, and structure. All are driven by a core set of individuals who are passionate about strengthening local food systems to create greater access and sustainable development in the face of growing inequality and climate destabilization. They vary from being more production/economic growth oriented to being more access/justice oriented, though all see the issues of local production and equitable access as being fundamentally linked and necessary considerations in the work.
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
Just coming off of co-delivering a 2 day Pathway to Change public workshop at IISC with Maanav Thakore, and I’m continuing to think about how important context is to the work of social change. In particular, I’m thinking about how seeing the foundation of all change efforts as being fundamentally networked can yield new possibilities throughout the work. There is the change we plan for, and the change that we don’t plan for and perhaps cannot even imagine – emergence. This is the stuff of networks, of living systems, of decentralized and self-organized activity, which can be encouraged and supported but not often predicted or controlled. And that’s not necessarily a bad thing.
I posted the following about five years ago on this site, and have been actively thinking about and experimenting with its core lessons ever since. I have only become more compelled by the need to bring a living systems orientation to work for social change. Curious to hear reactions and what you are already doing to apply insights from and living systems.
Last week I was in the presence of a master. For more than 25 years, Lauren Chase-Rowell has skillfully and intuitively cultivated the land around her house in Nottingham, NH to the point that it exists in great harmony with the beautiful farm house, people and fauna occupying that space. Lauren is an ecological landscaper, organic farmer, and permaculture design teacher. Her home, Dalton’s Pasture Farm, is a vibrant classroom and testament to the possibility of practicing “earth-centered living.” Read More