Tag Archive: Fundamentals of Facilitation for Racial Justice Work

July 30, 2021

Rules of the Road for Change Agents

Image by Eddi

We recently wrapped up a series of workshops for members of the Wallace Center‘s Food Systems Leadership Network focused on Organizational Change for Racial Justice (OCRJ), which was adapted from our IISC workshop Advancing Racial Justice in Organizations (ARJ). This offer was made by IISC under the auspices of The Wallace Center’s CORE Project, and with generous support from the Garfield Foundation. It was a wonderful and challenging experience for our collective Wallace/IISC team, as we welcomed representatives from 21 different food systems-focused organizations from around the US, along with a talented group of 16 small group facilitators who had participated in a customized Fundamentals of Facilitation for Racial Justice Work (FFRJW). That made for over 80 participants over 4 four-hour sessions, that took people from fundamental DEIJ concepts to change process design work to anticipating inevitable roadblocks and detours. We deeply appreciated how people showed up and went along for the ride, giving us helpful feedback along the way, and ultimately sharing all that they had taken that sets them up with a stronger foundation to do the work.

As we wrapped up our final session, my colleague Erika Strong shared an excerpt from a piece by Herbert A. Shephard, “Rules of Thumb for Change Agents,” which appeared in the OD Practitioner in December 1984. It has appeared by permission in our course Collaborative Social Change: Designing for Impact in a Networked World. And we now include it in many of our racial justice trainings as a way of bringing focus back from systems to individual and groups of change agents, and what can support them in doing this work over the long haul. These are re-shared below with some additional commentary.

  1. Stay alive, literally and figuratively. The work is indeed long and often hard. And it can also have its moments of joy and satisfaction, as we experience connection and development of different kinds. But this does not happen if we are not enlivened, or breathing, in a deeper sense. Self and community care is crucial.
  2. Start where the system is. This is about getting clear-eyed about where things actually are, which comes not just from an initial assessment, but over time, especially as people try to do things differently. Action is certainly about trying to make change, and it is also about nudging living organizational/social systems to see how they respond, so that we better understand defenses, patterns, logic, etc. Starting from where the system is not can waste valuable energy.
  3. Speaking of energy conservation, another guideline is to Never work uphill.
    • Don’t build hills as you go. Don’t make the work more difficult than it needs to be, or too insurmountable for people. It is not easy to begin with, requires stretches, but putting people in panic or overwhelm mode does not help. Use accessible language, make clear asks, try not to overly trigger people’s defenses.
    • Work in the most promising areas. Look for early wins. Because this always inspires confidence, that change is possible, and it can build a sense of accomplishment and community. Don’t try and tackle it all. We encourage people to start with a couple of areas in their organization/community/network where you can start and then build/connect.
    • Build capacity. Don’t go it alone. Build your team! As Maya Angelou once wrote, “Nobody, but nobody, can make it out here alone.” Start with your core/design/equity team. Let them become a model for the rest of the organization. And share transparently about how you are working, as there is much to be gained from trying to create network effects through this work.
    • Don’t over-organize. Don’t fall into the trap of the perfect becoming the enemy of the good. Yes, get necessary supports in place. Yes, do some initial assessment and grounding, and then know that a lot of the learning will come through acting, trying out different things, and iterating as you go. And you want to leave place for others to add their ideas and initiative.
    • Be bold. Doing this will send important signals to those around you, be a “chaotic attractor” of sorts, will help you identify allies and some of the strongest blockers. And given the many roadblocks that come up, boldness is an important energetic counter, especially when held by an even small but mighty group.
  4. Innovation requires a good idea, initiative, and a few friends. The idea for change does not need to be perfect, it needs to be “good enough” (reasonably well informed), have legs (can be put into action) and people who are willing to try it out.
  5. Load experiments for success. This connects to much of what appears above, along with being as clear-eyed as possible about what is actually happening in any given system in any given moment.
  6. Light many fires. Don’t rely on only one intervention or one place in a system to create change. A few interventions in different places, especially when connected, can help create ripples of change over time.
  7. Keep an optimistic bias. Negativity bias is real, and can help us to be both realistic and to survive. And it can also quickly kill ideas and initiatives outside of “the norm.” Part of the value of finding a few friends to move things forward is developing a core group that can maintain and spread an attitude of positivity and possibility.
  8. Capture the moment. Timing may or may not be everything, yet is can matter immensely. Staying tuned in, in both a collective and holistic sense, to what is changing and where energy might be shifting and effort applied is key to being able to nudge living systems in more just, prosocial, and sustainable directions. And it turns out, there is something of a science around “when” decisions.

This is not an exhaustive list, by any means, and we are always eager to hear what you would add.

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April 15, 2021

Prompting Organizational Change for Racial Equity

Image from Keith Hall

“America is an old house. We can never declare the work over. Wind, flood, drought, and human upheavals batter a structure that is already fighting whatever flaws were left unattended in the original foundation. When you live in an old house, you may not want to go into the basement after a storm to see what the rains have wrought. Choose not to look, however, at your own peril. The owner of an old house knows that whatever you are ignoring will never go away. Whatever is lurking will fester whether you choose to look or not. Ignorance is no protection from the consequences of inaction. Whatever you are wishing away will gnaw at you until you gather the courage to face what you would rather not see.” 

– Isabel Wilkerson, from Caste: The Origins of Our Discontents

This year’s 21 Day Racial Equity Habit Building Challenge, for which we partner with Food Solutions New England, features a repeat topic from challenges past on organizational change for racial equity. This is a strong focus for us at the Interaction Institute for Social Change, through our consulting work as well as our workshops: Fundamentals of Facilitation for Racial Justice Work and Advancing Racial Justice in Organizations. Already this year’s prompt has created a lot of conversation, so we thought that we would share it as a blog post here, given how generative it seems to be. Each daily prompt for the Challenge follows an arc of Learn-Reflect-Act-Go Deeper, which you will see reflected below.

01 Learn 

Institutional racism shows up in both formalized and informal ways, from human resources policies that privilege white-dominant norms of “professionalism” to cultures that instill a sense of belonging to those who feel more comfortable in norms of whiteness. We invite you to watch this 3-minute video summing up institutional racism in the US, and to read this article on equity and inclusion as the basis of organizational well-being.  

To disrupt institutional racism, it is helpful to first name it, and also to locate where your organization or group it is on its journey to becoming actively anti-racist, equitable, and oriented toward “belonging.” Consider reviewing both this continuum on becoming an “anti-racist” organization as well as this graphic of the “predictable phases of race equity work.”

Image from DRSWorkbook

02 Reflect

  • Where would you put your organization, business, community, or school on these two continua? Is this helpful? If so, how? 
  • Where would you ideally like to see your organization or group? What would it take to get there? What is your next step?

03 Act

  • Bring one or both of the continua mentioned above to your organization or group to spark conversation and commitment to equity internally. 
  • You might also consider doing this assessment of your organizational readiness to move on a racial justice agenda (there are questions for Organizations of Color, White Organizations, and Multi-Racial Organizations). 
  • As you contemplate doing internal organizational change work, consider some of the holistic supports that are helpful in undertaking this work.


04 Extra Resources for Going Deeper (time permitting)

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January 30, 2013

Coming Down For Justice

My colleague Cynthia and I are in the midst of delivering IISC’s newest course, Fundamentals of Facilitation for Racial Justice Work, here in Springfield, Massachusetts.  Together with a group of dynamic and committed change agents, we are engaged in hands-on exploration of a variety of process and content tools so that we are able to better serve as facilitators towards the ends of racial equity and justice.  Part of our discussions today will focus on how we can maintain our center amidst triggering situations and use our identities to advance the work. Read More

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March 16, 2012

Transforming Race

“We will never let the pain have the last word. We’re bigger than the things that happened to us and held us back. Our parents had a bigger vision… We will win this century in the name of liberty and justice for all!”

-Van Jones

Reporting in from Columbus, Ohio, where we spent Thursday helping to kick off the Transforming Race 2012 Conference, hosted by the Kirwan Institute.  This year’s theme is “Visions of Change,” and the tone was set by this evening’s keynote from Van Jones.  His call to was to embrace a “deeper patriotism” where “diversity is the solution to pretty much every problem we face in the new century.”

Melinda (pictured above on the left), Cynthia (right), and I (middle) made our first conference contribution by way of yesterday afternoon’s session on “Facilitation Skills for Racial Justice Work,” a fuller experience of which is available in our upcoming 2 day workshop in Boston in early May, Fundamentals of Facilitation for Racial Justice Work.  Follow more of the discussion today and tomorrow via Twitter through hashtag #TR2012 or #TransformingRace.

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December 28, 2011

A Year of Multitudes

multitudes

|Photo by ad551|http://www.flickr.com/photos/aaddaamn/5196833268|

As 2011 comes to a close, we here at IISC can look back on a year full of multi-stakeholder change work. I think I can speak on behalf of the entire team when I say that it has been our pleasure to contribute our process design, facilitation, and collaborative capacity building skills to a range of differently scaled social change efforts, linking arms with convenors and catalysts in a variety of fields.  These have included (to name a few): Read More

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