If you have followed this blog in the past week and a half, you know that the IISC staff completed an intense and valuable retreat last week, focused on issues of power and privilege as they manifest in our organization and connect to the ways that we show up and are perceived in the world beyond our walls. Last time I blogged about this event, I mentioned my take-away about the challenge and importance of embracing paradox. With a week’s worth of time now to reflect, I am happy to report that the conversation continues internally among staff, and I for one am seeing movement. There is plenty of dialogue about how to keep the momentum going, to maintain and firm up our hold on the individual and collective truths we accessed last week.
It turns out that one commonly shared insight about staying on track was, drum roll please . . . Read More
I’m keen on redefining my relationship with “stuff.” I think it is an essential aspect of truly being in movement. Consumerism is at the heart of the challenges we face as a humanity. When was the last time you watched “The Story of Stuff?”
I have no intention of becoming a monk, so as long I have to buy some stuff, why not be as conscious as I can about it? A BIG reason why I like this IOU Project.
|Photo by Robert Higgins|http://www.flickr.com/photos/37893534@N07/4779016818|
“Stakeholder” is a big word in our practice at IISC. When it comes to our collaborative change work, we take stakeholder analysis very seriously, in certain situations spending a few days to complete this critical task. The aim is generally to surface the names of those groups and individuals who as a sum total will help to ensure that we have the system represented in the room. What this means is pushing people, at times, into uncomfortable places to consider typically unheard voices and those they have outright resisted inviting to the table but without whom they could not hope to make the kind of change to which they aspire.
Typically we engage in a conversation with our clients and partners that asks them identify, in the context of some given change effort, those whose stakes are defined in the following ways: Read More
|Photo by Keith Williamson|http://www.flickr.com/photos/elwillo/5440401913|
The more I do our collaborative consulting work here at IISC, the more interested I become in the role of the convenor in complex multi-stakeholder change efforts. This role, typically held in our work by a funder or someone else with convening power (local/state government, school district, a well-connected community-based agency) has much to say about the success and nature of a social change effort, and yet from my perspective remains under-appreciated and/or poorly misunderstood. Over the next few months I’ll spend some time in this space reflecting on what we and others are learning about this critical role and soliciting your thoughts, reactions, and experiences.
But first, what does it mean to convene? In our practice, convening is one of a few central leadership functions in collaborative and networked approaches to change. Read More
Over a year ago, during a network building community of practice meeting, future IISC board member, Idelisse Malave, suggested that I take a look at the RE-AMP Energy Network as a successful example of a multi-organizational network. I made some initial calls to their coordinator and ended up dropping the ball (oh look, a squirrel). Then a few weeks ago I was alerted to a new case study from the Monitor Institute about that very network. And so we have Transformer: How to build a network to change a system, a wonderful report about what has contributed to the successes of a regional network that has been making great headway in reducing greenhouse gas reductions in the Midwest over the past six years. Lead author, Heather McLeod Grant, a past participant in our network building community of practice, renders a great service in elucidating six key and contributing principles to RE-AMP’s success, many of which have great resonance with our experiences at IISC around designing and facilitating complex and collaborative multi-stakeholder change efforts. Read More
Talk of tending to our “interior condition” has been in the air and very active on this blog the past couple of weeks (see “What Love Looks Like in Action,”“Between Hope and a Hard Place,” and “Meditation for the Love of It”). In all of these posts there is a thread that makes the point that focusing on our inner selves, expressions of empathy, and cultivating mindfulness and deep connection to self and other(s) are vital to the work of transformational social change. In line with all of this, I’ve been re-reading a wonderful book that speaks about why and how we should make considerations of our individual and collective interiors central to our work.
2011. A new year for us here at IISC to continue to move on the vision of ensuring that everyone engaged in social change work has some knowledge of and facility with Facilitative Leadership. Another year to restate and reframe the need for these critical skills to bring alive our goals of a more just and sustainable world. So why Facilitative Leadership? Here is my take . . . Read More
Tomorrow my colleague Melinda and I officially launch an exciting endeavor with the William Caspar Graustein Memorial Fund in Connecticut, as we meet for the first time with a Process Team that will begin designing a state-wide early childhood systems building initiative. The Memorial Fund is stepping boldly into its leadership as a convenor, at the urging of its grantees and the many communities with whom it has cultivated deep trust. In its sights is a process that ultimately yields a broadly shared and community-rooted vision for providing high quality and equitable care and education for all of the Connecticut’s youngest children, as well as policies and structures that support greater community-state collaboration towards this vision. Read More
|Photo by Aristocrats-hat|http://www.flickr.com/photos/36821100@N04/3896331106|
Peggy Holman is the co-author of a book that I consider to be one of the bibles for my work here at IISC –The Change Handbook. This wonderful resource was also required reading for a graduate course I taught on organizational and community change models at Antioch New England. Building on this essential tome, Peggy has recently authored another book that I look forward to diving into more deeply – Engaging Emergence: Turning Upheaval Into Opportunity. Her exploration of how to engage chaos in social systems and bring about greater coherence is certainly timely and in line with much of the conversation you see on this blog.
In a recent post of her own, Peggy highlights an interesting comment that appeared in a review of her newest work. Read More
In this 10 minute video, Jack Ricchiuto, a friend of IISC’s, successfully distills the four conversations that build community and gives us a glimpse into the shadow conversations that keep us from success. Evidently influenced by Peter Block, Ricchiuto is part of a wave of organization and community builders that have been inviting us to look at our work from a different lens.
Jack names the following four conversations with power: Read More
“Power without love is reckless and abusive, and love without power is sentimental and anemic. Power at its best is love implementing the demands of justice, and justice at its best is power correcting everything that stands against love.” Dr. Martin Luther King, Jr.
This often quoted comment by Dr. King forms the foundation of Adam Kahane’s new book, Love and Power: A theory and practice of social change. Melinda Weekes and I attended a recent book talk by Adam, attracted to the topic because, at IISC we’ve been thinking through and practicing the connections among power, love, networks and collaboration for years now. Much of what Adam shared resonates with our thinking. The book builds on the thinking of theologian Paul Tillich. His definitions are worth taking a closer look:
|Photo by hangdog|http://www.flickr.com/photos/hangdog/23172852/sizes/m/|
A couple of months ago, I wrote a blog post about the constructive engagement of conflict – called Stay! Stay! Stay! It was some thinking sparked by reading the beginning of Bernie Mayer‘s new book “Staying with Conflict“. I’ve been reading more of that book this week – and thinking as well about the work IISC is doing to become an anti-racist, anti-oppression, pro-liberation organization. (And yes, we do know that’s a mouthful!)
2011. A new year for us here at IISC to continue to move on the vision of ensuring that everyone engaged in social change work has some knowledge of and facility with Facilitative Leadership. Another year to restate and reframe the need for these critical skills to bring alive our goals of a more just and sustainable world. So why Facilitative Leadership? Here is my take . . . 
