A key part of supporting community resilience lies in accentuating what is working in communities, giving it attention and putting to use. Today my friend Jerry Nagel wrote from Minnesota to ask for advice about what to do with some of the communities who have been devastated by tornadoes in the last week. My reply:
Might be useful to go through an appreciative process of studying what happened to get people back on their feet. What aspect about our community made it possible to look after those who lost their homes? What stories of response do we need to harvest and celebrate and what do those tell us about our community? Where did those values come from and how as a community can we support the continued development and practice of those values as we rebuild? I would keep the questions quite grounded on people’s personal experiences and not do too much abstract reflection while the need and hurt is still very close to the surface. The point of appreciative inquiry at this point is to surface the stories of life in the community and harvesting them so that the community knows its intangible assets better.I have done similar inquiries in communities that have been hit by tragedies like suicides and chronic drug use or violence. It helps a lot with the healing and it harvests what’s working to put all of that to use.Communities do this anyway. With the perspective of time, everyone will tell the stories of how we came together and what worked and how we survived it. For those that arrive in the community from this time on, they will always be “outsiders” to some extent for not having gone through the experience with others.
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Alex has a great post today on his Top 5 reasons to celebrate mistakes at work. I’ve been hearing lately from many clients about the need for us to loosen up and accept more failure in our work. The pressure that comes from perfection and maintaining a failsafe environment is a killer, and while we all demand high levels of accountability and performance, working in a climate where we can fail-safe provides more opportunity to find creative ways forward that are hitherto unknown. So to compliment Alex’s post, here are a few ways to create a safe-fail environment:
1. Be in a learning journey with others. While you are working with people, see your work as a learning journey and share questions and inquiries with your team.
2. Take time to reflect on successes and failures together. We are having a lovely conversation on the OSLIST, the Open Space facilitator’s listserv about failures right now and it’s refreshing to hear stories about where things went sideways. What we learn from those experiences is deep, both about ourselves and our work.
3. Be helpful. When a colleague takes a risk and fail, be prepared to setp up to help them sort it out. My best boss ever gave us three rules to operate under: be loyal to your team, make mistakes and make sure he was the first to know when you made one. There was almost nothing we could do that he couldn’t take care of, and we always had him at our backs, as long as he was the first to hear about it. Providing that support to team members is fantastic.
4. Apologize together. Show a united front, and help make amends when things go wrong. This is a take on one of the improv principles of making your partner look good. It is also about taking responsibility and having many minds and hearts to put to work to correct what needs correcting. This one matters when your mistake costs lives. Would be nice to see this more in the corporate world.
5. Build on the offer. Another improv principle, this one invites us to see what we just went through as an offer to move on to the next thing.
6. Don’t be hard on yourself. You can’t get out of a pickle if you are berating yourself up for being there. I find The Work of Byron Katie to be very very helpful in helping become clear about what to do next and to loosen up on the story that just because I failed, therefore I am a failure.
Now these little lessons work in complex environments, like human organizations, not mechanical systems so before you jump on me for having unrealistic expectation for airplanes and oil rigs, just know that. Having said that, dealing with the human costs of airplane crashes and oil rig explosions requires clarity, and being wrapped in blame and self-loathing is not the same as being empathetic and clear.
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I’m a sucker for principles, because principles help us to design and do what is needed and help us to avoid bringing pre-packaged ideas and one-size-fits-all solutions to every problem. And of course, I’m a sucker for my friend Meg Wheatley. Today, in our Art of Hosting workshop in central Illinois, Tenneson Woolf and Teresa Posakony brought some of Meg’s recent thinking on these principles to a group of 60 community developers working in education, child and family services, and restorative justice. We’re excited to be working nwith these principles in the work we’re doing with Berkana Institute. Here’s what I heard:
1. People support what they create. Where are you NOT co-creating? Even the most participatory process always have an edge of focused control or design. Sometimes that is wise, but more often than not we design, host and harvest without consciousness. Are we engaging with everyone who has a stake in this issue?
2. People act most responsibly when they care. Passion and responsibility is how work gets done. We know this from Open Space – as Peggy Holman is fond of saying, invite people to take responsibility for what they love. What is it you can’t NOT do? Sometime during this week I have heard someone describe an exercise where you strip away everything you are doing and you discover what it is you would ALWAYS do under any circumstances. Are we working on the issues that people really care about?
3. Conversation is the way that humans have always thought together. In conversation we discover shared meaning. It is the primal human organizing tool. Even in the corridors of power, very little real action happens in debate, but rather in the side rooms, the hallways, the lunches, the times away from the ritual spaces of authority and in the the relaxed spaces of being human. In all of our design of meetings, engagement, planning or whatever, if you aren’t building conversation into the process, you will not benefit from the collective power and wisdom of humans thinking together. These are not “soft” processes. This is how wars get started and how wars end. It’s how money is made, lives started, freedom realized. It is the core human organizing competency.
4. To change the conversation, change who is in the conversation. It is a really hard to see our own blind spots. Even with a good intention to shift the conversation, without bringing in new perspectives, new lived experiences and new voices, our shift can become abstract. If you are talking ABOUT youth with youth in the process, you are in the wrong conversation. If you are talking about ending a war and you can’t contemplate sitting down with the enemy, you will not end the war, no matter how much your policy has shifted. Once you shift the composition of the group, you can shift the status and power as well. What if your became the mentors to adults? What if clients directed our services?
5. Expect leadership to come from anywhere. If you expect leadership to come from the same places that it has always come from, you will likely get the same results you have always been getting. That is fine to stabilize what is working, but in communities, leadership can come from anywhere. Who is surprising you with their leadership?
6. Focus on what’s working, ask what’s possible, not what’s wrong. Energy for change in communities comes from working with what is working. When we accelerate and amplify what is working, we can apply those things to the issues in community that drain life and energy. Not everything we have in immediately useful for every issue in a community, but hardly anything truly has to be invented. Instead, find people who are doing things that are close to what you want to do and work with them and others to refine it and bring it to places that are needed. Who is already changing the way services are provided? Which youth organize naturally in community and how can we invite them to organize what is needed? What gives us energy in our work?
7. Wisdom resides within us. I often start Open Space meetings by saying that “no angels will parachute in here to save us. Rather, the angel is all of us together.” Experts can’t do it, folks. They can be helpful but the wisdom for implementation and acting is within us. It has to be.
8. Everything is a failure in the middle, change occurs in cycles. We’re doing new things, and as we try them, many things will “fail.” How do we act when that happens? Are we tyrannized by the belief that everything we do has to move us forward?
9. Learning is the only way we become smarter about what we do. Duh. But how many of us work in environments where we have to guard against failure? Are you allowed to have a project or a meeting go sideways, or is the demand for accountability and effectiveness so overwhelming that we have to scale back expectations or lie about what we are doing.
10. Meaningful work is a powerful human motivator. What is the deepest purpose that calls us to our work and how often do we remember this?
11. Humans can handle anything as long as we’re together. That doesn’t mean we can stop tsunamis, but it means that when we have tended to relationships, we can make it through what comes next. Without relationships our communities die, individuals give up, and possibility evaporates. The time for apologizing for relationship building is over. We need each other, and we need to be with each other well.
12. Generosity, forgiveness and love. These are the most important elements in a community. We need all of our energy to be devoted to our work. If we use our energy to blame, resent or hate, then we deplete our capacity, we give away our power and our effectiveness. This is NOT soft and cuddly work. Adam Kahane has recently written about the complimentarity of love and power, and this principle, more than any other is the one that should draw our attention to that fact. Love and power are connected. One is not possible without the other. Paying attention to this quality of being together is hard, and for many people it is frightening. Many people won’t even have this conversation because the work of the heart makes us vulnerable. But what do we really get for being guarded with one another, for hoarding, blaming and despising?
We could probably do a full three workshop on these principles (and in the circle just now we agreed to!). But as key organizing principles, these are brilliant points of reflection for communities to engage in conversations about what is really going on.
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A beautiful extended reflection on the methodology of study in a coast Salish context from author Lee Maracle:
The object of ‘study” from a Salish perspective is to discover another being in itself and for itself with the purpose of engaging it in future relationship that is mutually beneficial and based on principles of fair exchange. We study from the point of view, that there is something unknown to be discovered, that all life contains something cherished, but hidden from us and that if we observe from as many angles of perception that we can rally, engage one another in exchanging observations, and consider the internal dynamics governing the behavior of the being observed from the perspective of its perfect right to be, we will understand it in relationship with ourselves. We do not believe we can fully understand the being under study, but we can come to see it clearly enough to engage it in relationship.
This process is a collective process, requiring many different sets of eyes, many different points of view. This is because if we examine something from one subjective angle [and all human observation and thought is subjective] then we will only understand an aspect of the being under study and we are very likely to engage in huge errors, leap to absurd conclusions based on subjective assumptions and so forth. We engage one another in this process on the presumption that all points of view are valid, but they must be POINTS OF VIEW, not biases. The points of view are accepted. They are never right or wrong, just different. No argument, attempt to persuade one another is useful here and thus we do not need to compete to see who has the best eyes, the clearest vision. The process of discovery requires different points of view, different sets of images, and different perspectives about the being under examination in order for the collective to be able to discuss it’s possible internal dynamics. We first see how it moves, see how it conducts itself, mark its sense of movement, its sense of time and being, we connect its conduct to its own being and then we connect its movement to its desire, its sense of time to its longevity and its behavior to its condition and its history.”
When we do this, we come to see that the end result is a powerful story, a long lasting relationship and this fosters, beauty, hope, heart and song.
via transCanada.ca / Keynote Speakers and Other Participants.
This is a gorgeous inspiration for the power of collective harvesting.
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My mate Geoff Brown blogs his experience running a music festival using improvisation, trust and the gift economy as an operating system:
Over the weekend, myself and Marty Maher and a bunch of other volunteers stage the 3rd annual Aireys Inlet Open Mic Music Festival. Apart from being an absolutely outrageous success, it was loads of fun and we designed and staged it all without a Steering Committee (yaaay) ” or a detailed strategic plan for that matter!
Go read the results: The Fun & Improvisation of a Music Festival – the backstory | Yes and Space.