Detail from Richard Shorty’s work “Genesis 1:20-25”
Wednesday is National Aboriginal Day and ten days later, Canada commemorates its 150th birthday. Since the centenary in 1967 and even since Canada 125 in 1992, the whole enterprise of Canada has become deeply informed by the need for reconciliation between indigenous people and communities, and settler people and communities.
We are all treaty people. Everyone in Canada who has citizenship is also a beneficiary to the treaties that were signed and made as a way of acknowledging and making binding, the relationship between settler communities and indigenous nations. The ability to own private land, for example, is one way in which settlers benefit from treaties that were signed long ago, even if those treaties were made hundreds of years ago in other parts of the country. Canadian society depends on the ability of governments to provide access to land and resources, and that access flows directly from treaties. Not from conquering and taking. From legally binding agreements. You are a treaty person.
The promise of Canada has never been properly delivered to indigenous communities. Over decades courts have declared this. The Truth and Reconciliation Commission declared this. The Royal Commission on Aboriginal Peoples declared this. It is evident in data and research and popular culture.
The need for reconciliation is long overdue.
For thirty years I have worked in this space, and lately I have been working with a small set of principles, when settlers ask me about reconciliation. Here they are:
- Reconciliation requires restitution. For reconciliation to be real it must be accompanied by restitution. Reconciliation efforts aimed at increasing awareness are fine, but they should have a direct and material benefit to indigenous people and communities, When indigenous communities do well, we all do well. Restitution can happen in all kinds of ways including the return of lands and property, but it also requires the honouring of the ongoing relationships embedded in the treaties in which mutual benefit was supposed to flow for the future.
- Reconciliation is unsettling. My friend Michelle Nahanee talks about “emotional equity” which is one way of thinking about what it costs for indigenous people to interact in non-indigenous contexts. It is inherently unsettling. For non-indigenous people a true commitment to reconciliation means unsettling notions of what you take for granted. Just understanding how you are a treaty beneficiary is one way to suddenly become unsettled. And I have often said that the only job for settlers in reconciliation is to be unsettled. It is from that place that we can all meet and work on a different set of ideas than colonization.
- Settlers need to make the first move. Still with the idea of emotional equity, it is important that settlers make the first move in a reconciliation initiative. Indigenous people cannot be expected to be the ones to make it easy for everyone to do reconciliation. Settlers must make the first moves, and must do so in all the vulnerability and fear that comes from making the first move. Do something, do it badly, be open to learning and keep going.
- Reconciliation is a verb. The right term is “reconciling” because we aren’t ever going to acheive a place wher ethe world is reconciled. It is an ongoing project. If the project of the last 150 years was about creating a Canada where there were once only dozens of nations, perhaps the project of the next 150 years should be about figuring out how to make a country possible that reconciles the interests, duties and obligations of it’s history and privilege with the results of the colonization that enabled that privilege. There is no certain answer, but I have faith that together we can create a place that is better than either of us can do separately.
- Its about relationship. The reason why Canada has to confront the horrible legacy of colonization is that Canadians entered into and then promptly forgot the nature of the relationships that were set in place by the laws and policies of 1763. In that year King George proclaimed that nations west of the Atlantic watershed needed to be dealt with as nations, and according to the rule of law. That proclamation, recognizing the importance of relationship over domination, became the basis for all Aboriginal law in Canada and is still to this day the standard upon which adherence to the rule of law is applied. All Canadians are born or move into a relationship with indigenous people and the relationship is direct, personal and beneficial. Reconciliation needs to restore this sense of mutual dependancy and correct the balance.
I will be hosting conversations on reconciliation at Canada Day commemorations on (Nexwlelexwem) Bowen Island this year with my friend Pauline Le Bel, who is running a series of interesting events this year called “Knowing Our Place” about the relationship of Bowen Islanders to the Skwxwu7mesh Nation and to our At’lkitsem (Howe Sound). If you’re on Bowen, join us. If not, host your own and think about why reconciliation matters to you.
My friends over at the Social Labs Revolution website have been fielding questions about the prototyping phase of labwork and today published a nice compilation of prototyping resources. It’s worth a visit. It got me thinking this morning about some of the tools I use for planning these days.
Spent an hour in conversation with a friend in the US last night discussing the role of dialogue in connecting communities together. My friend has extensive experience working with immigrant, refugee communities and in working with inner city agencies. He’s been personally affected by Trump’s travel edict as his family members are directly targetted by the current travel ban. He’s a man I respect very much.
We were talking about ways to connect and understand the “other side.” After our conversation I stumbled over this podcast on the “deep story” of what is motivating Trump supporters, and probably both Brexit supporters and other Europeans struggling with how the world is changing and how they perceive their privileges coming apart. We talked about how there is always a thin slice of people that will never sit down with “the other.” We also spoke about the many main street Republicans who feel abandoned by their party and have done since the Tea Party took it over. It comes down to the fact that arguments on economics and policy cannot overrule the emotional aspects of identity, especially when people feel those identities are under assualt through no fault of their own.
In her new book, Strangers in Their Own Land, sociologist Arlie Hochschild tackles this paradox. She says that while people might vote against their economic needs, they’re actually voting to serve their emotional needs
The image of standing in line to get your rewards and watch people stream past you is compelling. It’s one thing to deconstruct this image with data and facts, but first it’s important to understand it and how people deeply FEEL it.
Deep story is fascinating to me. Here in my home community of Bowen Island, we experience tensions from time to time over our deep story. We all have ideas about what we think this place is and who we think we are. To some extent that story is an illusion born in our world views and our desires. In a place like Bowen Island, where most of us moved here from somewhere else, our own deep story includes the deep motivation that brought us here.
And deeper beneath the personal deep story we bring is the emergent and slowly changing story of the island’s identity. Over the last couple of years, as a member of our local Economic Development Committee, I have worked with friends and colleagues to understand our deep story. Once you can see it, it reveals the deep yes’ and deep no’s that make things happen or hold things back. People are often surprised by things that go on in our little community, but understanding the deep story helps to explain where these things come from.
When you understand the deep story, you can find deep places to connect together and important places of engagement and curiosity. Dialogue gets more interesting as we set out to learn about each other, what we care about, what we assume is true, and what is essential to our identity. Strategy that does not take the power of identity into consideration creates implementation plans that will inevitably endure oblique assaults on its efficacy. Understanding the deep story and identity of a place or a person is essential to resilience, collaboration and peacemaking across difference. A healthy community can hold different stories in all their complexity, even when those stories conflict with each other. An unhealthy community pits one story against another, and cynical leaders do the same.
We have a choice as citizens. This podcast helps us become resourceful in making that choice.
Last week we were out in Tofino hosting a three-day leadership workshop on dialogue with sixty people, most of whom were from the Port Alberni and west coast area. In the room were leaders from Hupacaseth, Toquaht, Ahousaht, Hesquiaht, Tsehshaht and Tloquiaht First Nations and Councillors from Ucluelet, Tofino and the Alberni-Clayoquat Regional District. Additionally there were citizens, non-profit workers, community foundation staff, scientists and small business people in the room. It was the kind of gathering that everyone is always saying “has to happen.”
Sometimes people see that I’m a dialogue practitioner and the assume that I am not a fan of quantitative measurement. I think this has to do with the fact that the dialogue practitioner community has been a kind of antithesis to the “measure and manage” world of empirical scientific management.
In any endeavour both qualitative and quantitative measurements are important. The issue isn’t whether or not numbers are to be more trusted than meaning making; the issue is whether we are measuring thing properly.
The issue is whether or not we use measurements as targets or gauges.
Again, this is helpful in understanding the distinction between summative and developmental evaluation and sensemaking. In a linear system, you are aiming for certain end states and targets. In a complex and non-linear system you are aiming to keep to vectors. So using technology to increase production by 5% and decrease expense by 15% can be achieved and you can look back and see how well you achieved that target. You can also do tests and host conversations with workers and customers to discuss the quality of your product, aiming for a general score of “happy” which in turn might be reflected in numbers like sales, returns, recommendations and so on.
In a complex system, lilke an organization’s culture however, you are not managing for a target, but rather you are managing a kind of balance and a direction. You get to choose that direction from your own moral and ethical sense of what is right to do. For example, maintaining an organizational culture of openness, respect, creativity and support requires monitoring your culture in real time, a lot, and noticing how things are shifting and changing. Dialogic methods play an important role here, especially in perceiving patterns and making decisions about what to do, as well as engaging people in the endless negotiation about what those values look like on a daily basis. As a management tool, developing skillful dialogue tools allow you to manage the day to day issues with departures from your preferred set of values, beliefs or practices. Being complex, things like organizational cultures won’t always act they way you want them too, and so good leaders do two things well: they help resolve the inevitable violations of standards and practices in a manner that reflects the preferred way, and they gather together people over time to discuss what everyone is learning about the way the culture is working.
It’s not good enough to convene an annual meeting about the organization’s values and culture. That simply gives you a snapshot in time and tells you nothing about how an organization is evolving and changing, nor does it provide information about promising practices. To monitor over time, you can use a tool like CultureScan or a series of other regular ways of documenting the small observations of daily life that together help provide a picture of what the organization is doing.