When I got the news about the US Presidential election result, I went through a lot emotions that I'm still processing.
One that may have been shared by those of you who are looked to for leadership - in ways big or small - was uncertainty about what to say to people who are wanting guidance. I had to think about this pretty quickly, as I'd been asked present on leadership in the closing session of a four-day workshop on sustainable business.
If you're involved in a local group - campaigners, activists, community action, faith group - there will be some really important things you want to achieve in the world. And you'll have some kind of team, committee, council or similar organising the activities behind the scenes. How are those meetings? Clear, engaging, effective? Or dull, interminable, frustrating, repetitive?
I've led a couple of two-hour training sessions this year for groups on how to run meetings which make clear decisions that stick. So that they can spend time on doing the stuff that really matters.
Here are the handouts from the workshop I ran in mid November.
If you think your group would benefit, get in touch to see what I can do to help you.
I'm excited about ideas for peer learning workshops that have been bubbling away in my head and are beginning to take shape.
I want to bring together sustainability people of various kinds, to be able to talk with each other about their challenges and ideas in a more expansive and easeful way than a conference allows.
People really benefit from being able to think aloud in coaching conversations. I've seen the transformations that can happen when supportive challenge prompts a new way of looking at things.
We also get so much from comparing our own experiences with peers: finding the common threads in individual contexts, exploring ideas about ways forward.
I’d like to combine these things by making the peer learning available in smaller groups and smaller chunks, where the atmosphere is more like coaching.
The idea is to run half-day workshops, with between 6 and 10 people at each event. The intention is that they are safe and supporting spaces, where people can talk freely. We'll meet in spaces that are relaxed, creative, private, energising and feel good to be in. (More comfortable than the stone steps in the picture.)
Each workshop would have a theme, to help focus the conversations and make sure people who come along have enough in common for those conversations to be highly productive.
I'd run a few, on different themes, and people can come to one, some or all of them. They don't have to come to them all, so the mix of people will be different for each workshop.
I'd charge fees, probably tiered pricing so that it's affordable for individuals and smaller not-for-profits, but commercial prices for bigger and for-profit organisations.
The content of each workshop will come from the participants, rather than me: my role is to facilitate the conversations, rather than to teach or train people.
When I've tested this idea with a few people, many have said that the success of the workshops will depend on who else is there: people with experience, insight, credibility. People they feel able to trust, before they commit to booking. I think this is useful feedback.
On the other hand, I'm unsure about the best way to ensure this. Is it enough to include a description of "who these workshops are for" and leave it to people to decide for themselves? Or should I set up an application process of some kind: asking people who apply to include a short explanation of who they are, what their role and experience is, and why they want to come along.
If I set up an 'application' process, will that be off-putting to the naturally modest? Too cumbersome? Adding extra steps (apply, wait, get place confirmed, then pay...) feels risky: at each step, the pool of likely participants will get smaller. Will this make the workshops unviable? Who am I to choose, anyway?
Another option is to make the workshops 'by invitation' with people having the option of requesting an invitation for their friends, peers, colleagues - or even themselves. This is what I'm leaning towards at the moment, based on gut feel.
Will this increase people's confidence in the workshops - that not just anyone gets a place, their peers will provide quality reflections and be people worth meeting? Will it make those people who do get an invitation feel special, better about themselves?
And will I really turn down anyone who asks for an invitation? What will they feel?
I've set up a survey to gather views on this, as well as on the topics that will be most interesting to people. Please let me know here where's there a short survey. Discounts and prizes available!
I'm not a natural entrepreneur. Some people love to experiment and learn from failure. Fail faster. Fail cheaper. Intellectually I'm committed to experimenting with these workshops: testing out ideas about formats, marketing, pricing, venues, topic focus vs emergence, length, the amount of 'taught' content vs 'created' content and so on.
Emotionally: not so much. I want to get everything right before I start (which is why it's taken me about six months to even get to this stage). I'm getting great support from lots of people, and boy do I need it. Even sitting here, I can feel the prickly, clammy, cold physical manifestations of the fear of failure.
I need to move through the fear and into the phase of actually running some test workshops. I know they'll be great. I can see the smiles, feel the warmth, visualise the kind of room we're meeting in and the I already have the design and process clear. I have a shelf of simple but beautiful props in my office. I am 100% confident about the events themselves, it's the communications and administration of the marketing that freaks me out.
So already I'm learning. About myself, about what people say they need, about how venues can be welcoming or off-putting, about how generous people are with their time and feedback.
In the fourth of my series on business and the Sustainable Development Goals, I found out about how Nestle and Mondelez are working to secure their long-term supply of cocoa, about how companies are calling for greater action on carbon emissions and how the pension fund of England's environment regulator is divesting from fossil fuels. This part of the series looks at Goal 13 Climate Action and Goal 15 Life on Land.
You can see the article over at The Environmentalist's website here. Login if you are a subscriber or an IEMA member, or register for a free trial. If that's not for you, the pdf is here.
Explorer Inge Solheim raised a flag representing Goal 13, Climate Action, in the community closest to the North Pole, to support the UN Global Goals for Sustainable Development. Image c/o Global Goals media centre.
Vertically, horizontally or circularly ambitious? Mothering or child-free, by choice or randomness? Urban or rural? Partnered for life or a free agent? Gay or straight or something else? Employed, entrepreneur or freelance?
Women who work in sustainability are all these things and more.
She is Sustainable was invented by five UK-based sustainability women (Becky Willis, Solitaire Townsend, Amy Mount, Hannah Hislop and Melissa Miners) who thought…
Free diving world champion Umberto Pelizzari, raised a flag to represent Goal 14, Life Below Water, off the coast of Formentera, to support the UN Global Goals for Sustainable Development. Credit: Enric Sala. http://www.globalgoals.org/media-centre/
In the third of my series on what business can do to support the Sustainable Development Goals, published in The Environmentalist, I look at goals 6 clean water and sanitation; 14 life below water and 12 responsible consumption and production.
I found lots of interesting action - most of which predates the SDGs - and was able to squeeze in impressive strides in reducing water use by Levi Strauss, Maersk Group starting to shift the entire ship breaking sector through its work in India and some head-to-head competition between Tesco and Sainsbury's on reducing food waste. And much more...
You can read the article in its rightful home on The Environmentalist's site here, or if you're not an IEMA member or a subscriber you can download a pdf here.
A former colleague of mine is researching whether he's entitled to German citizenship because his Dad was born in Leipzig. His Dad was brought to the UK aged 3, to escape Nazi persecution. The colleague is looking into this because his own young daughters are aghast at having their opportunities to live and work in the European Union so drastically curtailed. The layers of irony are inexpressible.
A young woman I know lives and works in London. We met this morning, and she was in tears. She's German. She's fearful about her job and her life here. She's feeling alone and unwelcome.
Social media is full of examples of people being openly and aggressively racist towards white Europeans, and also towards the more familiar victims of such abuse: headscarf-wearing Muslims, people of colour, foreign-looking or sounding. The result seems to have given people permission to unleash their worst selves. It's hard to practice assuming good intent.
Like another former colleague, I feel the need to keep apologising to friends and neighbours: it wasn't me, I voted remain, I stood in the rain handing out leaflets. I'm really sorry.
In conflict resolution, there's a neat conceptual framework which helps explain how to find common ground in the face of irreconcilable positions. PIN - Position, Interest, Need - basically invites you to ask 'what would that give you?', when faced with a positional statement. By telling each other about their interests and needs, the common ground shared by seeming opponents can be found and potentially expanded.
A referendum is a positional situation par excellence. The question has two - and only two - possible answers, which are mutually incompatible.
‘Should the United Kingdom remain a member of the European Union or leave the European Union?’
It's designed to oblige people to declare a position with clarity, to be definitive.
It's clear now that people had many distinct, different reasons for voting 'leave' - some of which were tangential to EU membership. But the binary referendum question doesn't make nuances and reasons explicit - we have to guess the motivations.
What we need are conversations which help us understand the interests and the needs. And I think it's best if the conversations are about the future (what country we want to become, what we want our relationship with EU to become) rather than the past (why we voted (or didn't) how we did) and who misled who.
I have heard a lot of remain supporters talking about the need to heal, reconcile, understand the complaints of leave supporters. And at least one notable leave supporter, Dominic Raab, spoke on BBC Question Time today (Sunday) about the need to reach out to the 48% who are 'nervous' (14m50s onwards).
This is not a question of wise, insightful people in one camp understanding the baffled and misinformed in another camp so that they can persuade them more effectively. That is doomed to fail.
As Karen Armstrong says,
Do not enter into dialogue unless you are prepared to be fundamentally unsettled.
That kind of dialogue only works if people from all the perspectives want to enter into it. If they want to better understand each other. If they actively want to find common ground and move forward together. If they want to test and discover the
...far more in common than that which divides us.
I think there is a role for deliberative conversations about two related questions.
The first is important because the mandate to leave didn't contain within it any detail about what kind of leaving people were voting for.
This second is important because leaving EU won't solve the all the problems that leavers hope it will solve, just as remaining wouldn't solve all the problems that remainers want it to.
Some people have been enjoying the idea that no-one wants to hold this particular dirty-nappied baby. "You touched it last" is being played and it's giving rueful remainers a good laugh. Who should lead the Article 50 negotiations?
I'm attracted to the idea of a national unity Government of some kind, a thought echoed by Giles Fraser on the same edition of Question Time. Whether or not that is what we get, some body with the power to implement the mandate and which has some degree of credibility with leavers and remainers of many perspectives, could convene or commission this kind of process.
And if we are in the business of organising or convening those conversations, we need to be careful to scrutinise our own assumptions - 'they' only voted like that because they were misled by campaigners or the media, because they are old or poor or badly educated, or because they are young and wealthy and have degrees. Patronising and looking down on others is not a good way to enter into dialogue. If you can't keep your personal perspectives out of the room, then join in as a participant, not as a facilitator. The facilitators will have their work cut out, helping people listen to each other with respect.
Whether or not the negotiators choose to listen to the deliberations, we need to understand each others needs and concerns with compassion and empathy which outshines what we've managed over the last few weeks.
I - bitterly sorrowfully - regret the result of the referendum. I wish it hadn't been called. I wish the campaigns had been more honourable and honest, less shrill. Less about rich white men deciding which of them gets to run Daddy's estate. But I think the campaigns to seek a re-run or treat it as advisory are futile and a bit dangerous in themselves: perpetuating the positional divisions and putting off the time when we being to find common ground again. Remain supporters look like sore losers, and that will cement the views of those who voted leave as a response to feeling disenfranchised and alienated.
The laws, taxes, spending programmes, climate change commitments we end up with will continue to be negotiated and decided on by politicians influenced by campaigners, lobbyists, the media and more-or-less formal test of public views. This will continue whether we are in the EU or not. I'm not convinced that trying to stop Brexit is the right strategy. (I reserve the right to change my mind, unlike referendum voters.)
Far more important to me, right now, is the agglomeration of individual conversations and interactions we have with each other - person to person. The referendum has shone a brutal light on divisions in our country, which are echoed and repeated across Europe and elsewhere. How shall we live together, in an increasingly frightening and resource-constrained the future? How shall we distribute power, agency, resources more fairly?
How shall we make sure that when the floods come, we rise out of the water carrying each other and not carrying guns?
All collaborations need a strong, flexible backbone, holding it all together, channelling communication and letting the interesting bits get on with what they’re really good at. I first came across the term ‘backbone organisation’ in the work of US organisation FSG, writing about what they call collective impact, but the need for a central team of some sort has been obvious throughout my work on collaboration. What is the ‘backbone’, and what does it do?
Three purposes of engagement - the engagement triangle
I love helping teams plan their engagement at an early stage of their thinking. It's often done in a workshop, and we end up with an excellently solid shared understanding of what their engagement process is for, which then guide choices about methods, sequencing, aims for individual elements of the process and which stakeholders to engage.
One of the hardest disciplines to stick to - and yet one of the most useful - is to get really clear about the (multiple) engagement aims.
Sometimes known as the Public Engagement Triangle, this way of understanding "engagement aims" was developed originally by Lindsey Colbourne as part of her work with the Sciencewise-ERC, for the Science for All Follow Up Group.
The triangle helps the team get clear about:
There are a few more things to note about engagement aims.
Engagement aims should align seamlessly with "what's up for grabs": if you've really already decided there will be a new range of water-efficiency equipment in your stores, don't ask people whether you should start selling it. Tell them you are going to. Ask them what would make the range successful, or collaborate with them to co-design a promotional partnership.
If you have preferences about the range (price points, supplier's sustainability credentials) then tell people about these so that their responses can take appropriate account of those criteria.
If you are entirely open-minded about some aspects, then people can have free rein to come up with ideas.
If you are asking people for information, ideas, options and so on, make sure that you tell them who is making the final decision, or how it will be made. People very often mistake consultation (a receive activity) for shared decision-making (which sits in the collaborate corner).
Voting in a local council election is shared decision-making: the number of votes completely determines who wins the seat. Consultation on a planning application gives members of the public an opportunity to voice their perspective, elected councillors may take those views into account when determining the application. Once the decision has been made, the planning authority will then tell people what the decision is.
In particular people interpret mechanisms which look like voting, as meaning that decision-making power has been devolved. Hence the grumpiness about Boaty McBoatface.
Consensus is a way of reaching a decision in a collaborative setting (although it is not the only one). If you are receiving views (and then making the decision yourself) then, while it can be interesting to discover areas of consensus, it is not essential. Understanding the range of views (and the needs and concerns that underlie them) can be as useful.
Just as the things which are fixed, negotiable and open will change over time, so will the engagement aims. During an option-creating phase, things are likely to be more collaborative as people co-create possibilities. You are also likely to want to receive a wide range of views and information. Once options have been identified, then preferences and feedback are useful, but you may not want to encourage people to come up with entirely new options. (Of course, if none of your options are acceptable, you may well need to to do this. In effect you will be going back to being open, rather than having negotiable options.) And when you've decided on a fixed outcome, tell people.
Some activities are brilliantly suited to tell aims, others to ask aims and some to collaborate aims. A feedback form on a newsletter is unlikely to elicit a well-worked up option supported by multiple parties. A focus group isn't a good way of getting your message out.
Here's a table of appropriate techniques.
Engagement methods and the kinds of aims they are most suited to
Depending on the kind of 'stake' they have, you will want to engage different stakeholders with different levels of intensity and it's highly likely that you will have different engagement aims for different stakeholders or types of stakeholder.
When developing a strategic flood plan, for example, you may want to tell residents and people who work in a particular area that the plan is being developed, how they can keep informed about its progress, what their opportunities are to input and in due course, what you have decided.
You will want to ask landowners, parish and town councillors and those people managing particular businesses, nature reserve, utilities and vital services what their aspirations and needs are over the time period of the plan, and for data about geology, biodiversity, demographics and so on.
And you will want to collaborate with key decision-makers whose support and active involvement is vital for the success of the strategy - e.g. county council, lead local flood authority and so on.
This kind of strategic, analytical approach shouldn't be seen as a way of tying you down. The engagement plan should be a living thing: not sitting on a shelf gathering dust. In fact, it gives the team a great foundation of shared understanding of the context and objectives which makes improvising in response to changing circumstances much more successful.
We know it shouldn’t be like this, but sometimes we find ourselves in a meeting which is ill-defined, purposeless and chaotic.
Maybe it’s been called at short notice. Maybe everyone thought someone else was doing the thinking about the agenda and aims. Maybe the organisation has a culture of always being "too busy" to pay attention to planning meetings.
For whatever reason, you’re sitting there and the conversation has somehow begun without a structured beginning.
This is the moment to use the five minute meeting makeover!
Business can help society meet the Sustainable Development Goals (aka Global Goals). Find out more about work on hunger, health and quality education.
Thanks to the lovely people at IEMA's The Environmentalist magazine, for the invitation to write this series on business response to the SDGs. It's given me a reason to talk to lots of people doing important work inside lots of businesses and NGOs.
The second article is now out (May 2016), and it covers goals 2, 3 and 4:
You can access the article, and plenty of other environmental news, here, either sign in with your IEMA login, subscribe or take a free trial.
Alternatively, there's a pdf of it here. The first article in the series, giving an introduction to the SDGs and looking at Goal 1 (poverty) and Goal 5 (Gender) is here.
First, an apology. I am going to try to make some serious points here and it may make you groan. Taking all the fun away. Sorry about that.
Second, a confession. I LOVE Boaty McBoatface.
However.
Let's take this from the top. What were NERC's engagement aims? My guess is that the main aim was to 'transmit' the message that NERC does amazing research in the polar regions and that they are getting a new boat. The #NameOurShip campaign has certainly done that. Perhaps they had a secondary 'receive' aim - gathering contact details for people who are interested, or gathering a long-list of names. Since the decision-making power for the actual name does not rest with the public (NERC's press release today says: "NERC will now review all of the suggested names and the final decision for the name will be announced in due course"), the 'collaborate' aim is confined to expressing a preference about the names.
And what's up for grabs? Their rather lovely public website doesn't seem to have a page about the 'rules', so I'm guessing here. Fixed: there will be a boat, it will have a name, NERC will decide the name. Presumably there are some criteria, explicit or implicit. I couldn't find these. I'm guessing there will be some kind of criterion to do with appropriateness, relevance or gravitas which will mean that sadly, RSS Boaty McBoatface will not be painted on the side of this noble vessel. Open: the public can suggest names and express preferences about the names suggested by others. Negotiable: Hmm, nothing really.
So, what went wrong? You might argue, nothing at all - thousands of names were submitted and many more preferences expressed. NERC now has a global audience of people keen to hear the announcement and with some interest in the ship and its work.
This is an engagement process leading to a decision with very low jeopardy. Very few people will be impacted 'highly' by the decision. If the decision were of a different kind - whether or not to change the flood defences in a particular area, for example, or site a geological disposal facility for radioactive waste - then being confused about who is taking which decisions and what their criteria are could lead to anger and conflict.
In my experience, people haven't often reflected on the subtleties of the difference between consultation and shared decision-making, and can assume that a 'voting' mechanism is always a decision-making mechanism. Thinking you are deciding, and then realising you're just being canvassed, can lead to grumpiness. Client teams also sometimes need help coming to a shared view about what the decision-making points are, and who decides, when they put together their engagement plan.
Which is why it's a good idea to be very clear about the process aspects of your engagement:
It's a shame that NERC's process isn't really devolved decision-making. I'd love to see cutting edge science done from the deck of RSS Boaty McBoatface. Perhaps the ship's cat can blog with the pen name Boaty McBoatface. I'd read that.
[6th May 2016]
NERC has announced that it will call the ship the RSS Sir David Attenborough. A great name: Sir David is a bona fide national treasure, and has taught successive generations about the wonder, diversity and jaw-dropping bonkersness of life of this astonishing planet of ours. But still people, including the BBC, are describing the public engagement as a 'vote' (implying decision-making has been devolved) rather than a long-listing or a canvassing of support. And the House of Commons Science and Technology Committee, which is looking into science communication, are likely to question Professor Duncan Wingham about the initiative.
They didn't take up my suggestion of the ship's cat: they've gone for the even better choice of naming an undersea remote yellow submarine Boaty McBoatface . Which I think is a great way to acknowledge the public's input and maintain the interest.
Sustainability types were discussing the Sustainable Development Goals (aka Global Goals) in London last night, at a regular meeting of The Crowd. If you are twitter-enabled, you can search for the #crowdforum tweets to follow that way.
I've got very interested in the SDGs, since being asked to write a series of articles about how business is responding, for The Environmentalist.
There was some great conversation, and I was particularly struck by Claire Melamed's view that businesses can cherry pick (or have strategic priorities) among the SDGs, as long as a business doesn't actively undermine any of the goals or targets. That seems a pretty clear minimum ask!
So how would you tell? Perhaps the easiest is to do an audit-style check against all 169 of the targets, and spot the krill oil which is staining the otherwise spotless business practices. Some will be easier to test than others, so the views of stakeholders will probably be useful in helping see the business's practices from a variety of angles.
The people who spoke about this seemed to be relying on good old fashioned campaigns to bring the undermining to public attention and turn it into a business issue for the company concerned. Which seems pretty familiar to me. One person used the Greenpeace campaign against the use of unsustainable palm oil by Nestle's Kit Kat as an example. And that campaign was way back in 2010. Friends of the Earth was launched in the UK with a mass bottle dump outside Schweppes headquarters, which became a well-known photo at the time. Social media ensures that campaigns like this can become viral in a few hours. But in essence they are nothing new.
Another person said "you'd have to be not in your right mind, to actively undermine any of these goals." And perhaps she's right. But it's clear that either lots of people haven't been in their right minds, or perhaps it's been perfectly rational to undermine social and ecological life support systems, because we are here and here isn't a great place for many of the critical issues highlighted by the global goals. Once again I find myself wobbling between irrational optimism and chronic unease.
But let's give this optimist the benefit of the doubt, and assume that it is now rational to avoid actively undermining the goals.
The claim was made, with some strength of feeling, that COP21's agreement in Paris has made a tangible difference, with analysts using climate and fossil fuel exposure to make investment recommendations. And there seemed to be general agreement in the room that this was new and significant. And today, two days after the Crowd forum event, comes the news that Peabody Energy (the world's biggest privately-owned coal producer) has filed for bankruptcy. So that's one of the 17 goals accounted for.
Other voices suggested that the 17 goals will set a broad context for action by policy makers and government, helping business decision-makers have more certainty about what the future holds and therefore being more confident to invest in goal-friendly products, services and ways of doing business. On the other hand, people noticed the apparent disconnect between the UK Government's pledges in Paris, and its action to undermine renewables and energy efficiency, and support fossil fuel extraction, in the subsequent budget and policy decisions.
Another change was the rise of the millenials, who make up increasing proportions of the workforce, electorate and buying public. Their commitment to values was seen as a reason for optimism, although there was also a recognition that we can't wait for them to clear up our mess. (As someone who still clears up her own millenial children's mess, while said young people are jetting off and buying fast fashion off the interwebs, I am perhaps a little cynical about how values translate into action for this generation.)
And the final bid for what's changed, is the recognition and willingness of players to collaborate in order to create system-level change. And the good news on this is that there is a lot of practical understanding being shared about how to make collaboration work (Working Collaboratively is just one contribution to this), and specialist organisations to help.
Lots of people were insisting to me that there has. There were few negative voices. In fact, some contributors said they were bored and in danger of falling asleep, such was the level of agreement in the room. I was left with the impression that we're getting close to a critical mass of business leaders wanting to do the right thing, and they need support and pressure from the rest of us to make it in their short-term interests to do so.
So is it back to the placards, or sticking with the post-it notes?
Earlier this year I went on a short course on Thinking Partnerships - part of the stable of approaches developed by Nancy Kline of Time to Think fame. This course was run by Linda Aspey, of Coaching for Leaders.
There are a few aspects of the Time to Think approach which are worth noting: the ten components of a Thinking Environment; the uncovering of limiting assumptions and the use of incisive questions. I've found these powerful in coaching and other situations.
But the thing that really struck me on the course, and in the practice sessions I had with other participants, is the power of just listening.
Actually, it's not just listening.
It's paying "generative attention": promising not to interrupt; focusing on the person who's doing the thinking - whether they are thinking aloud or silently; exuding a warm neutrality, neither praising nor dismissing what they say.
This kind of listening has a powerful impact on the person who is being listened to. In that space of acceptance and ease, they explore and solve their own problems. It is rather marvellous to be the mirror for someone who is combing through the tangle of their confusion or distress: doing (almost) nothing, and yet catalysing such great work. And having the privilege to observe them doing it.
In another part of my life, I'm a member of a volunteer community support team. We promise to listen confidentially (within the usual boundaries) to people who need some kind of support through a hard time. We don't offer advice. For some of the team, the idea that 'just listening' could be enough was hard to accept at first. It feels awkward. It feels like such a minor intervention.
Our team leader shared some wonderful quotes on listening:
Listening is such a simple act. It requires us to be present, and that takes practice, but we don't have to do anything else. We don't have to advise, or coach, or sound wise. We just have to be willing to sit there and listen.
- Margaret J. Wheatley
Listening is a magnetic and strange thing, a creative force. The friends who listen to us are the ones we move toward. When we are listened to, it creates us, makes us unfold and expand.
- Shel Silverstein
You can practice deep listening in order to relieve the suffering in us, and in the other person. That kind of listening is described as compassionate listening. You listen only for the purpose of relieving suffering in the other person.
- Thich Nhat Hanh
This kind of conversation is unusual. It's not the turn-taking social interaction which we're used to. When we're doing this kind of supportive listening, it's not our job to make things right for the other person. And it's not their job to make things right for us. (This heartbreaking piece by Decca Aitkenhead describes how she learnt to reassure her friends that she was coping bravely, following a devastating bereavement.)
So it's a good idea to invite the other person to this kind of conversation - to explain that you're planning to listen and not interrupt, and not to give advice or share your own story - and for them to accept or decline the invitation.
For the community listening, we have a simple form of words to help people know what to expect:
We aim to offer a confidential listening service, so we’d expect that you will do most of the talking and [your community listening team member] will do most of the listening. We’re not there to share our own stories, make judgements or offer advice. We will listen, maybe ask questions, and point you towards other sources of support if that’s appropriate.
I had some tantalising opportunities to discretely observe organisational culture in action earlier this week, when I was an in-patient for 36 hours.
My bed had a good view of some double doors, leading to another ward. There was quite a lot of equipment in front of the doors. There was also a woven red cloth barrier (not just flimsy police tape) across the space reading "do not enter except in an emergency ". I could see a matching barrier on the far side of the doors.
Schein's "artefact" exhibit one. (For more on Schein, see: http://www.penny-walker.co.uk/…/a-z-of-csr-change-management)
What about the "observable behaviour"?
Staff regularly ducked under both sets of tape to use the doors. According to their uniforms (and lack of them), this was staff of a range of specialisms and levels. I didn't observe any staff doing so in pairs or groups. One looked slightly shamefaced when they caught my eye. No obvious emergencies were underway.
I observed about a dozen staff ducked under the barrier, at least two making the return journey as well, in the 36 hours I was there: some of the time I was asleep, or away from the ward for tests.
The clear "espoused value" was to not use the doors, with exceptions for emergencies.
Lots of staff were prepared to openly (although perhaps not in sight of other staff) disregard the combination of message and barrier. The barrier had not, however, been removed.
I didn't get a chance to ask anyone about what was going on, but I have a few ideas. I'd be interested in your ideas and interpretations!
But as Schein himself was eager to stress, the observer is not the best person to interpret the meaning of the artefacts: people from inside the culture are best placed to do so.
When people are collaborating or working in groups, there is sometimes ambiguity about where things (like policy decisions, research briefings, proposals) have come from, and who is speaking for whom. If you are convening a collaboration (or being a “backbone” organisation) this can be especially sensitive. Collaborating organisations may think that when you say “we”, you mean “we, the convenor team” when in fact you mean “we, all the collaborating organisations in this collaboration”. Or vice versa. This can lead to misunderstanding, tension, anger if people think you are either steam-rollering them or not properly including them.
In general, think about whether to say “you” or “we”. When you use "you", there's a very clear divide between yourself and the people you are addressing. This is often going to be unhelpful in collaboration, as it can reinforce suspiscions that the collaboration is not a coalition of willing equals, but somehow a supplicant or hierarchical relationship.
“We” is clearly more collaborative, BUT the English language is ambiguous here, so watch out!
“We” can mean
‘me and these other people, not including you’
(This is technically called ‘exclusive we’, by linguists.)
Or
‘me and you’ (and maybe some other people).
(‘Inclusive we’, to linguists.)
If you mean ‘me and you’, but the reader or listener hears ‘me and these other people, not including you’, then there can be misunderstandings.
For this reason, it can be helpful to spell out more clearly who you mean rather than just saying ‘we’.
These are examples from real work, anonymised.
In a draft detailed facilitation plan for a workshop, the focus question proposed was:
"What can we do to enable collaborative working?”
It was changed to:
“What can managers in our respective organisations do to enable collaborative working?”
The ‘we’ in original question was meant to signify “all of us participating in this session today” but the project group commenting on the plan interpreted it as “the organisers”. The new wording took out ‘we’ and used a more specific set of words instead.
A draft workshop report contained this paragraph:
“We do not have an already established pot of money for capital programmes that may flow from this project. One opportunity is to align existing spend more effectively to achieve the outcomes we want.”
This was changed to:
“[XXX organisation] does not have an already established pot of money for capital programmes that may flow from this project. One opportunity is to align existing spend more effectively to achieve the outcomes agreed by [YYY collaboration].”
Both uses of ‘we’ were ambiguous. The first meant ‘The convening organisation’. The second meant ‘we, the organisations and people involved in agreeing outcomes’.
The changes make this crystal clear.
The same ambiguity applies with ‘our’. For example, when you refer to “our plan” be clear whether you mean “[Organisation XXX]’s plan” or “the plan owned by the organisations collaborating together”.
This post was originally written by Penny Walker, in a slightly different form, for a Learning Bulletin produced by InterAct Networks for the Environment Agency as part of its catchment pilot programme.
For more exciting detail on 'clusivity', including a two-by-two matrix, look here.
Yesterday I was at a family funeral. The rite was one I'm only a little familiar with: enough to follow, but not enough to know what was coming next. It's made me reflect on the rituals - acknowledged and unnoticed - that we perpetuate in groups and professions. So comforting and affirming for those in the know. Provoking anxiety, confusion or ridicule in the newcomer.
There was a written 'order of service', which included the information that no doubt seemed useful to those who wrote it - the things that would be different, or special, about the event. The things that would be the same as they always are, were not included. Which makes sense if you are already part of the group and you know what those things are, and means you are very lost if you are there for the first time.
What do we take the time to explain to people who are new to our way of working? What do we consider so self-evident that we don't think explanation is needed? How do we respond when someone asks or seems lost?
What do we open our minds to when we first join a group? What do we do to show we are interested and curious, yet a bit lost? What do we attack, without having the patience to observe and attempt to understand?
This blog post pulls together some resources that I shared at a workshop last week, for people in community organisations wanting to make clear decisions that stick. Groups of volunteers can't be 'managed' in the same that a team in an organisation is managed: consensus and willingness to agree in order to move forward are more precious. Sometimes, however, that means that decisions aren't clear or don't 'stick' - people come away with different understandings of the decision, or don't think a 'real' decision has been made (just a recommendation, or a nice conversation without a conclusion). And so it's hard to move things forward.
I flagged up a number of resources that I think groups like this will find useful:
In September 2015, the United Nations agreed a set of 17 Sustainable Development Goals. Covering everything from gender equality to the ecology of the deep oceans, they form a comprehensive description of the key challenges we face in making sustainable development a reality.
The UN sees businesses as a key player in meeting the goals. Why should business bother? And where do you start?
I'm writing a series of articles for The Environmentalist exploring these questions, and the first one is out today (11th February). It introduces the goals, and looks in detail at Goal 1 End poverty in all its forms everywhere and Goal 5 Achieve gender equality and empower all women and girls.
You can access the article, and plenty of other environmental news, here, either sign in with your IEMA login, subscribe or take a free trial.
Alternatively, there's a pdf of it here.
For over fifteen years, InterAct Networks worked to put stakeholder and public engagement at the heart of public sector decision-making, especially through focusing on capacity-building in the UK public sector. This work - through training and other ways of helping people learn, and through helping clients thinks about structures, policies and organisational change - helped organisations get better at strategically engaging with their stakeholders to understand their needs and preferences, get better informed, collaboratively design solutions and put them into practice. Much of that work has been with the Environment Agency, running the largest capacity-building programme of its kind.
InterAct Networks was registered as a Limited Liability Partnership in February 2002.
Founding partners Jeff Bishop, Lindsey Colbourne, Richard Harris and Lynn Wetenhall established InterAct Networks to support the development of 'local facilitator networks' of people wanting to develop facilitation skills from a range of organisations in a locality.
These geographically based networks enabled cross organisational learning and support. Networks were established across the UK, ranging from the Highlands and Islands to Surrey, Gwynedd to Gloucestershire. InterAct Networks provided the initial facilitation training to the networks, and supported them in establishing ongoing learning platforms. We also helped to network the networks, sharing resources and insights across the UK. Although some networks (e.g. Gwynedd) continue today, others found the lack of a 'lead' organisation meant that the network eventually lost direction.
In 2006, following a review of the effectiveness of the geographical networks, InterAct Networks began working with clients to build their organisational capacity to engage with stakeholders (including communities and the public) in decision making. This work included designing and delivering training (and other learning interventions), as well as setting up and supporting internal networks of engagement mentors and facilitators. We have since worked with the Countryside Council for Wales, the UK Sustainable Development Commission, Defra, DECC (via Sciencewise-ERC see p10), Natural England and primarily the Environment Agency in England and Wales.
Through our work with these organisations InterAct Networks led the field in:
diagnostics
guidance
tools and materials
new forms of organisational learning.
After Richard and Jeff left, Penny Walker joined Lindsey and Lynn as a partner in 2011, and InterAct Networks became limited company in 2012. In 2014, Lynn Wetenhall retired as a Director.
Through our work with clients, especially the Environment Agency, we have learnt a lot about what works if you want to build an organisation's capacity to engage stakeholders and to collaborate. There is, of course, much more than can be summarised here. Here are just five key insights:
An organisation which wants to improve its engagement with stakeholders and the public in the development and delivery of public policy needs capacity at organisational, team and individual levels.
This diagram, originated by Jeff Bishop, shows a cross-organisational framework, helping you to understand the levels and their roles (vision and direction; process management; delivery). If capacity building remains in the process management and delivery zones, stakeholder and public engagement will be limited to pockets of good practice.
There are half a dozen brilliant tools, frameworks and concepts which are enormously helpful in planning and delivering stakeholder and public engagement. Classroom training (and online self-guided learning) can do the job of raising awareness of these. But translating knowledge into lived practice - which is the goal - needs ongoing on-the-job interventions like mentoring, team learning or action learning sets. Modelling by someone who knows how to use the tools, support in using them - however inexpertly at first - and reinforcement of their usefulness. Reflection on how they were used and the impact they had.
People who are experienced and skillful in planning and delivering stakeholder and public engagement, and who are also experienced and skillful in designing and delivering learning interventions, make absolutely the best capacity-builders. They have credibility and a wealth of examples, they understand why the frameworks or skills which are being taught are so powerful. They understand from practice how they can be flexed and when it's a bad idea to move away from the ideal. We were enormously privileged to have a great team of practitioner-trainers to work with as part of the wider InterAct Networks family.
The way to identify the "learning intervention" needed, is to begin by asking "what does the organisation need to do differently, or more of, to achieve its goals?", focusing on whatever the key challenge is that the capacity building needs to address. Once that is clear (and it may take a 'commissioning group' or quite a lot of participative research to answer that question), ask "what do (which) people need to do differently, or more of?". Having identified a target group of people, and the improvements they need to make, ask "what do these people need to learn (knowledge, skills) in order to make those improvements?". At this stage, it's also useful to ask what else they need to help them make the improvements (permission, budget, resources, changes to policies etc). Finally, ask "what are the most effective learning interventions to build that knowledge and those skills for these people?". Classroom training is only one solution, and often not the best one.
Sometimes the capacity that needs building is skills and knowledge - things you can learn. So learning interventions (training, coaching, mentoring etc) are appropriate responses. Sometimes the capacity "gap" is about incentives, policies, processes or less tangible cultural things. In which case other interventions will be needed. The change journey needs exquisite awareness of what 'good' looks like, what people are doing and the impact it's having, what the progress and stuckness is. Being able to share observations and insights as a team (made up of both clients and consultants) is invaluable.
Over the years, some concepts and frameworks emerged as the most useful in helping people to see stakeholder engagement, collaboration and participation in a new light and turn that enlightenment into a practical approach.
I've blogged about some of these elsewhere on this site: follow the links.
As part of this wider suite of strategic and skills-based capacity building, InterAct Networks ran dozens of three-day facilitation skills training courses and helped the Environment Agency to set up an internal facilitator network so that quasi-third parties can facilitate meetings as part of public and stakeholder engagement. The facilitator network often works with external independent facilitators, contracted by the Environment Agency for bigger, more complex or higher-conflict work. This facilitation course is now under the stewardship of 3KQ.
Here are some other reports and resources developed by the InterAct Networks team, sometimes while wearing other hats.
Evaluation of the use of Working with Others - Building Trust for the Shaldon Flood Risk Project, Straw E. and Colbourne, L., March 2009.
Departmental Dialogue Index - developed by Lindsey Colbourne for Sciencewise.
Doing an organisational stocktake.
Organisational Learning and Change for Public Engagement, Colbourne, L., 2010, for NCCPE and The Science for All group, as part of The Department of Business, Innovation and Skills (BIS)’ Science and Society programme.
Mainstreaming collaboration with communities and stakeholders for FCERM, Colbourne, L., 2009 for Defra and the Environment Agency.
In 2015, Lindsey and Penny decided to close the company, in order to pursue other interests. Lindsey's amazing art work can be seen here. Penny continues to help clients get better at stakeholder engagement, including through being an Associate of 3KQ, which has taken ownership of the core facilitation training course that InterAct Networks developed and has honed over the years. The Environment Agency continues to espouse its "Working with Others" approach, with great guidance and passion from Dr. Cath Brooks and others. Colleagues and collaborators in the work with the Environment Agency included Involve and Collingwood Environmental Planning, as well as Helena Poldervaart who led on a range of Effective Conversations courses. We hope that we have left a legacy of hundreds of people who understand and are committed to asking great questions and listening really well to the communities and interests they serve, for the good of us all.
