St. Lucy’s Pantry Fell… · St. Lucy’s Pantry July 16-17th, 2010. Team Work Exercise # 4 TOTAL TIME: 40 min. 1. Gather in your teams and choose a timekeeper. 2. Take some time

St. Lucy’s Pantry

July 16-17th , 2010

Our Agenda and Goals

Develop key community organizing skills.

Develop a peer learning team.

Learn to build strategic relationships, tell your story, make decisions, create effective teams, develop strategy, and tell the story of your community.

Our Communal Covenants. . .

Organizing, Leadership and Action

What is Organizing?

GOALS

RESOURCES

Relationship

Strategy

Action

Organizing:

Turning…what we have into what we need to get what we want.

Are You Part of an Organization or a Dis-Organization?


Disorganization

Divided

Confused

Passive

Reactive

Inactive

Drift


Disorganization

Divided

Confused

Passive

Reactive

Inactive

Drift

Organization

United

Understanding

Participate

Initiative

Act

Purpose

Leadership Makes All the DifferenceLeaders

Build Relationships

Interpret

Motivate

Strategize

Mobilize

Accept Responsibility

Disorganization

Divided

Confused

Passive

Reactive

Inactive

Drift

Organization

United

Understanding

Participate

Initiative

Act

Purpose

LeadershipWhat is Leadership?

Enables others to achieve purpose in the face of uncertainty.

What Do Leaders Do?

Leaders choose to accept the responsibility to empower others to achieve their purposes in an uncertain world.

- Marshall Ganz

Building Relationships What Is a Relationship?

Shared trust

Exchange of Interests and Resources

Commitment

Why Do We Build Relationships? To identify leaders

To find common values

To exchange community resources

To discover shared purpose

To establish commitment

To create change

Building Relationships

1 on 1s

1 on 1 Meetings are:

Scheduled

Purposeful

Intentional

Probing

One on one meetings are the key to building and sustaining successful organizations.

1 on 1 Meetings are NOT:

Sending an email

Making a phone call

Asking someone to do something without establishing a relationship first.

1 on 1 Dos and Don’tsDo Don’t

Schedule a time to have the conversation (30 – 60 minutes).

Be unclear about purpose or length of conversation.

Plan to listen. Try to persuade v. listen.

Begin by sharing your connection with the work and transparently articulate the purpose of your meeting.

Chit chat about private interests.

Share experiences, deep motivations, interests and passions.

Skip stories to “get to the point.”

Exchange resources. Miss the opportunity to share ideas about how things can change.

Make a commitment. End the conversation without a commitment.

Team Work Exercise # 1

TOTAL TIME: 45 min.

1. Gather in your teams and choose a timekeeper and a note-taker. 5min

2. Break into pairs. Practice a 1 on 1. Each partner has 10 min. to lead the

conversation. Listen for common values, shared purpose and unique

resources and skills.

5

3. Practice telling your story of self with a partner. Take 2 minutes to tell

your story and then 3 minutes of feedback.

20

4. Gather back in your small group. Share as a group what you discovered

in your meetings. Have your note-taker record: common values, shared

purpose ad skills and resources. As a group come up with one statement

of shared purpose.

15

REPORT OUT: Choose one person in the group to report back. 5

Why Stories? Stories help us discover and elicit call narratives

not only for ourselves, but for one another.

Stories communicate our passions, values, and commitments.

Stories foster relationships.

Stories inspire us to act.

The key to motivation is understanding that values

inspire action through emotion.

Some emotions inhibit action, but other emotions

facilitate action.

Unearthing Our Stories Stories articulate our values, passions and

commitments through a simple plot:

ChallengeChoice

Outcome

Unearthing Our Stories Our stories are not just about ourselves, but also about

the communities of which we are a part.

These public narratives include:

Story of self

Story of us

Story of now

Story of Self A “story of self” tells why we have been called to do

what we do.

The key focus is on choice points, moments when values are formed.

When did you first understand your sense of call? Why are you called to organize in the Near West Side?

When did you feel you had to do something about it? Why did you feel you could?

Story of Us A “story of us” communicates why our community

has been called to its mission.

What shared experiences embody the common purpose of the organization?

What shared experiences illustrate the shared values of the organization?

Story of Now A “story of now” communicates what we are called to

do now, in the present moment, based on our individual calls and shared values.

It articulates our community’s:

Challenge

Hope (Outcome)

Choice

Our StoriesTELLING YOUR PUBLIC

NARRATIVE

SELF

MOVEMENTNOW

Listening to Public Narratives

Barack Obama

Democratic National Convention

2004

Listening to Public Narratives

Where did you hear Obama’s story of self?

What choices did he make? Why?

What values moved him?

Listening to Public Narrative

Where did you hear a story of us?

Who is the us?

What values move this us? Why?

What is the call of the us?

Listening to Public Narrative

Where did you hear Obama’s story of now?

What is the challenge?

What is the hope?

What is the choice?

Our StoriesStories should…

Be about 2 minutes

Be specific—use details

Tap into emotion

Include a challenge, a choice and an outcome

Offer hope

Communicate your sense of call

Coaching

In developing our stories coaching is essential.

Good coaches:

- elicit our stories

- discover our passions

- empower us to articulate our sense of call.

Coaching

An effective coach:

Listens actively.Asks challenging questions.Looks for choice points and asks whyProvides constructive feedback. Attends to specific points in the story. Connects the dots.

Coaching

Coaches should NOT:

Offer vague abstract "feel good" comments, unless you’ve established the context.

Make value judgments about the story teller’s voice or the validity of the point they want to make.

Focus on packaging, as opposed to content.

Team Work Exercise #2

TOTAL TIME: 40 min.

1. Gather in your teams and choose a timekeeper. 5min

2. Silently develop your own story using the worksheet. 5

3. Practice telling your story of self with a partner. Take 2 minutes to tell


10

4. Gather back in your small group. Tell your story to your team members

and respond to each other – each person takes 2 min. to tell their stories,

and the group has 3 min. to offer feedback.

25

REPORT OUT: Choose one person in the group whose story best

exemplifies why they are called to do what they do.

Decision Making

Stages of a Decision-making Process

1. Determining a Decision Making Rule

2. Identifying Outcome Criteria

3. Open - Generating Alternatives

4. Narrow - Evaluating Alternatives

5. Close - Deciding

6. Learning from the Decision

Decision Rule

Majority Rule

Consensus

Individual Expertise

Outcome CriteriaA series of guidelines of things that must be included or must

not be included.

Examples:

The project must be located on the Near West Side.

The project must not exclude any group of people.

Process:

Brainstorm criteria

Eliminate duplicates

Asking if any object to the criteria listed.

Phase Tool Goal What to Do or Say

OPEN

Narrow Opening =>

Propose Something

To get discussion started.

To offer a straw man as a basis

of exploring an issue area.

“Ok, we’ve identified a problem

area here. Would anyone like to

offer a proposal? After we talk

about it a bit, we may need to

recycle back to clarify the

problem.”

Mid-Size Opening =>

Make a List

To give each person a chance

to engage (in a small group).

To develop an initial map of an

issue area.

To have a small list for starting

discussion.

“Let’s go around the table once,

and get each person’s favorite

idea”

Wide Opening =>

Brainstorm

To enable the group’s creativity.

To open a wide range of

thinking

To collect and build a lot of

ideas

“Let’s take 10 minutes to catch

any ideas we have – even if

they are off the wall.

Remember,

No evaluation yet

Build on ideas”

Clarify any of the above To make sure group members

have a shared understanding of

issue area before moving to

evaluation.

“Before we jump into deciding,

let’s make sure we are all

talking about the same thing.

Would anyone like to ask

questions for clarification on the

proposals? “

“Jack, would you please

summarize Jill’s proposal?”


NARROW

Combine duplicate or

overlapping proposals

Take out the redundancy “We have a long list

here. Let’s see if we can

shorten it by combining

similar or overlapping

items, but without losing

any ideas. Do you see

any candidates for this?”

Find the Top Choices

(N/3)

Use a dot poll for choices,

allowing each participant

to have (number of

choices/3) dots to vote

with.

To focus the group’s

attention on the choices it

thinks are most important,

but not necessarily ready

to decide upon.

“Ok, let’s see which of

these ideas we want to

spend more time with.

There are 11 in our list,

so please spend 4 votes

among them”

Advocate To bring out the strengths

and reasoning behind

each proposal.

“We are considering

dropping some of the

proposals that didn’t

receive many of your

votes. Before we do

that, would anyone like

to explain why we might

want to consider them

further?”


CLOSENegative Poll To verify that you have

agreement on a decision.

“Does anyone not agree

that we can take this item

off the list”

“Is their anyone who is

not ok with combining

items C and F?”

Build Up/Eliminate To gain agreement on a

proposal by drawing

acceptable elements from

other proposals.

“What do you really need

to have from option C

that we could pull into

option A so that it works

for you?”

“Bob is having trouble

with the timeline on

option B. Is there some

way we can address his

concerns?”

Straw Poll To see how close the

group is to agreement on

a decision.

To focus on problem

areas of a proposal.

“So, who is comfortable

with the proposal as

developed so far? Show

thumbs up, down, or

sideways.”

“I see some thumbs

down. Let’s find out

about those.”

Both/And To avoid win/lose

decisions.

To get the best of multiple

proposals.

“Is the yet some way to

support both proposals?”

BrainstormingRules for brainstorming

Don’t evaluate the idea; defer judgment.

Quantity is the goal.

The wilder, the better.

Record each idea verbatim.

“Tagging” on or combining ideas into one new idea is OK.

Teamwork Exercise # 3 50minutes

Choose your decision-rule for criteria and for choosing a team name.

Brainstorm criteria for selecting a team name.

Reach agreement on criteria by eliminating duplicates; asking if any object to the criteria listed.

Brainstorm possible team names.

Narrow the team names by eliminating duplicates.

Provide each team members an opportunity to advocate for one name.

Take a straw poll to test for energy; eliminate options with no votes.

Discuss remaining options to see if the group can reach.

Create a team cheer based on your new name.

St. Lucy’s Pantry

July 16-17th , 2010


TOTAL TIME: 40 min.

1. Gather in your teams and choose a timekeeper.

2. Take some time as individuals to silently describe your best day in the Near West

Side. You can write, draw, create a poem, or song that expresses what that day was

like for you. Remember, like in your story of self to use a lot of rich details and

vivid images. Help that day come alive for others.

10

3. Gather as a small group and share your creations with one another. On newsprint write up all the good things that come up about living in the Near West Side.

10

4. In your small groups, answer the question: What keeps you from having your best day everyday in the Near West Side? Brainstorm the challenges or obstacles for you and your neighbors. Shout them out and write them on the newsprint.

10

5. Look back to the sheet from yesterday where you listed all of the skills and resources in your group. Now brainstorm together the places of hope or resources you possess just in your small group to overcome the challenges you listed. Put those on newsprint too.

10

Creating a Team Why work in teams?

Teams offer a structural model for working together where individuals can work together for common purpose.

Teams create strategic capacity – the ability to strategize and act together in ways not possible individually.

The goal is to engage people as people in working together around shared values to achieve common purposes.

Norm Corrections Accountability measures to maintain team norms.

Feasible

Consensual

Clear

Examples:

Sing a song

Pay $5

Do a dance

Creating a Team What is a team?

A team is a collection of people working together to accomplish a goal.

Communication

Sharing of Resources

Strategic Organizing

A group becomes a team when they covenant to work together towards a goal by communicating regularly, sharing resources, and organizing strategically.

Team Essentials

Purpose: Clear, Consequential, Challenging

Roles: Interdependent Team Tasks, Team Composition

Norms: Team Norms, Stable, Accountable to One Another

PurposeThe purpose of our small group is

________________________________________.

Identify constituency.The community we serve is_______________

Identify action.When we go to the community, we will_______

Set goals.We will do this by ________________________

RolesRoles are the team responsibilities that each person accepts.

Roles define interdependent team tasks and clarify the team’s composition.

Each team needs to adapt the suggested roles to their own skills and resources.

Suggested key roles include:

Team Coordinator Team Public Narrative Coach Strategy Coach Note Taker Timekeeper

NormsNorms are the mutual expectations and

accountability structure of a team.

Some examples of norms include:We will always be on time.We will always ask for help if we need it.We will never be disrespectful when working

together.We will never not show up without notifying

someone else on the team.

Making Commitments Stick Feedback. When someone makes a commitment, they

need to hear from those they’ve committed to. Continually measure progress of individuals within the team, and of the team itself.

Reflection. Plan. Act. Evaluate.

Recognition. Recognize people who do good work. Recognize when commitments have been met in order to reinforce them.

Accountability. There must be some consequence for not keeping commitments. One way to say it is, “Something must happen if nothing happens”.


TOTAL TIME: 35 min.


2. Articulate your team purpose. 10

3. Review team roles. Brainstorm responsibilities each would have in

continuing work together, Talk about how these roles might match up

with the talents of each member.

10

4. Decide on collective norms. 10



See pages 44-47

Devising Strategy

Strategy is a plan in action for how we will mobilize the resources we have to build the power we need to live out the change we want to see – our goal.

Campaigns…strategic ways to organize our activities.

Focus resources and energy on specific objectives.

Structure timing.

Link tactics.

Strategic Action

Strategic Action = WHO,

WHEN and HOW

Plan

Act

Reaction

Evaluate

Good Strategy Is…

motivated

intentional

creative

collaborative

a verb

unfolds over time

embodies values


TOTAL TIME: 60 min.

1. What is your strategic goal in working together? 5min

2. What are the measureable outcomes towards which you are working? 15

3. Brainstorm and evaluate possible tactics. 20

4. Create a timeline, assign responsibilities, decide when to evaluate. 15

5. Prepare to report your strategy to the whole group. 5

REPORT OUT: Choose one person to report back

The Story of Us Tells the story of who we are together.

Weaves together our calling (self) and purpose (now).

Highlights common values.

Illustrates those values with concrete examples.

Susan ChristopherCamp Obama

Story of Us In Susan Christopher’s story,

Who was the “us” she narrated?

What made it an “us?” Shared experiences? Shared Values?

What were the challenges she articulated for the group?

What was the choice they could make?

Where was the hope?

Who are We as Organizers on theNear West Side?

Shared experiences

Shared values

Shared purpose

Team Work Exercise #7

TOTAL TIME: 40 min.


2. Silently develop your own story using the worksheet. 5

3. Practice telling your story of us with a partner. Take 2 minutes to tell


10

4. Gather back in your small group. Tell your story to your team members

and respond to each other – each person takes 2 min. to tell their stories,

and the group has 3 min. to offer feedback.

20



Key Learnings….

EvaluationThings that went well…. Things that we would like

to change….

Documents

St. Lucy’s Pantry Fell… · St. Lucy’s Pantry July 16-17th, 2010. Team Work Exercise # 4 TOTAL TIME: 40 min. 1. Gather in your teams and choose a timekeeper. 2. Take some time