The Community We Want

Searching for The Place We Searching for The Place We Can Truly Cal l HomeCan Truly Cal l Home

Christopher Wilson & Associates, Ottawa, 2010Christopher Wilson & Associates, Ottawa, 2010

The Community We The Community We WantWant

10/08/1010/08/10Christopher Wilson & AssociatesChristopher Wilson & Associates

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Soon your community, l ike Soon your community, l ike many others, wi l l be many others, wi l l be

chal lenged as never beforechal lenged as never before IssuesIssues

• Peak oil & expensive energy supplyPeak oil & expensive energy supply

• Climate change & environmental adjustmentClimate change & environmental adjustment

• Supply of quality food & waterSupply of quality food & water

• Security & safety from non-local threatsSecurity & safety from non-local threats

• Finding economic prosperity without growthFinding economic prosperity without growth

• Aging population & decline of skilled workersAging population & decline of skilled workers

• Social inequity, inadequate healthcare & povertySocial inequity, inadequate healthcare & poverty

• Ongoing need for technological & social innovation Ongoing need for technological & social innovation

• Space to accommodate human & other speciesSpace to accommodate human & other species


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The Issues Are ComplexThe Issues Are ComplexUncertainty is large – the Uncertainty is large – the problems and their problems and their solutions are not static, solutions are not static, they are constantly they are constantly evolving. Both the goals evolving. Both the goals and the means of how to and the means of how to get there are being learned get there are being learned together.together.

The knowledge, resources The knowledge, resources (human and financial), and (human and financial), and power (authority and power (authority and mandate) needed to mandate) needed to respond to these issues respond to these issues are widely distributed. No are widely distributed. No one is fully in control.one is fully in control.


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The Responses Equal ly The Responses Equal ly SoSo

The responses will require The responses will require collaborative efforts among people collaborative efforts among people who may hold opposing views and who may hold opposing views and possibly don’t even like each possibly don’t even like each other. Yet to get there, as almost other. Yet to get there, as almost every practitioner and policy every practitioner and policy maker realizes, we need more maker realizes, we need more opportunities for honest, authentic opportunities for honest, authentic dialogue. Can we have truly adult dialogue. Can we have truly adult discussions about these things?discussions about these things?

Effective responses will invariably have to mirror the same level of complexity as the problem itself. Each response must be unique. The solutions of other places will be helpful but will not be transportable. Experience is no guarantee of success. Relationships will be key leading to highly networked solutions.

Effective responses will also require significant personal, organizational and social learning often through experimentation, prototyping and the piloting of ideas

Image Source: Mappa del Potere, Casaleggio Associati, Italy, 2007


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Working TogetherWorking TogetherStrangely, in our new Strangely, in our new global village where we global village where we are increasingly are increasingly connected together connected together through a growing array through a growing array of technological tools, the of technological tools, the ability to work ability to work cooperatively is a skill that cooperatively is a skill that most of us have failed to most of us have failed to cultivate and few are even cultivate and few are even aware of its necessity.aware of its necessity.

The last half century -- with its emphasis on patriarchal The last half century -- with its emphasis on patriarchal leadership, hierarchical organizations and centralized leadership, hierarchical organizations and centralized governments -- has undermined our culture of community, governments -- has undermined our culture of community, replacing it with areplacing it with a culture of entitlement where we have come culture of entitlement where we have come to believe that we are incapable of shouldering collective to believe that we are incapable of shouldering collective responsibility or doing things together.responsibility or doing things together.


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A Community is the A Community is the Product of Learning How Product of Learning How

to Be Togetherto Be Together

How we decide How we decide & work together & work together

as ownersas owners

Mobile Mobile CommunityCommunity

Safe Safe CommunityCommunity

Prosperous Prosperous CommunityCommunity

HealthyHealthy CommunityCommunity

Cultured Cultured CommunityCommunity

Well Fed Well Fed CommunityCommunity

Energy Self- Energy Self- Sufficient Sufficient

CommunityCommunity

Educated Educated CommunityCommunity

Community Community InfrastructureInfrastructure& Buildings& Buildings

SustainableSustainable CommunityCommunity


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Community is a Community is a Conversat ion Conversat ion

Through Different MediaThrough Different Media Being together in a community demands we Being together in a community demands we

engage each other: to collaborate in engage each other: to collaborate in common purpose; to share risks and common purpose; to share risks and rewards; to discover complementary skills & rewards; to discover complementary skills & assets; to build trust; to support each other; assets; to build trust; to support each other; and to celebrate our shared progressand to celebrate our shared progress

In so doing our community becomes an In so doing our community becomes an interdependent human system that draws its interdependent human system that draws its

shape from the ongoing dialogue that we shape from the ongoing dialogue that we hold amongst ourselves. Our history, hold amongst ourselves. Our history,

buildings, economy, infrastructure and buildings, economy, infrastructure and culture -- all are artifacts of the culture -- all are artifacts of the

conversations we engage in together and conversations we engage in together and the choices that emerge from those the choices that emerge from those

conversations conversations


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Alternative futures

Alternative futures

““ The Best Way to Predict the Future is to The Best Way to Predict the Future is to Create i t” - Peter DruckerCreate i t” - Peter Drucker

The present is either desirable or it is notThe present is either desirable or it is not• Trying to fix the mistakes of the past only recreates the past in the Trying to fix the mistakes of the past only recreates the past in the

present and the futurepresent and the future• Our choices in the present can create new possibilities so that we don’t Our choices in the present can create new possibilities so that we don’t

have to correct the past …have to correct the past …• but simply live into a new futurebut simply live into a new future

Present

Future

PastPast continued


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For a Dif ferent Future, For a Dif ferent Future, Change the Conversat ionChange the Conversat ion

If the present is not desirable, then change the If the present is not desirable, then change the conversation with your neighbours and begin living into that conversation with your neighbours and begin living into that new future. Ask yourselves:new future. Ask yourselves:• How do we want to be together?How do we want to be together?• What possibilities can we imagine for ourselves?What possibilities can we imagine for ourselves?• What do we need to change in ourselves today to alter our What do we need to change in ourselves today to alter our

relationships, broaden our understanding, and change our relationships, broaden our understanding, and change our commitments to catalyze that new future?commitments to catalyze that new future?

• What can we each contribute to bring about the future we desire?What can we each contribute to bring about the future we desire? This leads to an aThis leads to an autopoietic conversation that is less about conversation that is less about

creating a distant goal as part of some causal chain of creating a distant goal as part of some causal chain of events and more about living the prototype of your desired events and more about living the prototype of your desired future todayfuture today• If you change today’s conversation with others, then you’ll begin If you change today’s conversation with others, then you’ll begin

transforming that which it gives rise totransforming that which it gives rise to


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Personal Ownership is KeyPersonal Ownership is Key The first step in transformative change is claiming The first step in transformative change is claiming

ownership of the presentownership of the present• If you’re not part of the problem, how can you expect to be part of If you’re not part of the problem, how can you expect to be part of

a solution? What transformative leverage can you really hold?a solution? What transformative leverage can you really hold?

Ownership is the decision to become the author of your Ownership is the decision to become the author of your own future. Ownership is personal. Ask yourselves:own future. Ownership is personal. Ask yourselves:• How valuable do you plan this cooperative experience being? How valuable do you plan this cooperative experience being? • What do you see as your likely rewards?What do you see as your likely rewards?• How much risk / uncertainty are you willing to entertain?How much risk / uncertainty are you willing to entertain?• How participative do you plan on being?How participative do you plan on being?• To what extent have you contributed to the status quo?To what extent have you contributed to the status quo?• What is the community narrative you tell yourself & others?What is the community narrative you tell yourself & others?

Ownership is not blameOwnership is not blame• Blame is for armchair spectators not participants or ownersBlame is for armchair spectators not participants or owners• Blame is a form of entitlement – someone else is responsibleBlame is a form of entitlement – someone else is responsible• Owners can always choose differentlyOwners can always choose differently


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Nobody’s in ChargeNobody’s in Charge If no one’s in charge, then we all areIf no one’s in charge, then we all are

• Can you do it alone? If so do it! If not, find people to collaborate Can you do it alone? If so do it! If not, find people to collaborate with.with.

Explore the possibilities you share with them. Explore the possibilities you share with them.

Consider what shared values, behaviours and norms Consider what shared values, behaviours and norms you need to be able to work together? These are your you need to be able to work together? These are your principles.principles.

Who else do you need to involve?Who else do you need to involve?

What are the minimum rules you need to be able to work What are the minimum rules you need to be able to work together, to achieve your shared goals while guided by together, to achieve your shared goals while guided by your principles?your principles?

What information do you need to sustain your mutual What information do you need to sustain your mutual trust and be able to adjust to each other’s actions?trust and be able to adjust to each other’s actions?

How will you learn from each other?How will you learn from each other?


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How do we begin?How do we begin? The best unit of transformation is small groups The best unit of transformation is small groups

• Bring a few people together in a roomBring a few people together in a roomo the core work is rebuilding social fabric, connectedness & the core work is rebuilding social fabric, connectedness &

belongingbelonging

• That room & the people in it become the prototype of how That room & the people in it become the prototype of how you want to be together as a community in the future . you want to be together as a community in the future .

o How we are with each other reflects the present we have and the How we are with each other reflects the present we have and the future we wantfuture we want

• The first step to an alternative future is creating a shared The first step to an alternative future is creating a shared sense of possibility. With an authentic conversation about sense of possibility. With an authentic conversation about that possibility, we bring the future into the present. that possibility, we bring the future into the present.

o Hospitality and civility are keyHospitality and civility are keyo Make sure every voice is heardMake sure every voice is heardo Questions are more important than answersQuestions are more important than answerso Foster responsibility with everyoneFoster responsibility with everyone


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The 13 Buts …The 13 Buts … Why should I be involved? That’s why I pay taxes…Why should I be involved? That’s why I pay taxes… ‘ ‘They’ won’t let us…They’ won’t let us… We need to get more people to buy-in …We need to get more people to buy-in … We don’t have any funding…We don’t have any funding… There are others already doing this…There are others already doing this… No one really cares about this anyway…No one really cares about this anyway… People are just too set in their ways…People are just too set in their ways… It’s too late to do anything…It’s too late to do anything… Show me where it has worked…Show me where it has worked… I’m not qualified…I’m not qualified… Where can we find the right leaders…Where can we find the right leaders… I don't have the energy or resources for that…I don't have the energy or resources for that… We need to lobby for new policies & laws…We need to lobby for new policies & laws…


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Together We CanTogether We Can How do I know who to involve?How do I know who to involve?

• Those who can make it happen; those who can stop you; those with knowledge Those who can make it happen; those who can stop you; those with knowledge to help you; and those who are directly impacted to help you; and those who are directly impacted

How do I get them to the table?How do I get them to the table?• Talk to them, listen to their concerns, learn from them and share what you knowTalk to them, listen to their concerns, learn from them and share what you know

If there are lots of stakeholders, how do you involve all of them?If there are lots of stakeholders, how do you involve all of them?• By degrees. Have a core group, use task forces and workshops to spread the By degrees. Have a core group, use task forces and workshops to spread the

workload, and be accountable to your community through periodic public workload, and be accountable to your community through periodic public reporting and outreach. Be inclusive by default but let people choose where they reporting and outreach. Be inclusive by default but let people choose where they can commit time & resources.can commit time & resources.

How do you build consensus?How do you build consensus?• Use a process facilitator, listen to each other, find common ground, build Use a process facilitator, listen to each other, find common ground, build

consensus phase by phase. Avoid win-lose scenarios such as majority votes and consensus phase by phase. Avoid win-lose scenarios such as majority votes and mediation as they undermine future commitment.mediation as they undermine future commitment.

What happens if you can’t reach consensus?What happens if you can’t reach consensus?• Use a failsafe. Someone will decide or something will happen should consensus Use a failsafe. Someone will decide or something will happen should consensus

elude you. Identify these failsafes upfront & remind people as neededelude you. Identify these failsafes upfront & remind people as needed What’s different between negotiated mediation & consensus?What’s different between negotiated mediation & consensus?

• Consensus involves face-to-face interactions where participants come together Consensus involves face-to-face interactions where participants come together with minimal prior commitments, listen to each other, empathize and learn from with minimal prior commitments, listen to each other, empathize and learn from one another in an exercise of joint problem solving. Mediation doesn’t allow for one another in an exercise of joint problem solving. Mediation doesn’t allow for learning or the development of relationships and trustlearning or the development of relationships and trust


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Gett ing StartedGett ing Started ListenListen

• Exchange some personal stories & establish a connectionExchange some personal stories & establish a connection• Let each person relate why they might want to participateLet each person relate why they might want to participate• Let each person give voice to their version of the problemLet each person give voice to their version of the problem• Listen with empathy and with an alertness to the whole that will Listen with empathy and with an alertness to the whole that will

emerge from your collective perspectivesemerge from your collective perspectives

LearnLearn• Resist providing answers, making decisions, or rushing into Resist providing answers, making decisions, or rushing into

action. action. • Explore how competing but valid truths may be reconciledExplore how competing but valid truths may be reconciled• Let your actions together enrich your understanding. Learn while Let your actions together enrich your understanding. Learn while

and from your doing togetherand from your doing together

ShareShare• Put your purposes together. Find agreement there and then Put your purposes together. Find agreement there and then

decide on what to dodecide on what to do• Spend time on understanding each other -- particularly in your Spend time on understanding each other -- particularly in your

disagreements for that’s where you’ll find your greatest source of disagreements for that’s where you’ll find your greatest source of innovationinnovation


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Basic Col laborat ive Pract icesBas ic Col laborat ive Pract ices Think through your practice of meeting together, structuring the process

w/o structuring the outcomes Your engagement practices should make the whole thing personal.

Empowerment is a personal choice: to accept ownership and its responsibilities or not. It leads to shared commitment & joint action.

Trust is hard earned but easily lost. Take time to invest in building relationships, mutual confidence & moral contracts, and periodically re-affirm your trustworthiness.

Be sure to allocate enough time to define your purpose, principles, people, concepts, structure & processes so that your governance and decision making practices reinforce your ability to work together. In a partnership, you are accountable to many.

Use most of your time together for learning -- from each other, from your work together and from its consequences in the community. Develop a common language & get comfortable with the uncertainty of learning while doing.

Be clear in your operational practices ensuring there is an appropriate & fair sharing of risk, rewards & workload.

Your information practices should satisfy your co-learning needs, the contingent cooperation of your partners & your multiple accountabilities.


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F inal ThoughtsF inal Thoughts If you want to truly transform your community, then you If you want to truly transform your community, then you

must be in it for the long haulmust be in it for the long haul Err on the side of inclusivenessErr on the side of inclusiveness Be a convenor and facilitator first then a decision makerBe a convenor and facilitator first then a decision maker With each issue its complexity should be mirrored in the With each issue its complexity should be mirrored in the

number & variety of forums available for community number & variety of forums available for community dialoguedialogue

Learn from your results & the measurement of progressLearn from your results & the measurement of progress Be sure and invest in the collaboration skills and facilitative Be sure and invest in the collaboration skills and facilitative

leadership within your core groupleadership within your core group If you’re in the public sector, be willing to be led by the If you’re in the public sector, be willing to be led by the

community and resist your temptation to direct the community and resist your temptation to direct the outcome no matter how benign that path may seemoutcome no matter how benign that path may seem

Conflict & collaboration go hand in hand. Without your Conflict & collaboration go hand in hand. Without your differences being aired, there will be no innovation & differences being aired, there will be no innovation & nothing will change. Polite collaboration is empty pretence.nothing will change. Polite collaboration is empty pretence.


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How we can help:How we can help:• Professional Development Professional Development • Partner EngagementPartner Engagement • Partner ManagementPartner Management• Creating Forums for Dialogue Creating Forums for Dialogue

o Design of forums, workshops, roundtables, or Design of forums, workshops, roundtables, or symposia to effectively share knowledge, build symposia to effectively share knowledge, build relationships of trust and undertake joint learning relationships of trust and undertake joint learning

• Action ResearchAction Research


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Some Addit ional ResourcesSome Addit ional Resources

Peter Block:Peter Block: Community: The Structure of BelongingCommunity: The Structure of Belonging

Transition Town NetworkTransition Town Network

David Straus:David Straus: How to Make Collaboration WorkHow to Make Collaboration Work

Joanne Romero:Joanne Romero: The Art of CollaborationThe Art of Collaboration

Peter Senge:Peter Senge: The Necessary RevolutionThe Necessary Revolution

http://www.chapters.indigo.ca/books/Community-The-Structure-Of-Belonging-Peter-Block/9781605092775-item.html?ref=Books:+Search+Top+Sellers

http://www.transitionnetwork.org/about/principles

http://www.chapters.indigo.ca/books/How-Make-Collaboration-Work-Powerful-David-Straus/9781576751282-item.html?ref=Search+Books:+'how+to+make+collaboration+work'

http://www.amazon.ca/Art-Collaboration-Truth-Working-Others/dp/0595447198/ref=sr_1_9?ie=UTF8&s=books&qid=1275329652&sr=8-9

http://www.chapters.indigo.ca/books/Necessary-Revolution-Working-Together-Create-Senge-Smith-Kruschwitz/9780385519045-item.html?ref=Search+Books:+'peter+senge'


2020

Contact usContact us

Tel: 613-355-6505Tel: 613-355-6505

Email: Email: [email protected]@christopherwilson.ca

PO Box 62024PO Box 62024

Ottawa, ON K1C7H8Ottawa, ON K1C7H8

mailto:[email protected]

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The Community We Want