Turf, Trust and Collaboration - Prince George Services/Documents/Social Planning/Tur… · The Agenda for the Workshop Morning Session Afternoon Session • Welcome and Making Connections

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www.tamarackcommunity.ca

Turf, Trust and Collaboration Practical Tools for Building Trust

Liz Weaver, Co-CEO, Tamarack Institute [email protected]

Welcome to the Workshop

Kathleen Soltis General Manager City of Prince George

http://www.tamarackcommunity.ca/

mailto:[email protected]

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A Connected Force for Community ChangeJoin us www.tamarackcommunity.ca

We support Learning Communities around five ideas for making significant community change.

Turning theory into practice is critical for community change. We support two Action Learning Communities to get to impact.


The Agenda for the Workshop

Morning Session Afternoon Session

• Welcome and Making Connections • Turf, Trust and Collaboration – Overview • The Challenge of Turf • Simple Tools to Build Trust and Engagement

• Personal Assets Inventory • Meeting Design: The Four Agendas, Checking in

and checking out, Engagement Questions, TRIZ

• Focusing on Self • The Leadership Self-Assessment Tool • Befriending your Nemesis

• Building Shared Commitment • The Journey Map

• Sharing your Tools and Approaches • Top Three Things and Closing

http://www.tamarackcommunity.ca/

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Welcome

Making Connections

• Who is in the room?

• Minute Marathon


Goals for the Workshop

• Understand the importance of building trust to cultivate collaborative partnerships

• Determine how to navigate situations where trust has been broken

• Practice tools, approaches and methods which are designed to build trust

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Turf, Trust, Collaboration and Collective Impact The Context


The Big Ideas behind Building Trust 1. We live in a time of complexity, we are not connected to each

other and engage in hyper-individualized consumerism.

2. There is a neuro-science and behaviours that connect to building trust.

3. Trust and time are connected – but not always for the better.

4. Focus on ourselves first and then build trust by turning outward.

5. We need to build our capacity for embedding trust in our relationships to build connections.

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Turf is Real • Individuals feeling lonely, disconnected,

fearful

• A lot of change, chaos and a feeling that things are not in control

• A sense of scarce or diminishing resources

• A lack of tools to make connections, build trust and relationships


Community Resilience: A Definition

▪ A community’s ability to “bounce back” after a crisis or

disaster

▪ Proactive efforts for a community to be strengthened &

more cohesive

▪ Community resilience is: a lens, an ability, a process

AND an outcome

▪ Demonstrated by residents’ ability to unite community

resources and collaborate to take collective action

▪ Grows when residents work together to develop & build

resources and mobilize them in response to change,

allowing residents to direct and affect the outcome

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4 Characteristics of Resilient Communities

• Positive Attitudes & Values – Social relationships,

behaviours and trust. “Our Way”

• Proactive Leadership Development & Planning –

neighbours & communities are proactively engaged in

community’s vision, Leadership is diversified

• A Localized Economy – Locally-owned businesses are

promoted, local employment opportunities exist and local

economy is diversified

• Infrastructure & Resources – This includes the design &

physical infrastructure of the community; its green and public

spaces; food, shelter & renewable energy and, its community

celebrations.

Source: Canadian Centre for

Community Renewal


10 Actions to Build Resilient Communities

1. Be Prepared for Long-term Commitment

2. Nurture Natural Caring Relationships

3. Build from the Bottom Up

4. Be an Ally, Not an Expert

5. Invest in Organizing

6. Invest in Advocacy

7. Focus on Strengths and Assets

8. Support Peer Learning

9. Surrender the Need to Control

10. Nurture Shared Leadership

Source: Resilience: Heath in a New Key -

Vitalyst Health Foundation

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Building Trust in Community Change


The Neuroscience of Trust 1. Status - relative importance to others.

2. Certainty - being able to predict the future.

3. Autonomy - a sense of control over events.

4. Relatedness - a sense of safety with others, of friend rather than foe.

5. Fairness - a perception of fair exchanges between people.

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Time and Trust

Table Discussion:

• How are trust and time connected?

• What do we need to consider?


The 5 Waves of Trust – starting with self trust

Source: Stephen Covey, The Speed of Trust

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The Five Waves of Trust • Self-Trust – deals with the confidence we have in ourselves – in our ability

to set and achieve goals, to keep commitments, to walk our talk – and also with our ability to trust others

• Relationship Trust – is about how to establish and increase trust with others

• Organizational Trust – deals with how leaders can generate trust in different organizations

• Market Trust – reflects the trust customers, investors and others in the marketplace have in our organization

• Societal Trust – is about creating value for others and for society at large


Building Relational Capacity

• Sincerity – is the assessment that you are honest, that you say what you mean and mean what you say, and that you can be believed and taken seriously. Your actions will align with your words.

• Reliability – is the assessment that you meet the commitments you make, that you keep your promises.

• Competence – is the assessment that you have the ability to do what you are doing or propose to do - the other person believes you have the requisite capacity, skill, knowledge, and resources

• Care – is the assessment that you have the other person’s interests in mind as well as your own

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13 ways to build trust

1. Talk straight

2. Demonstrate respect

3. Create transparency

4. Right wrongs

5. Show loyalty

6. Deliver results

6. Get better 7. Confront reality 8. Clarify expectations 9. Practice accountability 10.Listen first 11.Keep commitments 12.Extend trust

Covey - The Speed of Trust, page 127


Your Turn

Think Pair Share

• What do you do well when building trust?

• What is challenging to you and why?

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How to Deal with Trust Breakdowns

1. Focus attention by elevating the issue to the public and policy agendas

2. Engage people in the effort by convening the diverse set of people, agencies and interests needed to address the issue

3. Stimulate multiple strategies and options for action

4. Sustain action and maintain momentum by managing the interconnections through appropriate institutionalization and rapid information sharing and feedback


Fight, Flight, Work

Fight - Using energy against others and group leaders

Flight – draining energy out and diverting attention

Work - providing a catalyst for group members to address an issue

Giving Information, Opinions or Suggestions

1. Using emotion laden words 2. Repeating points 3. Making speeches 4. Accusing, blaming 5. Name-calling 6. Taking a fixed position

1. Taking side trips 2. Telling irrelevant stories 3. Playing down differences to

avoid conflicts4. Intellectualizing

1. Suggesting group norms 2. Providing relevant data 3. Identifying underlying interests 4. Suggesting workable options by

linking different ideas together 5. Suggesting experiments

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Fight, Flight, Work Fight - Using energy against others and group leaders



Responding to Differences in Perspectives and Values

1. Focusing only on differences 2. Enlarging number or size of

differences 3. Using differences as a basis for

stimulating conflict 4. Labeling and stereotyping

others ideas 5. Using outside experts to bolster

one’s position 6. Using power plays and coercive

tactics to force one’s opinion or values on the group

1. Smoothing over differences 2. Avoiding discussion or

differences hoping they will go away

3. Using secrecy to avoid confrontation

4. Complying with, or submitting to, the strongest position of others

1. Identifying and clarifying differences

2. Clarifying underlying interests 3. Clarifying semantic confusion

and misunderstanding 4. Using differences as a basis for

inventing new approaches and strategies

Fight, Flight, Work




Responding to Personal Criticism

1. Rebutting 2. Returning a personal attack or

insult 3. Highlighting the criticism as

further evidence for stalemate

1. Ignoring the attack 2. Using criticism as a excuse to

‘leave the table’

1. Asking for additional clarifying information

2. Shifting the focus off the person and back to the problem being addressed by the group

3. Reframing from blaming about the past to future remedies

4. Refocussing attention on common interests and shared goals

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Fight, Flight, Work




Dealing with Turf Issues


The Tactics of Trust • Shift the context: bring people to a location that is distinct from their current

environment • Understand the system: people need to have a holistic understanding of the

system they want to shift (Tools your collaborative can use: Network Briefings, Community Empathy)

• Tell your story: share the why behind why people are there, their actions, experiences, and their mental models and views of the world (Tools your collaborative can use: 3 Minute Speeches, Life Stories)

• Diversity and dialogue: build diversity into the design (Tools your collaborative can use: Authentic Conversations (M. Scott Peck))

Source: The Tactics of Trust

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The Challenge of Turf

Turf Defined:

• The space between working together and working in isolation.

• Mechanisms to protect ourselves and our organizations from perceived threats.


The Challenge of Turf Symptoms which create Turf Identify Reasons Potential Strategies

• Access to Funding • Want to maintain connection

• Lack of Access to Funding • Want access

• Internal crisis in organization • Change in key leadership, loss of funding, other

• Organizational culture • Leadership, focus, etc

• Lack of clear vision or direction • Service demand overload

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Where Do You Land?


Break and Networking

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Pivoting to Trust-building Tools and Approaches


Simple Tools to Build Trust – Personal Asset Inventory

Instructions

• Individually: On separate post it notes, write down your passions and skills

• As a Table: Share and begin to cluster the assets that you have at your table

• Reflection: What skills and assets did your table uncover?

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Discussion

Why is the Personal Asset Inventory a useful tool for building trust amongst collaborative participants?


Simple Tools for Building Trust – Meeting Design

• The Four Agendas

• Trust Memory Wall

• Checking In and Checking Out

• Engagement Questions

• TRIZ

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The Four Agendas

• Learning

• Engagement

• Advice and Direction

• Decision


Trust Memory Wall

• Think of a time where you felt truly trusted. Capture that feeling in words or a diagram.

• Let’s build a Trust Memory Wall together.

• Reflection: What about these shared experiences can we bring into our collaborative work?

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Engagement Strategies Conversations and Questions:

• Checking in and checking out of conversations

• Why is it important that I am here today?

• What will it take to get to the change we want?

• Give Gets and Constraints: What can I give? What do I need to get? What are my constraints?

• Others?


Lunch and Networking

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TRIZDesigning a Perfectly Adverse System to Make Space for Innovation

How can we make sure that we reliably achieve your most unwanted result?

How can we make sure that we reliably achieve your most unwanted result?


What Is The Most Unwanted Result Of Your Work?

• How can we ensure that your most unwanted result is achieved?

• Do not compare with current reality….yet!

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Step 1:

In a small group, compile a list of to-do’s in answer to:

“How can we reliably design a meeting so that every who attends does

not trust anyone else who is attending the meeting….”

Do not compare to current reality at this point.

10 minutes

Go wild!


Step 2: First alone, then in your group, go down your list and ask:

“Is there anything we are doing that resembles in any shape or form the ideas on our list?”

Make a 2nd list of those activities and talk about their impact• Be unforgiving• 10 Minutes

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Step 3:

• First alone, and then in your group, compile the list of what needs to be stopped.

• Take one item at a time and ask:

“How am I/are we going to stop it? What is your first move?”

• Be as concrete as you can

• Identify who else is needed to stop this activity

• 10 minutes


Brainstorm

Insights and use of TRIZ?Insights and use of TRIZ?

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TRIZ Insights

• TRIZ makes space for innovation

• Lifting taboos and sharing heretical ideas can be fun and full of laughter

• Renewal requires destruction, sifting through what should stay and what should go

• Test it as a substitute for visionary planning


Building Trust - Focusing on Self

Collaborative Leadership Self – Assessment Tool – Building Trust • Complete the Building Trust competency area

• Complete the questions: • What do you think are your strengths in building trust as a collaborative leader?

• What do you think are your most important areas for improvement in building trust?

• In your table groups – Discuss: what reflections do you have from this exercise?

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Focusing on Self: Working with Friends, Allies & Enemies

To work well with friends, allies AND enemies means:

• Working with those we don’t like, don’t trust or don’t know despite our differences or past wrongs

• Recognizing that thinking, reflecting, listening & talking are as essential as action

• Being open to surprise and serendipity

• Rising again and rising aboveAl EtmanskiSix Patterns to Spread Your Social Innovation


The Powerful Stranger

• “Shadow” = those parts of ourselves we reject and react strongly to when seen in others.

• When we each “own our shadow” we trigger self-healing properties of the system, and regain “lost” parts of ourselves.

• “Us versus Them” is a luxury we can’t afford.

Source: F. Westley & B. ZimmermanGraduate Diploma in Social Innovation, University of Waterloo

“We have met the enemy and it is us”- Pogo

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Tool: Befriending a Nemesis

Source: Frances Westley & Brenda Zimmerman, Graduate Diploma in Social Innovation, U of Waterloo

What irritates me most about X?

What are the opposite attributes?

Reframe X‘s irritating attributes as positives

ID potential benefits of X‘s attributes


Reflection

• What does it mean to befriend someone that we consider a challenge?

• What strategies can we use to engage them?

• When do we need to walk away?

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Trust-Building – Questions to Consider Intent: Do we agree on what we are trying to make happen? Interests: Do we share the same basic interests? Values: Do we share the same values? Where our values appear to be in conflict, can we see how they are actually complementary and both necessary to success? Analysis: Do our various analyses of what’s going on with this issue complement one another, or compete in fundamental ways? Are my views and experiences meaningfully reflected in that analysis? Need: Why should we work together? What will that accomplish that I can’t accomplish alone?


Empathy: Do we really understand the needs and experiences of those we’re trying to help?

Belonging: Can I trust you? Will you look out for me and my needs and interests in this work together?

Contribution: Can I contribute meaningfully to this work?

Capability: Are we up to meeting this challenge?

Plans: How will we do this? Are the plans enough to make this happen? Will we use my and others’ time effectively?

Commitment: Are we all truly committed to making this happen?

Momentum: Does what we’re doing seem to be working? Are we attracting the other people and resources we need to be successful?

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Building Shared Commitment – Journey Mapping

vimeo.com/78554759

CUSTOMER JOURNEY MAP

How do we

be the choice

the customer

makes?

How accessible is our

business (our organization)

to the people we want to

reach?

Can we serve

them in a

reasonable

period of

time?

How

compelling

is our

offering?

Is the

transaction or

exchange

easy,

pleasant?

Is there sufficient value for the

investment by our customer?What’s the overall experience?

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What is a journey map?

• Tells the story of your collaborative journey from initial start through engagement, to where you are today

• Can be the whole story or part of the story.• Identifies key milestones, interactions,

successes, set backs and other key touchpoints

• Provides history for new comers• Deepens/expands understanding• Helps visualize where the journey is going


Key Questions

LOOKING BACK

Who was involved?Who led?Who were key partners?What was the issue?How/when did people come together?When did funding arrive?Were there key milestones in the development?Were there tangents, dead ends, discoveries?What were the key drivers of change?

LOOKING FORWARD

What needs to happen next?Do we need new players?When do we form our Round TableWhat are the steps for identifying a common agenda?How will we plan?When do we engage community?What about resources?What changes will we need to consider/make?What will success look like?

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Mind

Map

www.tamarackcommunity.cahttp://www.mprove.de/script/00/upa/_media/upaposter_11x17.pdf

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Let’s practice

Build a Journey Map for Building Trust in your collaborative, your organization or your network.

What would this look like?


Sharing your Tools, Approaches, Experiences

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Top Three Things

On post it notes – write down the top three things you want to take away from the workshop today.

Share your top three with your table.


Questions?

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Thank You!

Please share your feedback with us at [email protected]

mailto:[email protected]