We've moved!

Please come check out our new site and new blog! 

www.raisingthevillage.ca

 

 

Collaboration Thanks.

I can live for two months on a good compliment - Mark Twain.

It’s Canadian Thanksgiving and a tinge of gratitude is felt in the Fall-time air and a notion of holding appreciation is infused in family meals and friendly gatherings. This spirit of thanks has us wondering what would happen if it was also infused within people’s collaboration and working together environments.  

In the book Heart at Work by Jack Canfield and Jacqueline Miller, entrepreneurial visionary Ronald E. Guzik writes of the benefits of praising your way to team success. He relates three ways to increase team confidence and sustainability:

1. Recognize yourself and your own accomplishments.  (Doing this makes it easier for you to appreciate others)
2. Cultivate the habit of looking for what people do right.  (Extend this to what groups/teams do right)
3. Speak up when you see something good.  (Don’t just notice how others are contributing – tell them)

It seems quite simple really, to motivate and empower people to work together, make sure they feel appreciated!  So today, in honour of Thanksgiving, take a moment to reflect on team morale boosters. Stop and acknowledge what you bring to collaboration, what you notice others doing “right” in their collaboration and think of creative ways you can authentically praise one another.

As the above Mark Twain quote implies... there is something nourishing about being noticed by another. The appreciation payback is guaranteed to last longer than any turkey leftovers. Happy Thanksgiving all!

Village Raising Question:

 What part of collaboration are you thankful for? When will you tell others?

Collaboration Compass: Finding Direction with Strengths

Want a quick, yet impact filled way, to start your next team meeting or community gathering? Try this activity that what we facilitated in a recent strategic planning session.

The Strength Compass Activity:

Draw compass points on a flip-chart. Ask people to pick the ONE compass point that most describes or reflects their personal preference (with the understanding that people likely have some aspects of all of these strengths).

Read out the following descriptions:
North: You are a let’s get it done person. All about the action
South: You are a let’s look at the big picture person
East: You are about inclusion of everyone’s feelings and voice
West: You pay attention to the details.

Have people stand and cluster in groups, based on their chosen compass points, and encourage them to talk about the strengths they each bring in their chosen area. Although people cluster together under one heading, it becomes clear that each person approaches their strength in a unique way. After small group discussion - capture the collective strengths on a flip-chart (like in the photo). Use this as a visual reference throughout any meeting to keep the various strengths in mind that can help influence things like strategic planning, goal setting or initiative task appointing. These strengths can help any plan come to fruition! Each time we have facilitated this activity there is a resulting buzz of conversation and a claiming of personal strengths that fills meeting rooms!

Here are two more resources filled with strength based approaches and community building tools:

1. We LOVE this Sierra Health Foundation resource that is chock full of asset minded activities. In particular take a look at their capacity inventory checklist and asset mapping activity. They ask things like... What do we have that will help us get there? What are our assets, resources, strengths or capacities? What are the gifts people can bring?
http://www.sierrahealth.org/assets/files/other_pubs/WDIO-We-Did-It-Ourselves.pdf

2. A Guide to Capacity Inventories: Mobilizing the Community Skills of Local Residents by John P. Kretzmann John McKnight and Co-directors Geralyn Sheehan. This document focuses on individual capacities and collective assets. One of the main questions they suggest communities should ask is: How will the skills and capacities of local people be translated into meeting community-building goals?
This resource takes community planning from thinking about needs (issues/problems) to thinking about capacities (tools to promote growth and enhance quality). Check out the capacity inventory checklist: http://www.abcdinstitute.org/docs/CapacityInventories%281%29.pdf

All of the above activities and resources speak to the power of finding collaborative direction with the STRENGTHS of the individuals and whole. Try it!

Discover the strengths that fill your collaboration compass!


Village Raising Question:

What is a strength filled activity you have used?

* Note: Does this activity interest you? If so, the collaboration compass can be found in our new book Village Raising: Learn, Think, Innovate and Act Together. This book is chock full of 60 engaging activities for group leaders.

* See related blog:
Who is the ultimate team member? Using collective strengths.  http://raisingthevillage.blogspot.ca/2012/09/who-is-ultimate-team-member.html 

3 Questions that Lead to Collaborative Focus

Last week’s blog set the reflective stage for your organization to think about collaborative focus.

One approach that can help organizations find and follow through with a strong collaborative focus is based on Jim Collins hedgehog concept. The concept is based on a parable, whereby a hedgehog outsmarts a fox by doing one big thing, sticking to it and doing it really well. According to Collins this concept is what takes companies from Good to Great (also the title of his book).  While this book is largely written with big business in mind, the concepts can easily be adapted for any organization. In fact Collins wrote a follow up monograph to accompany Good To Great specifically for the social sector which is also an interesting read.

So what is the Hedgehog concept?  It’s where leaders can discover their capacity, competence and the consistent activities that will boost your organizations work.

 It’s all about reaching an understanding based on three core questions...

1. What is your organization deeply passionate about?
2. What drives your economic engine?  (For non profit organizations consider this two ways; what drives your resource engine? and what drives your socio- economic results?)
3. What can you be the best in the world at? (This refers to your organization’s unique contribution and what it CAN be best at – not what it WANTS to be best at).

While the concept is somewhat simple, reaching collective understanding and focus takes time. Go over and over the three questions above (and do pick up Jim Collins book for more guidance of how to work through the Hedgehog Concept and to move your organization from Good to Great). Enjoy the dialogue and focused collaboration!  It’s through exploration of questions like these that you will unearth your core activities and strategic decisions.

Village Raising Question:

What is ONE thing that could bring the greatest single impact to your initiative?

(add more later). 

Distracted or Focused in your Collaboration?

The more choices we have, the greater the need for focus.  - Tom Butler-Bowdon

Is your collaborative...

Drifting from project to project?

Feeling fragmented from multiple interests and passions?

Losing sight of where you are going as a group?

It happens!

This past week a networking group that I have been a part of has decided to fold due to lack of participation.  One of the group members questioned if living in an urban setting contributed to this. She wondered if people were so distracted and had so many options available to them that it was hard to focus  on lasting deep collaborative relationships.

 This got me thinking about what role (if any) focus and distraction had in collaboration.  

Think about the many interests your group or collaborative has right now. How many directions are your collaborative members pulled in? For example, are people expected to take action around literacy, marketing, housing, poverty, nutrition, and social capital (to name a few)? While on one hand being aware of a holistically developed big picture is fantastic, as is being fully informed before making decisions, as is considering people's interests. AND can multiple interests pull people into overload, fragmentation and in-action?  

Consider this an invitation to reflect. What have you noticed?

Please do share your thoughts on RTV's Facebook or Twitter pages. 

More next week - come back to read about one approach to aid a working together focus (it’s found in a hedgehog).

Village Raising Questions:

What (if anything) has your group currently distracted?

What role do you think rural and urban settings play in this?

How does your group find AND keep their focus?

How can multiple interests be celebrated?

what can/will go wrong part 2

In part 1 of this blog, we uncharacteristically wrote that bad things are likely to happen, so be prepared!

Preparation, preparation, preparation - need we say more? Ok, we will. At Raising the Village, we promote paying attention to three key steps BEFORE any group process to set the stage for a positive experience for everyone.
a) know yourself - what's your style, what are you comfortable with?
b) know your group - who are your participants and why are they togther and what do they need?
c) THEN pick your process

Along the theme of things going wrong, however, we've highlighted two more common challenges when faciliating a group. Learn the signs that something bad is brewing, try the tips to help AVOID IT as well as know what to do if it does actually happen (without panicking).

1.  SOMEONE DOMINATES THE ACTIVITY DEBRIEF DIALOGE

• the same person ALWAYS has an opinion, a story to tell or a question
• other participants are silent/silenced

Prevent it!

• regularly seek multiple responses for each question using a phrase like, "Another idea from a different perspective?" and directly asking what questions do (several) people have.
• Give others a space to respond.  Silence can be uncomfortable but if you immediately defer to the talker, no-one will feel they have a chance to get a word in.

Deal with it!

• try "What do the rest of you think?"
• call other people by name
• if it is REALLY bad, politely tell the talker that you are going to give other people a chance to add to the conversation.
• invite the participants to answer the talker's questions (that expands the situation beyond just you and' the talker)

2.  THE FINAL OUTCOMES ARE NOT WHAT YOU ARE HOPING FOR THE GROUP

• the energy is falling flat, fast
• likely there will be some confusion
• answers or deliverables don't match what you expected

Prevent it!

• spend that time before the activity to get yourself clear on learning objectives or activity outcomes
• don't rescue the group or hurry them along - with a clear purpose and instructions they will get there.

Deal with it!

• be honest and describe what you were thinking and what was the outcome - have a dialogue about why the disconnect
• focus on what they DID get out of the activity - perhaps it is just a smaller step towards what you had hoped.
• try it again with a few tweaks if necessary

Other blogs you might like:
Group Process tips - how to prepare for TIME flow
Why Bother with Group Agreements
Facilitators practice the art of letting go

What can/will go wrong in a group activity - part 1

Not meaning to sound like a "glass half empty" type, but it would be short sighted for any group leader to ignore the distinct possibility that a group process can miss the mark. In fact, most honest facilitators will confess that they are not immuned to Murphy's law. Eventually, what can cause some challenges, will.  This reality check shouldn't scare anyone off taking some risks with a group - in fact it should only heighten your awareness and preparation for those bumps in the road.




Four COMMON obstacles for group facilitators are;

1. participants resist participating
2. participants don't understand your activity instructions
3. someone dominates the activity debrief dialogue
4. the final outcomes are not what you are hoping for the group

This week we'll tackle the first two, and check in next week for the rest. For each problem, learn some signs that something bad is brewing, tips to help AVOID IT as well as what to do if it does actually happen (without crying).

1.  PEOPLE RESIST PARTICIPATING

• you might hear some side conversations
• shudder to think, but be prepared for eye-rolling
• outright refusal
• suggestions to do something else

Prevent it!

• be crystal clear with yourself about why you are choosing this activity for this group for your desired outcome
• start the session with VERY CLEAR communication around the purpose of the gathering/activity
• ease any stress by reassuring participants that you won't be getting them to do anything crazy or uncomfortable
• if you know your group, check in with "resistors" before hand and even find roles for them to keep them committed and engaged.

Deal with it!

• don't make a huge deal about it
• create a role for "an observer" or "timekeeper" and ask them to help out that way
• if you have some group agreements - you may need to re-visit them if any are broken

2.  PARTICIPANTS DON'T UNDERSTAND YOUR DIRECTIONS

• Dazed an confused looks
• Chatter - everyone asking everyone (but you) what to do
• Hopefully questions to ask for clarification

Prevent it!

• make sure YOU understand your own instructions!
• practice the activity before hand
• chunk up your directions, repeat them slowly step by step and ask for a thumbs up as you go along

Deal with it!

• stop and start again.
• find out if anyone DID understand and have them help you explain
• give an example, role play or demonstrate
• whatever you do, try not to get frustrated, don't take it personally and DON'T make the participants feel dumb (that will always end in disaster)

These are adapted from author Brian Cole Miller, who, I'm sure has experienced these challenges.  Have you?  Tell us what you did to deal with them! Comment please, we'd love to swap stories!

Who is the Ultimate Team Member?

Who is the Ultimate Team Member?

...Hint:  It’s found in your collective strengths.

The fabric of our lives is constructed person by person. As our relationships increase, we benefit geometrically: Our lives become richer, and we expand our strengths through others.

-Donald O.Clifton & Paula Nelson from the book Soaring with Your Strengths (1992).

Are you on the lookout for ways to bring out the strengths of your team or collaborative group? Well, here’s a strength based team building idea that a friend and colleague recently shared (thanks Laura).  

Here’s how...

1. Divide your team into small groups of 4. Each person within the small group is to answer:

•        What are the individual strengths you bring to the group?
•          What are the positive attributes you hold that support the success of the group?

     Have each person (or one group recorder) jot down the list of strengths and attributes.

If people are limiting themselves with their responses, clarify what the definition of a strength is. One of our favorite definitions comes from strengths guru Marcus Buckingham, he defines strengths as, “those activities that make you feel strong – an activity that strengthens you".

It is not necessarily the things other people think you are good at, although you can ask your team mates to help unearth what strengthens you in your work. Ask your team mates...When do you notice me lighting up at work? What’s going on? What strengths reside there? And see if it resonates with you.  

2.    Pass out a large sheet of paper with markers to each small group. This will be the drawing ground for the “ultimate team member”.  Read the individual strengths and from that list draw an imaginary person that possesses each attribute. This person should also receive a name, have a picture drawn of them, and have their different strengths labeled along with a story which highlights all the things this person can do and the characteristics they hold.

3.  Debrief and report out: Have each small group describe their person and read their story. Ask questions as you look at the collective visual display of strengths:

 

What connections are you making?

Based on these “ultimate members”, what’s available within our team?

What does this mean for our team weaknesses?

What are we capable of?

How might this add to our working together? How will we use this information?

This is a collective look that reminds us of the benefit of not always working solo!

Village Raising Question:

What strengths are identified in your teams? How might you draw out more of them?

 

 

Your Turn:

Do this exercise with a team or group you are involved with and post a picture of your collective “ultimate team members” to the RTV facebook page and help share the strengths momentum. 

Looking for a Ticket into Higher Participation? Create collective FUN!

“A master in the art of living draws no sharp distinctions between his work and his play, his labour and his leisure, his mind and his body, his education and his recreation. He hardly knows which is which. He simply pursues his vision of excellence through whatever he is doing and leaves others to determine whether he is working and playing.”

L.P. Jacks, Education Through Recreation.

Communities and organizations can sustain their working together efforts with this type of blurred movement between work and play. In fact, our partnership, Raising the Village Consulting, started in the realm of fun. We (Tammy and Tracy) met at a women’s kayaking and cycling course and while dodging (or aiming for) mud puddles and navigating waves in the pouring rain, we found our combined commitment to creative group processes. After co-authoring our book Raising the Village, we quickly discovered that we were NOT the only ones on the pursuit for more creative interaction, fun and engagement in communities. The biggest request we have received since the book is for MORE ways to engage groups and more ways to facilitate creative processes that hold meaning.

When it comes to participatory methods we’ve used a slew of creative processes (and honestly, not always successfully) such as:

• Collaging exercises or play-dough to create vision statements
• Blocks to discuss the difference between collaboration and cooperation
• Graphic recording to keep people’s attention and open up the right side of the brain 
• Balls to signal when it is someone else's turn to share/talk on an agenda (keeps people awake and
• on their toes too)
• Champagne toasts to create mission statements
• Strategic plan scavenger hunts around town
• Comedic comedy clips or cartoons to bring issues alive in an indirect way

Through any process we bring our humour and let our quirks shine. We certainly admit to when an activity “bombs” or doesn’t quite land which brings an authenticity that keeps things light and real (and boy does that help when dealing with complex issues)! For example, one time we facilitated a creative visualization around moving through obstacles and challenges. People seemed very reflective during this but when it came time to share stories the room was more silent than expressive. In hindsight, people weren’t yet ready to share intimate details and stories with a room of people they did not know. We adjusted on the fly and turned the opportunity into a dialogue about obstacles in general instead of sharing stories. During a similar workshop the following week we “warmed” the climate first by playing an “obstacle bingo” game which was a light and perhaps safer way to explore the challenges that face collaborative work. After the tone was set, deeper stories were spontaneously shared in small groups with expression aplenty.

Now creativity, fun and group process is not all about gimmicks, role plays and props (although it certainly can be). It is also about how people approach one another and work together. It can be your ticket to higher participation, maximized engagement, expanded collective thinking and meaningful action.

“Mark Beeman, PhD, at Northwestern University, found that people have an easier time solving a puzzle after watching a short comedy clip. Having fun, perhaps by easing tension, may facilitate neuronal connections that are helpful for greater mental flexibility and creativity. In another brain imaging study, Dr. Beeman found that activation of pleasure centers in the brain predicted successful puzzle-solving. These findings suggest that well-being helps us think more creatively and could potentially help us resolve challenging situations.”

Spirituality & Health, May-June 2011 ~ Emma Seppala

The benefits of using creative group process are massive. We have seen firsthand how taking a playful approach together can lead to:

• Extraordinary fuller dialogue that captures many voices
• Engaged WHOLE brain activity (the left and right)
• The spirit of play – which is key to innovation.
• Increased shared experience and co-created meaning
• Less daunting complexity and increased creative solutions
• A spirit of celebration and “can do” or “we” type of attitude
• Enriched relationships (and often a shared leadership/ownership)
• Expanded and reframed challenges

Creative group process can instigate an environment of fun, but it will be different for everyone.  It’s important to know your group and know your own leadership style so that you can pick the processes that will 1) work for you and 2) STRETCH but not hinder your engagement with others. A bit of discomfort and a bit of a stretch is good, but if you push too far, people may put up walls that no creative process is getting through. So do match the leader and the situation so that creativity has the ground to flourish. Meet people where they are, add a dash of fun and grab your ticket into higher participation infused with a collective smile.

For more ideas and resources on creative group process visit our website www.raisingthevillage and watch for our soon to be released book that is busting with 60 group activities,

Village Raising. Learn, Think, Innovate & Act Together. Engaging Activities for Group Leaders.

You’re Turn! Village Raising Questions:

• Where does your distinction lie between work and play? How are the two combined?
• What participatory methods have you used that bring a sense of collective fun?
• How do you resolve challenging situations in groups?
• Where is your comfort zone with participating in or facilitating creative group process? What benefits are there to stepping out of this comfort zone? What benefits are there to respect people’s different boundaries around participation? 

Why bother with group agreements?

Worth taking the time for, developing group agreements (aka guiding principles or ground rules ) can be a facilitator's wild card to move a group towards great work and away from falling to pieces.

Let's be honest, many groups say the following classic excuses NOT to create group rules:

"We know each other, we don't need to have rules."

"Boring... we know what they will be...respect, listen, don't interrupt...why bother rehashing what we already know?"

"We are too rushed."

Time for a pradigm shift.  Time to re-define what group agreements and the process of creating them can actually do for you and your group.

#1 Group agreements are public commitments to each other in the collaborative effort. Imagine the shift in attitutdes and behviours when people set an intent to be responsible for their own reactions and level of participation... and then say it out loud! Perhaps this would actual mean that people would stay engaged, stay off their cell phones and generously share their ideas - all without having to be asked!  They act as a reminder that participants need to handle their own feelings/reactions/learning to be accountable. 

#2  Group agreements are also the get out of jail free card if interactions do get tense. As a group member or facilitator, having written agreements can be used to remind those who slip into less than agreeable behaviours (side talking, rolling eyes, accusatory or inflammatory statements, ect.) that it is not ok.  Let's hope your group never goes there but trust us, going through the process of creating group agreements can PREVENT negative behaviour as well as SAVE you when all hell breaks loose.

Any stories about group agreements - when they worked and when they didn't? We'd love to hear from you.

Watch for a future blog on WHAT CAN GO WRONG IN A GROUP - how to prevent it (if you can) or how to deal with it head-on!

Related Blogs
Turning Cantakerous into Cooperative
Derailed by Group Dynamics

Agendas - more than a pretty package!

It is deeply disappointing when a meeting agenda isn't developed and used to it's fullest potential. Don't you abhorr those situations where you have commited precious time to gather for a meeting and receive a last minute, "death by boredom" sort of agenda or ... (everyone suck in their breath) ... don't receive an agenda at all?

Admitedly, an agenda obsession is a tad odd - but this hallowed document represents something that is core to the work we do at Raising the Village - design effective, productive and creative group interactions.  And isn't that what we want for all of our meetings?

An agenda is also more than just a pretty invitation to a meeting. It has an important job to do.

"The Agenda"

• treat it as a tool to clarify and communicate a meeting's purpose
• share it ahead of time to allow participants to think and prepare to engage in the topics
• embrace it's truly flexible nature - any item written shouldn't HAVE to happen exactly, it is a guide not a script
• use it to respect people's time - the agenda should state a start and end time that should stand firm

Designing an agenda offers an opportunity. Here are 8 considerations to take full advantage of it:

1. What kind of meeting is this?  In other words, what are the intended outcomes?
2. What are the needs of the participants? Alas, it's not always about you!
3. What could go wrong, and how can the plan avoid or support tricky situations?
4. Can you involve participants in the planning and design in some way?
5. How can the content or order set the tone you are after? positive and team building? serious and formal? creative and participatory?
6. How long do you need to get things done?  or from a more common angle - you only have x amount of time...what can you realistically get accomplished?
7. What kind of food will you have and when do people get to eat it?  Don't laugh...this is important!
8. What is the "usual" meeting like - and how can you get more out of it by doing things differently? Sometimes leaders/facilitators/meeting chairs need a little AGENDA INTERVENTION - it's important to get some help, especially when the stakes are high!

If what you want is effective, productive and creative meeting outcomes - putting the time into the plan is critical.

A few other related blogs:

6 Group Process Tips
Understanding, engaging and moving forward with groups.
Mindful Meeting Magic

What’s your favorite place?

What's your favorite place to collaborate, kibitz, and all around community build?

The location of any group meeting conveys a message all on its own.  Some of our most moving and magical collaborative moments have occurred by taking a twist on the usual board room or office meeting space. For example, we have facilitated and hosted in our own homes or in coffee shops (think First Nation spirituality conversations while nestled in circular placed couches or watching strength inspired movie clips while lounging in a family setting). Several times we have held meetings and celebrations out of the usual conference room and donned outdoor gear (think strategic planning scavenger hunt in a park or annual networking events while walking on the beach - true stories).

So if you are looking for some mindful meeting magic remember to think about the physical space and location. Being intentional sets the tone for the type of interaction that will evolve.

• If you are thinking creative - be playful and unexpected with the environment.
•  If you are thinking renewal and rejuvenation – design a space to be calm and filled with natural elements. 
• If you are thinking relationship building and networking – use a space to allow movement and connection.

Your turn...tell us your favorite place to do it. Collaboration that is! 

Share your meeting space "twist" or collaborative location ideas and help inspire other village raisers!
Post on RTV facebook or Twitter.

Mindful Meeting Magic!

Intention is change fueled and a core piece of village raising. 

Behind every goal, strategic plan, meeting or collaborative encounter there is an intention lurking. The idea is to become increasingly more mindful to the intentions, bringing them from our subconscious to our consciousness so that we can be more direct and aware of the path we are setting.

One of the leading gurus on intention, Dr. Wayne Dyer says, "The secret to changing your life is in your intentions. Wishing, hoping and goal setting cannot accomplish change without intention. What is needed is a shift from the inert energy of wanting to the active energy of doing and intention".

Where can we surface intent while working with others?

As designers of creative group processes, we have reflected on some practical ways in which mindful intent beckons us to bring it front and center. Here is what has worked for us:

Physical space/environment:  Before a gathering even occurs, think about the location of your meeting.  Being intentional in the spaces we choose sets the tone for the type of interaction we hope will evolve. If you are thinking creative - be playful and unexpected with the environment.  If you are thinking renewal and rejuvenation – design a space to be calm and filled with natural elements.  If you are thinking relationship building and networking – use a space to allow movement and connection.

Agendas:  Imagine starting every agenda clearly stating what your intent is for the day and giving space to learn what other people’s intents are.  Design an agenda that offers an opportunity for people to share. The moment intents are spoken out loud there is a transparent and open agenda that increases trust.  Intent expresses clear expectations.

Guiding principles/Ground Rules:  Build on your mindful meeting magic by crafting questions that have your group think intently together. For example, ask a key question such as, “how do we want to be together?” and feel the intent in the room.  In this form, intents are the commitment to each other in the collaborative effort. What if every person set their own intent to be responsible for their own reactions and level of participation? Ask people to set intent around how they will handle their own feelings/reactions/learning and speak to it. In this case intent is accountability.  Think about work plans clear in intent and imagine what could be accomplished!

 Mindful intention enhances meeting tone, expectations, commitment and accountability. In our next three blogs we will go into each of these in more detail...watch for it and share with us how you create mindful meeting magic. 

Collaboration Trap: Turf Protection!

Territorialism is a normal response when individuals who feel passionate about their individual organizations and/or personal mandates are expected to represent their interests in a collaborative setting or initiative. Finding the balance between being individual and collective at the same time can be challenging. 

Referring back to what we know about the brain… any threat to equity, certainty, autonomy, safety and status can cause people to disengage in positive community processes.

Territorialism or "Turf Wars" will look and feel different for everyone. As facilitators, we accept that these feelings are likely to occur, so we are as proactive as possible to reduce them.  Some of the simple yet powerful things we do to anticipate and prevent negative consequences include;

• Have visual reminders: Collective artwork, scrapbooks of accomplishments, calendars, and reflection cards which are all ways to say: “We are a team, a collaborative, and we are strong.”

• Hold “What’s on the Horizon” discussions: Provide a space for people to share what might be happening. Without these, an organization may launch something that has tremendous impact on another organization..and its too late to make adjustments so relationships suffer and we all take several steps back in collaboration efforts.

• Allow conflict to emerge: Get the elephants out from under the table. Sometimes people have to vent, talk about hard issues, and generally beat topics to death. Watch for the richness and growth in this process and the readiness to move on constructively with the work. Acknowledge common issues, concerns, and feelings of being threatened. Communication can be the biggest tool against the territory trap.

Related Blogs

Creating an Elephant Friendly Zone

Charge Your Group B.S. Meter

Turning Cantankerous into Cooperative
 

Collaboration Trap: Burn Out! Try the 4 D's.

How many times have you heard these kinds of statements? “It’s always the same people that show up at the table over and over” or “The project just seemed to fizzle out”.

Welcome to the place of burnout! This energy zapping place often occurs when people who are deeply committed and passionate about their work are potentially doing too many activities that drain them.

You can prevent (or reduce) burnout with the 4 D’s:

• Discuss succession planning from the get go of every community initiative. Have a plan.  What does the end of our working together look like? What will be in place when the work or position is ready to be turned over?
• Don a direction mindset and reconnect to your personal leadership mission and goals and where you are going as a group. When we stay connected to the greater picture or direction our actions are infused with greater purpose and burnout is less formidable.  
• Ditch or delegate by really, truly delegating and ditching the things that drain you. Break projects up into manageable chunks and open the opportunity for someone else to grow. Someone else may hold the very strength and passion to do the job that drains you.
• Drink in the successes and celebrate, celebrate, and celebrate! Acknowledging people cannot be under-rated on the engagement and burnout prevention scale.

Village Raising Question?

How do you combat leadership burnout? What keeps you (and your group) energized?

Collaboration Trap: M-O-N-E-Y

There are three big, heart-stopping, "watch-your-step" traps to avoid when building community. Attempts at coordination, cooperation and collaboration can take a turn south when these three elements are neglected. Learned from both experience (good and bad) as well as what we discovered from research and many interviews over the course of writing Raising the Village, the three traps are… money, burn out and territorial issues.

This week, lets look at the power of the green stuff (or gorgeous colourful cash in Canada). 

Money can be a difficult subject for many people to talk about. When we are referring to funds that support community, it often gets politicized and interlocked with power and influence. In the world of community not-for-profits, we don’t want it to be, but one of the biggest threats to sustained collaborative relationships is money.  Most social programs and services are funded in a patchwork way, stitched together from a variety of sources: government, charities, foundations, grants, local businesses, and consumers. Funding opportunities are usually created and distributed with narrow deliverables and strings attached.  

People either whine too much about money or don’t whine enough and take on a "make do," limiting attitude. Some people act irrational when money is dangled in front of them. How many people have experienced the end of the fiscal year rush when one-time only “pots of money” are grabbed at by organizations, using the trendy need or theme of the day or who you know?  The inconsistency of funding opportunities and allocation unavoidably creates the perception that funding is unpredictable and unfair. This perception feeds into the panic about funding.

Raising the Village Consulting helped set up one group process in which the agencies who were submitting a proposal to a funding competition were required to sit in a room with all the other organizations asking for money. While a tad awkward at times (!!) – proponents shared their ideas with passion rather than secretly submitting them. The entire group had the pleasure of hearing the many fantastic ideas and... at the end of the evening many of the proposals changed because they all heard the true priorities that lay beneath the proposals. Agencies that typically would have kept to themselves were inspired to engage with new partners. The excitement of how to help each other's great ideas was palpable. For example, two proposals were so similar that the agencies involved said, "lets do this together" and decided to submit a joint proposal – saving a ton of money and increasing the likelihood that they would both get a piece of the proverbial pie. Another organization said, you don't need to ask for "x" - we'll give that to you for free!

This sort of process takes practice and a huge dose of trust. Our hope is that processes like this can replace traditional funding competitions more often. We also believe strongly that community collaboratives can play a strong role in shaping community priorities, allocating community dollars and maximizing the use of the limited money out there.

Village Raising Question:

What are your tips to help AVOID the money trap when working in community?

Understanding, engaging and moving forward with groups.

This week we answer the question: What are some of the best ways to UNDERSTAND a group, ENGAGE them and MOVE FORWARD in addressing complex issues?

UNDERSTANDING takes listening and learning.  This could look very different depending on the group. Formally, you can use surveys, forums and research or consider collaborative conversations and seeking points of view more informally through fun engagement and interaction. Be curious…ask questions. Craft ones that are tough, deep, and emotional because its those kinds of questions that get people thinking. Remember to be open, patient and deliberate in all of your approaches within community.

 ENGAGE the group by giving them what they need. Keep brain based engagement principles in mind.  Find what makes things relevant for them.  That might include what is relevant for the group as a whole as well as what is relevant for individual people too.   Create the space, ask phenomenological questions, celebrate together, and hold tons of dialogue.

Then, once you have got people engaged, MOVING FORWARD to address complex issues is the goal. We believe that it is though well planned group process that moves groups to action.  And not just any action – but one that resonates, is well informed and has everyone’s buy-in.

See our related blog on the four steps to dealing with complexity using group processes.

Village Raising Question:

Reflect on what might happen when any of these strategies is skipped or rushed.  What happens when a community builder doesn't really understand the group they are with or if only part of the group is engaged in the topic or issue? How effective is action when not everyone is informed and "bought" it?

Related blogs:

 6 Group Process Tips
Brain Based Engagement Strategies
Find What Binds You

What engages YOU? The 3 C’s of Personal Engagement.

This week we answer the question: If we want to improve engagement in our communities we need to understand what personally engages us. How do we uncover that and what benefits does that bring to the engagement process?

 “Leadership is not the private reserve of a few charismatic men and women. It is a process ordinary people use when they are bringing forth the best from themselves and others.”  ~Kouzes and Posner~ 

As this quote suggests, there is great potential if we think of engagement as a process of bringing forth OUR best and fostering the leadership in all of US. It’s when we uncover what personally engages us, and align that with the work that needs to be done, collaborative action will flourish.

We can uncover what engages us by knowing what calls to us, what sustains us and what makes us feel strong.  The more we notice our strengths and become engaged in our own lives – the more engaging we are to others and the more open and accepting we become to seeing others for the uniqueness they bring. Be curious about why people come, why they stay, and what keeps their momentum going over time. When we do this we know what we need to tap into to keep things engaged.

Knowing what engages you personally helps with the 3 C’s:

• Concentration: When we engage from a strengths filled place the result is focused goals, intentions and visions
• Calling: A strengths approach increases meaning and purpose to the work. The stronger the connection or the calling a person sees between themselves and the work, the more enthusiasm and energy they will feel able to devote.
• Confidence: Strengths increase confidence and commitment in decision making abilities. It’s easier to decide what to do – and follow through - when you know what engages and BINDS you to it.

Village Raising Question:

What would happen if you took a strengths filled approach to your community work?

Which one of the three C’s do you want to put into practice this coming week? How? Tell us about it!

Looking for more strength filled resources and HOW TO's of personal engagement?

 See online at www.raisingthevillage.ca for the Vibrant Life – Vibrant Leaderships workbook, where we were inspired by Lance Secretan’s process of guiding leaders through a process of defining their destiny, calling and cause and by Stephen R. Covey’s work of finding your voice as well as Marcus Buckhingham’s and Jennifer Fox’s strengths work.  

Related blogs:

Strengths Compass

Maximizing Community Engagement

Maximizing Community Engagement was the title of our tele-learning event with host Donna Jean Forster from Tamarack Institute last week. Much to our shock and delight - we broke the record with the highest registrations to date.  So what is it about Community Engagement that has struck a chord with people across North America? Why are people so eager to connect and learn about this topic?  Is there something about where we are socially that calls out for a renewed interest or deeper learning about how to engage with others?

Let's start with a few definitions of what community engagement is...

Put simply, community engagement is the process of involving people in decisions that affect them. This can mean involving communities in the planning, development and management of services.   - from a great how-to guide by The Scottish Government.

Loosely defined, community engagement is the process of working collaboratively with and through groups of people affiliated by geographic proximity, special interest, or similar situations to address issues affecting the well-being of those people. It is a powerful vehicle for bringing about environmental and behavioral changes that will improve the health of the community and its members. It often involves partnerships and coalitions that help mobilize resources and influence systems, change relationships among partners, and serve as catalysts for changing policies, programs, and practices (Fawcett et al., 1995). - by the Centre for Disease Control

 Based on our research, we understand community engagement to be “people working collaboratively, through inspired action and learning, to create and realize bold visions for their common future.” - by Tamarack Institute, who have done considerable work gathering resources on the topic.



From our interview in Donna Jean, there were a number of questions that we believe get to the heart of people's interest. We were asked;

1.  If we want to improve engagement in our communities we need to understand what personally engages us. How do we uncover that and what benefits does that bring to the engagement process?

2.  Communities are groups of people. What are some of the best ways to understand this group, engage them and move forward in addressing complex issues?

3.  What are some of the traps to avoid when we are working with or living in community?

All great questions!  How would you answer them?

See the Tamarack website for an audio recording of the interview - and check here back next week as we begin to answer them within our blog.

Thorny Questions in Your Side? Get the Community Clippers!

We just came off of a thought provoking Human Early Learning Partnership (HELP website) webinar, hosted by Joanne Schroeder and guest presenter Paul Kershaw, titled Influencing Public Policy: Tips and Traps.  What drew us into the call was our quest to learn more about how community can take action, impact policy changes and engage with people at a local level and beyond. Trust us, they delivered, so if you missed the call watch for the archive of this presentation on the HELP website.

Joanne discussed thorny questions – the barriers that get in the way of people participating in change efforts. See if you can identify with any of these prickly scenarios:

“We just can’t seem to agree on the action/priorities.”

“We can’t endorse that piece of work.”

“What difference will it make?  Will we really have any impact?”

Lo and behold, village raisers, you will be impressed (and likely not surprised) with Joanne’s response to the above thorns. Yes, get your community clippers out and take heed that the answer seems to circle back to the power of community collaboratives and participatory processes.

Here are some collaborative shearing tips:

• Be clear on your group’s definition of advocacy. What’s the difference between influence and advocacy?
• Base your advocacy conversations on research and fact rather than opinion. Ask people “What do we know to be true?”
• Use consensus building processes to work through the fact of life that people have different opinions.
• Connect with other communities – learn from and share with other groups to decrease isolation and increase shared power.
• Be a conduit for community voice with a pro-active planned strategy (include in your annual plans).
• Use a solution based focus - stay positive
• Find both quiet (building relationships, small conversations) and louder (rallies, big messaging) ways to advocate.
• Evaluate your impact

It seems that time and time again that to have impact and foster change, we need to use informed group processes that boost a collective empowerment. The thorny questions will arise – what we are after are the practices that help people move beyond the thorns into the further development of their working together initiatives.

6 Group Process Tips: How to prepare for the flow of TIME in group sessions, activities and agendas.

Have you ever planned a group session down to the minute? 

You know what we mean, where you give 10 minutes for introductions, 30 minutes for updates, 1 hour for the topic of the day with a 15 minute energizer and 5 minute closure.  

Sounds wonderfully, perfectly timed out.

 So what could go astray? Trust us, many things can happen that cause time to run out or to stand still! To get back on the ticking track, it’s helpful to aim for an estimated time AND to plan for how you will respond to timing in the moment.Frankly, exact timing may not be possible. As group facilitators we like to have an outline structure that we follow and we are aware that things do not always go as planned!

We have come up with a list of 6 Group Process Questions & Tips that can help you review and master the TIME element for your next session:

1.  What time is available? Start with what time is available to work with.  Take your ideas and adapt them to fit in the allotted time. This can be handy if you are asked to take a 3 hour presentation and condense it to 15 minutes or extend it to a day long. It happens!
2. How long do you imagine it to take? Do a mock run. Time out the agenda/process. Don’t forget to build in time for group dynamics caused by group passion, apathy, nerves or unexpected events.
3. How large is the group? Adapt the process to match the size of the group who is meeting. For example, in a small group you may have more individual sharing, while in a large community group it may be more small group reporting. Each type of interaction and reporting out will take a different amount of time.
4. Where is the group's focus? Our exercises are often adapted on the spot or even tossed off the agenda to follow the group's focus. Being flexible and having an open approach to group processes is invaluable. 
5. Who is showing up? If there are new partners or old history joining the room, allow for time adaptations to honour the "warm up" period of people interacting before diving in.
6. What will be in your facilitator back pocket? Plan to be able to "let something go" from the agenda or to add something in. We will often ponder - where could we extend this activity if it doesn't take as long as expected OR where could we skip over if the dialogue is rich and deep and it takes more time than expected.

 Think on your feet, have a loose structure, and let the time flow!

Raising the Village Question: 

What else do you do to prepare for the flow of time in your group/community meetings?


Looking for engaging activities to enrich your working together time? 
Our RTV activity books are about to be released (will be on Amazon soon). In the meantime - sign up directly with us for a special early bird discount. Contact tammy @raisingthevillage.ca or tracy @raisingthevillage.ca for more scoop.