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!

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? 

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
 

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.

Book review - Everyone Leads

With a title like Everyone Leads, this book caught our attention. A book claiming to inspire readers to see new leadership possibilities within themselves and their communities.. is definitely up our alley! 

The book's conversational tone makes it seem as if you are chatting with author Paul Schmitz. The first chunk tells the story of his innovative and  grass roots organization called Public Allies. It is, in fact, the organization that Michelle Obama worked in early in her career.  Still going strong across the United States (website), Public Allies identifies talented young adults from diverse and under-represented backgrounds who have a passion to make a difference, and helps them turn that passion into a viable career path.

The book, outlines the five core leadership values of this organization; 

1. Recognizing and mobilizing ALL of a community's assets
2. Connecting across cultures
3. Facilitating collaborative action
4. Continuously learning and improving
5. Being accountable to ourselves and others.

These are values that resonate with our work. In fact, much of the language and the "how-to" strategies run parallel with Raising the Village - relationships, leadership and strengths. Given our work with community collaboratives, we took a closer look at the chapter on facilitating collaborative action. Here are some of our favourite passages.

"Building teams is about building trust. 

Exercises and processes can help prevent common pitfalls..."

 "Leadership is inherently a collaborative process. 

Leaders inspire, persuade, and engage others to work with them on common goals." 

"Self awareness and interpersonal collaboration also extend to the formal and informal organizations that constitute communities."

"Being collaborative is a commitment."

The book offers an exercise that helps to identify and acknowledge strengths. Each individual writes the answer to the following questions and shares with a partner. We challenge you to answer them!

• What two gifts, talents or skills make you a valuable family member and friend?
• What two skills make you especially good at your paid or volunteer work?
• What talent do you have that not many people know about?
• What are your 2 or 3 favourite hobbies?

Let's take it farther!!  Here is a fun way to match your strengths and natural gifts to your role as leader and community builder.  Try our self-assessment quiz: What is Your Group Leadership Style. Are you a mover & shaker? a clarity seeker? a strengths creator? or (yikes) a group process killer?!

Embrace your strengths and offer up your gifts as everyone leads! 

Autonomy - how do you feel when you lose control?

It can't be avoided. When working in a team situation, the individual players lose a bit of autonomy.

Autonomy is that sense of control and ability to make choices which is intricately connected to people's feelings of freedom and their ability to handle stress. Funnily enough, in this game of life, autonomy is often a matter of perception.  Do people "think or feel" that they have the power to choose?

Crazy rat experiments showed that inescapable stress can be highly destructive, whereas the same stress interpreted as escapable is significantly less destructive. (Donny et al, 2006). The difference in some rat studies was life and death (Dworkin et al, 1995). (My stress level goes up just thinking of the trapped rats!!) Think Hotel California:

Last thing I remember, I was
Running for the door
I had to find the passage back
To the place I was before
"Relax, " said the night man,
"We are programmed to receive.
You can check-out any time you like,
But you can never leave! "

When people experience a loss of autonomy, they feel threatened, hemmed in, pushed around, bullied... None of which are reactions that would help teams to work collaboratively, build relationships or leverage creativity and innovation.  Often policies that exist in our systems set boundaries that can make people feel like they are losing control. Examples include an inflexible work week, shared and depersonalized work spaces, directives, and micro-managing.

Working in community, or in other collaborations, there is the dance of give and take - so a loss of autonomy lays persistently beneath the surface of partnerships and group efforts. So how can you, as collaborator and community builder, help to diminish the AVOID responses of people when they feel like they are losing autonomy?

Our number one, best tactic is to ensure everyone's strengths shine. When we are acknowledged and honoured for how we can contribute to something using our strengths/passions/greatness, there is a much better chance of being ok with others doing the same...even when it means WE don't get to have as much say.

Example: if your schtick is coming up with poetic and powerful words and the project allows you to contribute your best writing, you are going to be a little softer when someone else brings images that maybe you would have done a bit different. When you have a chance to shine and also see how other people shine when they have their chance...the control is shared more peaceably.

Here are other great ways to bring more autonomy (and the perception of autonomy) to groups:

• self-directed learning
• seek creativity through flexible and open processes
• ask lots of questions and seek clarity constantly
• have decision making processes that work towards or embrace consensus
• level the playing field when different partners have more power (both real and perceived)
• identify the key pieces of the work and how we are all needed and important to the issue
• an escape route!

Next week - Relatedness, SCARF brain-based engagement and the 4th (of 5) domains of social experience.

photo by indi.ca

Crafting a solid strategic plan

flickr cc zenera

Strategic planning actually makes some people excited!

Others, however, find something else to do.


The key to a usable, practical, inspiring strategic plan is to have the final product resonate with both kinds of people. 


  
1.  Be clear about what a strategic plan is BEFORE you begin.
Not every plan is a strategic plan. A strategic plan is a tool or map to fulfill your mission with efficiency and impact. If it is to be responsive and useful, it should articulate specific priorities and describe the strategies and resources needed to accomplish them. Commonly, most strategic plans are reviewed and rewritten every three to five years.

"Because it is impossible to do everything that needs to be done in this world, strategic planning implies that some organizational decisions and actions are more important than others - and that much of the strategy lies in making the tough decisions about what is most important to achieving organizational success." Carol Munro (friend and colleague - www.carolmunro.com)

Don't confuse a strategic plan with an operating plan. This is a coordinated set of tasks for carrying out the goals of the strategic plan (usually a 9 or 12 month timeline). The operating plan is the who, what, where, when kind of information to help people hit the ground running. Very important... but created after the strategic plan!


2.  Consider a realistic time frame in which to create the plan.
A day just won't cut it. If the next 3 to 5 years really matter to your team, invest more than a day in designing how to make the best use of your efforts. Here are a few of the reasons why a one-day, isolated attempt is not effective.
a) people are absolutely exhausted after 6 hours of serious thinking, planning and dialogue, by the end of the day any big decisions will be compromised.
b) some people need time to process - often making great connections and innovations when they allow their brains to percolate with information.  Rushing a group process will deny you the gifts of these kinds of thinkers.
c) it is highly unlikely that you will capture all the necessary perspectives in one day. Consider breaking the process down into a few steps which encourage and allow people to have a voice in different ways.

At the same time, don't drag a strategic planning process out too long. People will lose enthusiasm and momentum.



3.  Take ownership of the process and the plan.
If a team hires a consultant (or in our case consultants) to facilitate a strategic planning process, avoid the trap of transferring too much responsibility to them. It is the team... the participants... the USERS of the plan that require a vested interest in crafting a strategic plan that holds meaning. The consultant can provide invaluable assistance in designing a planning process, involving key stakeholders, listening with an objective perspective, and synthesizing key issues that arise out of an often messy, creative process. But you're not hiring a consultant to do the actual planning or make the tough decisions - that's your job!


Have some fun with this...why not!?!?
We've shared some ways to add some laughter and team building to strategic planning efforts in previous blog posts; The Right Brain Approach,  Tips for Group Toys, and the Strengths Compass Activity.
We're on the lookout for more ideas too!

What was the most fun/inspired/creative strategic planning activity you have been involved in?

Land the Luscious Learning

Land the Luscious Learning ... with reflection and evaluation of your Project.

In last week’s blog we learned from children through their illustrations and views on community. This week we invite you to the land of luscious learning from a different lens... that of project reflection and evaluation.

We created a learning journal full of questions for the coordinators of the “Community Through the Eyes of Children” project and were enriched by the succulent gems of wisdom that they expressed. We have not included their responses here, but have included some of the questions so that you can take the time to land YOUR own learning around any project that currently has your attention.

Reflect on the objective:

How would you describe the purpose and objective of the project?
On a scale of #1-5, was the objective received? Describe.

Reflect on the process:
What got done? How did it get done?
Did the objectives and priorities remain the same through the process? If yes, how did you stay focused? If not, what emerged to change them?
Who was involved? (place a star beside the name of any person or organization that was a surprise contributor/participant)

Reflect on:What communication, resources and activities were needed to make this happen?

Reflect on accomplishments:What do you want to celebrate? What went well?
What were the most valuable parts of the project?

Reflect on learning and name any challenges:
What challenges, if any, arose? How did you handle these challenges? What have you learned?

If an organizational partner or colleague wanted to do a similar project, what advice would you give them?

Reflect on impact. Build on what you’ve created:
Where do you think the time and energies should be focused if this project was repeated?
If you could expand on this project in a “secret wish” kind of way...what would happen?
What impact did you notice (add detail for all participant and target groups)?

Often projects take a great deal of time, energy and resources. Once you are finished you may feel like taking a breather and letting it all go. Perhaps do that for a time... then come back to tap into the wisdom you hold. This will provide you with reflection, completion, possible next steps and a format to articulate the process to others.

So...what project have you been a part of that could use some luscious learning?

Village Raising Questions:
How will you tap into the learning of a project?

What different approaches might you take to capture coordinators learning from participants learning?

When your project is complete...what questions still arise?

Take ANY Data & Make Sense of it in 4 Village Raising Steps!

Is your group spinning data circles?


Chasing your research tail?


Getting no-where statistically fast?


Time to change that up! We’ve been there and we’ve found ways to move beyond.



Maybe you have a slew of information resulting from an interactive group dialogue session (like a world cafe) or the latest socio-economic statistics or EDI results for your community or a focus group report. Take ANY of these sources (or even better take all of these) and put your data into informed meaningful action.


Follow these 4 Village Raising Steps:


Step One: Gathering
This is the process of “becoming” aware. Consider your data’s origin. What information will help give you a well rounded (or multi dimensional) view of the issue at hand? Consider more than one source of information and many perspectives. This step will increase individual and collective awareness and might include things like focus groups, interviews, stories, and statistics. This is an optimum time to learn together and increase awareness.



Step Two: Sorting and Making Meaning
This is the time to chunk up complex data and simplify what you have gathered in Step One. Here you discover and seek clarity that leads to priorities and a shared understanding.


Step 3: Generating Ideas

You have gathered information and made meaning form it.  Now is the time to switch thinking to generative and innovative possibilities.

Step 4: Making Decisions
This is the process of moving forward with action. Here your group sets goals and visions and commits to them. Make collective decisions that are rich and full and informed. The discovery of group strengths feeds the sustainability of the action.

That’s it. Really. Truly. These 4 steps can provide you with the outline needed for your meaning making journey. Now, of course, you are likely wondering about the HOW behind these steps. Just you wait...we are almost there. Our “GO-TO Action Guides” are shaping up and will cover these very steps in detail. Soon Village Raisers, soon. In the meantime, stop spinning data circles and look at your data using the 4 steps above. Let us know what emerges.

The Right Brain Approach

Tracy's personal right brain Vision Board

Left brain thinking is being logical, analytical and data focused. Working with information demands that people kick their left brain thinking into high gear. It is practical, detail-oriented and sequential.

The right brain, on the other hand, offers an equally important strength to any meaning making process. Your right brain is engaged when you are being playful, creating and acknowledging your feelings and intuition. In the business world or academic realm, we typically plug in our left-brain logic, which is great - but don't unplug the right brain! So often, information driven processes excludes creativity which, in the long run, will squelch the great results of innovate thinking.

Here are a few ideas to add a dash of right-brain creativity into the left brain world of making sense of data:

• DRAW - we recently felt a complete change in energy (for the positive) during a long and hard strategic planning session when we had participants do some team drawings.  Not only was it a great change of of pace, but we were astounded by how thinking visually helped people better articulate the complexity that they were wrestling with.

• COLLAGE - borrowing ideas from Jennifer Lee's Right Brain Business Plan, get playful yet practical by using multiple forms of art and expression to create plans visually. Her book is a  guide to using your right-brain creativity to launch and grow a business. The same concepts can be applied to creating a plan for a community initiative, project or movement.

• Build it with LEGO^®.  Check out the LEGO^® concept of Serious Play which is an innovative, experiential process designed to enhance innovation and business performance. Based on research that shows that this kind of hands-on, minds-on learning produces a deeper, more meaningful understanding of the world and its possibilities, LEGO® SERIOUS PLAY® deepens the reflection process and supports an effective dialogue – for everyone in the organization. You can do this on your own, or seek out trained facilitators online.

• PLAY - Play by Dr. Stuart Brown dedicates a chapter of his book to how playful approaches at work are the key to creativity and innovation. Withholding judgement and "playing around" with information translates into imagining, inventing and dreaming impossible solutions that are focused on joy and fulfillment. This publication makes a fantastic book study to get a team in a play head-space.  There are some great companion videos, too.

• Use GRAPHIC RECORDING or hire a graphic facilitator. If you are drawn to bring some visual elements into a group process, there are some great written resources such as Visual Thinking by Nancy Margulies and Christine Valenza or Visual Meetings by David Sibbet. Hiring a professional graphic recorder/facilitator is another way to go.  Do a search in your area. Check out these 2 websites (Cheyenne and Tanya are colleagues of ours) to get a feel for what they have to offer!  

Raising the Village Question:

What's your Right-Brain idea to getting through the data fog? or running in research circles?

Tackling Mountains of Data

Faced with a mountain of information, one can feel compelled to climb towards the top - seeking clarity of vision at higher elevations. Or, conversely, one can also feel overwhelmed in the shadow of knowledge and sink in a quagmire of muck at the base.

Author Judi Adler wrote;
"Champions know there are no shortcuts to the top. They climb the mountain one step at a time. They have no use for helicopters!"

One step at a time. Faced with volumes of information - whether it be statistics, research, evaluation reports or experience - figuring out the first step is often the trickiest.

This is the time to think simple.

Tips to keep it simple during the early forays into making sense of data is the visual presentation of the information.

1. Get to the point - don't hide the key pieces of information with EVERYTHING available!


2. Pick the right format - think about how numbers, columns, pie charts, colours, maps and pictures can make information easier to digest


3. Keep it simple (we said that already!). With complicated information, make the layout or presentation clean and free of extra frills and clutter.

Once the information is shared, take it apart! Deconstructing complex information doesn't "dummy it down," it allows people to get there heads wrapped around it bit by bit. Community change efforts have a lot of variables. Taking it all in at once runs the risk extreme and total confusion.

One visual and fun way to deconstruct and simplify is by separating all the information at hand on post-it notes or index cards. By breaking down the complexity into bite sized pieces, you can clump them in a variety of ways, sort, re-sort, theme and rearrange. By doing so, people engaged in the work can become active in their roles as meaning makers. They can see information along side other concepts that are important for context. They can make connections that weren't obvious to them (or anyone) when the information was kept in it's original package - whether it be a number, chart, map or story. They can also, visually, connect the single units of information and re-construct the information. This time, however, the familiarity with the information will avoid confusion.

Do your group a favour and help them learn and apply new information by sharing it with them in ways that supports their meaning making journey. Simply, take the first step together (and then another)!

Village Raising Question:

What's your first simple step towards understanding your data?

How do you support a groups meaning making journey?

RTV # 45 Tips for group toys

A Year of Raising the Village. Week # 45: Tips for Group Toys.

Toys, they are not just for children's play. Toys can increase participation in community or organizational meetings.

This list, from Meeting Excellence by Parker and Hoffman, contains several key toys whose use and interpretation are flexible:

• soft squeeze rubber ball


• Koosh ball, nerf ball


• slinky


• Rubik's cube


• yoyo


• wooden cup with ball on string


• train whistle


• clapper

In our bag of tricks we also tend to include toy animals, mirrors, Disney characters (big symbolism usually!) and blocks. We've used a ball to signal when it is someone else's turn to share/talk on an agenda (keeps people awake on on their toes too)! We've heard of people who use noisemakers to liven up the space and acknowledge each contributer with positive (and loud) feedback. "That was easy" buttons have been popular when decisions are made. We've placed play dough and pipe cleaners on the table to recharge mental energy and for a guaranteed splash of fun.

One of the most effective use of toys came in one of our recent workshops on Collaboration and Authentic Engagement, we asked participants to create group definitions using bags of toys/props as metaphors. The activity was challenging enough to stretch people's thinking yet fun enough to generate much laughter and creativity. One particularly intense group stuffed a slinky full of other toys in an elaborately explained process. The description unleashed a great dialogue that uncovered many of the key components of working together that people were wrestling with.

Toys, fun AND a massive adult engagement tool!

Raising Village Question:

What's one of your fav meeting "toys?"  How do you use it?

RTV# 44 One WORD at a time!

A Year of Raising the Village. Week #44: One WORD at a time!


Look up the definition of the word "Word" and you might find this description: Putting one’s feelings into words or a speech sound or series of speech sounds that symbolizes and communicates a meaning.


The key term that pops for us here is, meaning. One of the things we have found working with individuals, groups and community is that what one word means to one person may mean something completely different to someone else.

Multiple meanings behind a word will vary between people based on many factors such as; perceptions, experiences and feelings. In Graham's book Exploring Perspectives, the author states that our reactions to words may also be triggered by semantic distractions, the trigger words that send blood rising. They become the focus of attention, instead of what the person is saying about any of those things. Our reactions can distract us and have our mind shut down from what another person is trying to communicate. So much for active listening, meaningful dialogue, and getting on the same page!

One suggestion is that we don’t just listen to the verbiage but we ALSO listen to the emotional content behind it (the inflection, eye contact, pitch, tone, speed and body language) so that we can SEE what this word means to someone. Keep the focus on the other person speaking and save your reaction to the word until it’s your turn to share.

Think about what’s available when we truly put aside our own reactions and actively focus on someone else. Hearing MANY meanings behind words can move groups towards a collective understanding, definition and goal. Imagine checking in with your group regularly around the definitions of certain words like: diversity, outreach, inclusivity, and the ever popular village raising term of collaboration. What does collaboration mean to you? What does being inclusive look like? What symbolizes diversity? Asking such questions helps to clarify the key words that are often the base of working together.

In other words, it helps us to find group meaning...one word at a time.

Village Raising Question:

• What “word” could use a clarity check-in for you and your organization?




• This week, notice words that pop out for you. What meaning do they hold for you? How about for those you work with? Look for clarity check-in opportunities.

We’d love to hear what words send you to the group check-in counter. Facebook, e-mail, tweet, or write to us.

RTV # 38 - Remembering to Play (with Vince Gowmon)

A Year of Raising theVillage Week 38 - Remembering to Play

... an interview with Vince Gowmon - player, facilitator, coach extraordinaire!

Remembering to PlayEvents offer workshops that combine unique and fun experiential activities with open discussions and rich group learning – we mean really rich, wake you up learning. We took part in one of the PLAY workshops and were smitten with the soulful facilitated process and the skill of the person holding a respectful and fun space in the workshop room.
Who is the playful leader behind these inspired workshops? Meet Vince Gowmon and get a special peek into the spirit of the Play process...

Vince Gowmon, is the founder of Remembering to Play Events.  All his life he has loved playing, and since 1998, he has lived his other passion of supporting others to create their life with joy and purpose.  Remembering to Play Events is his opportunity to combine the two, giving people a playground to discover their authentic Self and laugh along the way!
We asked Vince to take us behind the scenes of his special workshops...
What is at the core of Remembering to Play?

The essence of Remembering to Playis remembering your spirit. It is taking the risk to be authentic (it can be risky to shed your fears and inhibitions). Many of us have SAS (serious adult syndrome) – we take ourselves and life so seriously that we forget the joy in the lighter side of play. Also at the heart of Remembering to Play is remembering what it means to be a child and connecting to the wisdom of a child-like heart. Children are present, engaged, intuitive, spontaneous, honest, expressive of a wide range of emotions without extra thought as to whether the emotion if permissible. Children are less attached to one certain way of being and are willing to be open and try new things.


When facilitating groups, how do you know when a group process is landing with people?

·      Take time to read the group. If people are not ready for a certain activity or process that I have designed, I will huck out the outline.
·      There is a dance between my prepared agenda and the participant’s needs and agenda. I’ve learned to limit the amount of content in my agenda – I leave space open for what arises within the group.
·      Another approach is to be curious around any feelings. I will name it (i.e. There seems to be some resistance here. What’s that about? What do we need more of? Less of?).
·      Ask – what does the group want?

How do you determine and design group activities that connect with people? What advice do you have for group facilitators and leaders who are looking for process inspiration?

I look at a workshop like a journey. First, meet people where they are – meet and honour their current reality. Secondly, layer activities that add a slow stretch to that reality. For example, I might not include movement and music in the first part of the workshop as that might be a large stretch.  Thirdly, I look to see that the foundational skill sets and values of Remembering to Playare present in the workshop activities. For example, one of the values is to “Be Present”, so I will choose activities that reflect “Being Present”.

Designing workshops is like creating stepping stones across a river. I could stand on one end of the water and point to the other side while people stand at the edge OR we can slowly lay out different sized stepping stones as the learning and growing unfolds. We can co-create, chisel, space out the steps and consider how strong the current is.  People will cross to the other side in their own way and contribute every step of the way.

Creativity is a big part of my process. For me, creativity is opening up to something bigger than self. It is new ideas and possibilities combined with education. I balance ideas and structures with things people can hold onto.

What personally brings you a “sense of community”?

·      People close by that I connect with on a spontaneous level while being authentic and real.
·      A sense of community comes with safety, nearby nature, knowing the people in my neighbourhood and delighting in running into them on the street.
·      I look at the harmony of a community and for me this comes with intimate connection between people, intimate connection within infrastructures, and intimate connection between products and intentions of the stores and services within my community. My values are embodied by what surrounds me.

 How can people who are working together in communities with a focus on the early years relate to the workshops and services you offer?

Many early childhood educators relate to the co-created learning principles of Remembering to Play. We co-create in a workshop just like an early childhood educator might co-create with children in a Reggio Emilia approach. People working in the early years love children and they love play. On some level people may be called to their work as a part of their own healing and growth – Remembering to Playadds to this healing and growth.

What currently has you jazzed up in your work? What is your focus moving forward?

I am expanding, reaching and teaching into further parts of Canada. I would love to expand into Europe and engage in more public workshops.

My focus moving forward is to refine, add to and deepen what I am learning about PLAY. I am the #1 student of Remembering to Play– it is my own path of healing and growth. I am teaching what I need to learn and I am good at it! I am fascinated by how much play is not just an activity but a way of living, being and co-creating. My workshops are about not working so seriously hard, they are about subverting the norms and shaking people out of monotony and routines. It’s a place where PLAY TRUMPS WORK!

To experience the spirit of PLAY with your group - contact Vince at:
  Vince Gowmon, CPCC, BBA
Certified Professional Co-Active Coach
Remembering to Play Events
http://www.rememberingtoplay.com
Off:  604-566-0868  Cell:  778-990-0868  Fax:  604-566-3880

RTV # 37 - Extra, extra..read all about it

A Year of Raising the Village - Week 37 - Extra, extra...read all about it


 We live in an age that media has a massive influence on what we focus on, talk about and believe. Isn't it fascinating what make the news?  Some days there is "scratch your head and wonder" kind of content - and other times there is emotion filled and paradigm shifting information.

Community groups can do an environmental scan of "what's making the news" and how it relates to the topic/issue/concern at hand.  Is your group focused on the early years, parenting, child rights, poverty, literacy or [insert your topic here]? Whatever your focus, try the following group activity to broaden perspectives about your issue by connecting it with hot topics in the media. You never know, it may also help find new partners or drum up some innovative community action!

What's worked for us:
Take a copy of a newspaper,  we use different sections of a big paper or the main sections of several different newspapers. You will get a slightly different flavour by choosing either local, big city and even foreign papers.

Have small groups cut out and paste their chosen articles onto flip chart paper and explore and record what ways they can connect the News with your community building focus.

Go beyond the obvious!! For example an article about prisons has an important connection with the early years. Related issues include prevention, resiliency, education, parent support and child protection.

Ask questions such as:

• what is going on in the news that provides a different perspective on community?
• do common themes emerge from this activity?

You can also find this activity in our book (pg 40), Raising the Village.  ***Our e-book Action-guide Series will be ready soon. There will be 4 books, all filled with our absolute favourite group activities along the following themes;

1. Dealing with Data
2. Village Raising Strategies
3. Projects from idea to evaluation
4. Sustaining your group and your work

 Stay tuned!