leadership, organizing, and action · leadership, organizing, and action organizing workshop...
TRANSCRIPT
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Doctor of Education Leadership (Ed.L.D.) Program
LEADERSHIP,ORGANIZING,ANDACTION
OrganizingWorkshopParticipantGuide
Saturday&Sunday,February25-26,2017C A M B R I D G E , M A S S A C H U S E T T S
OriginallyadaptedfromtheworksofMarshallGanzofHarvardUniversityhttp://www.hks.harvard.edu/about/faculty-staff-directory/marshall-ganzModifiedforthistrainingbyAbelR.Cano
OriginallyadaptedfromtheworksofMarshallGanzofHarvardUniversityhttp://www.hks.harvard.edu/about/faculty-staff-directory/marshall-ganz
ModifiedbytheNewOrganizingInstitute
http://www.neworganizing.com
DesignedbyZacWillette
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A C K N OW L E D G E M E N T S
Wewelcomeyoursuggestionsforimprovingthisguidefurtherforfuturetrainings.Wealsowelcomeyoutouseitandadaptitforyourowntrainings,subjecttotherestrictionsbelow.ThisworkshopguidehasbeendevelopedoverthecourseofmanytrainingsbyLizPallatto,JoyCushman,JakeWaxman,DevonAnderson,RachelAnderson,AdamYalowitz,KateHilton,LenorePalladino,NewOrganizingInstitutestaff,MoveOnOrganizers,CenterforCommunityChangestaff,JoseLuisMorantes,CarlosSaavedra,SeanThomas-Breitfeld,ShuyaOhno,PetraFalcon,MicheleRudy,HopeWood,JoshDaneshforooz,MelanieVant,UyenDoan,VoopdeVulpillieres,AbelR.Canoandmanyothers.
R E S T R I C T I O N S O F U S E
Thefollowingwork[thisworkshopguide]isprovidedtoyoupursuanttothefollowingtermsandconditions.Youracceptanceoftheworkconstitutesyouracceptanceoftheseterms:
• Youmayreproduceanddistributetheworktoothersforfree,butyoumaynotselltheworktoothers.
• Youmaynotremovethelegendsfromtheworkthatprovideattributionastosource(i.e.,“originallyadaptedfromtheworksofMarshallGanzofHarvardUniversity”).
• Youmaymodifythework,providedthattheattributionlegendsremainonthework,andprovidedfurtherthatyousendanysignificantmodificationsorupdatestomarshall_ganz@harvard.eduorMarshallGanz,HauserCenter,HarvardKennedySchool,79JFKStreet,Cambridge,MA02138
• Youherebygrantanirrevocable,royalty-freelicensetoMarshallGanzandNewOrganizingInstitute,andtheirsuccessors,heirs,licenseesandassigns,toreproduce,distributeandmodifytheworkasmodifiedbyyou.
• Youshallincludeacopyoftheserestrictionswithallcopiesoftheworkthatyoudistributeandyoushallinformeveryonetowhomyoudistributetheworkthattheyaresubjecttotherestrictionsandobligationssetforthherein.
Ifyouhaveanyquestionsabouttheseterms,[email protected],HauserCenter,HarvardKennedySchool,79JFKStreet,Cambridge,MA02138.
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A G E N D A & T A B L E O F C O N T E N T S
Saturday,February25,2017:LongfellowHall,HGSE
WELCOMEANDINTRODUCTIONS
8.00AM Welcome&OverviewofWorkshop15min.
LEADERSHIP—ORGANIZING:PEOPLE,POWER,ANDCHANGE
8.15AM IntroductiontoOrganizing:People,Power,andChange50min. p.8-16
9.05AM BREAK10min.
MOBILIZINGSHAREDVALUES:WHYIHAVEBEENCALLED—STORYOFSELF
9.15AM ReviewPublicNarrativeandStoryofSelf40min. p.17-23
9.55AM Teamwork40min. p.24-2810.35AM DebriefStoriesofSelf20min. 10.55AM BREAK10min.
MOBILIZINGSHAREDCOMMITMENT:BUILDINGRELATIONSHIPS11.05AM IntroductiontoRelationshipBuilding45min. p.29-3311.50AM Teamwork45min. p.34-3612.35PM DebriefandTakeaways20min. 12.55PM LUNCH—50min.
Pleaseusesomeofthistimetoreadyourteammates’proposals.
MOBILIZINGSHAREDSTRUCTURE:BUILDINGLEADERSHIPTEAMS1.45PM IntroductiontoBuildingLeadershipTeams45min. p.37-402.30PM Teamwork70min. p.41-463.40PM Debrief20min. 4.00PM BREAK10min. 4.10PM Energizer5min.
MOBILIZINGSHAREDVALUES:STORYOFUS4.15PM ReviewStoryofUs20min. p.47-514.35PM Teamwork40min. p.52-565.15PM DebriefStoriesofUs15min.
CLOSING:WHATDIDWELEARN?5.30PM Pluses,DeltasandTakeaways15min. 5.45PM CloseDayI
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Sunday,February26,2017:LongfellowHall,HGSEWELCOME
8.00AM WelcomeBack&AgendaReview5min.
STRATEGYI:TURNINGRESOURCESINTOPOWER—PEOPLE,POWER&CHANGE
8.05AM IntroductiontoStrategyI60min. p.57-659.05AM Teamwork:Actors,PowerandGoal95min. p.66-70
10.40AM Peer-to-PeerDebrief30min. p.7111.10AM BREAK10min.
STRATEGYII:TURNINGRESOURCESINTOPOWER—TACTICSANDTIMELINE
11.20AM IntroductiontoStrategyII30min. 11.50AM Teamwork:TacticsandTimeline45min. p.72-7412.35PM GalleryWalkofTimelines25min. 1.00PM LUNCH—50min.
MOBILIZINGSHAREDCOMMITMENT:ACTION
1.50PM IntroductiontoAction30min. p.75-812.20PM Teamwork45min. p.82-853.05PM DebriefandTakeaways20min. 3.25PM BREAK10min 3.35PM Energizer5min.
MOBILIZINGSHAREDVALUESANDCOMMITMENT:
STORYOFNOWANDLINKINGSELF/US/NOW
3.40PM ReviewNowandLinkingSelf/Us/Now30min. p.86-914.10PM Teamwork45min. p.92-974.55PM DebriefPublicNarratives20min.
CLOSING5.15PM Summary,KeyLearningsandEvaluation15min. 5.30PM CloseDayII
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WHYWE’REHERE&WORKSHOPGOALS
Whatisthepurposeofthistraining?
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6OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
WhyWe’reHere&WorkshopGoalsThegoalofthisworkshopistointroduceyoutoanorganizer’sperspectiveonleadership.Organizingcanbelearnedasaleadershippracticebasedonacceptingresponsibilityforenablingotherstoachievepurposeunderconditionsofuncertainty:identifying,recruitinganddevelopingleadership,buildingaconstituencyaroundthatleadership,andtransformingtheresourcesofthatconstituencyintothepowertheyneedtoachievetheirpurposes.Wehopeitwillbeuseful.
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Eachparticipantwillbeintroducedtofivebasicorganizingleadershippractices.1. Howtotranslatevaluesintothemotivationforactionbylearningtotellastoryofwhy
theywerecalledtolead,astoryoftheirconstituency,andastoryofanurgentchallengethatrequiresaction:self,us,andnow.
2. Howtobuildintentionalrelationshipsasthefoundationofpurposefulcollectiveaction.3. Howtostructureacollaborativeleadershipteamwithsharedpurpose,groundrulesand
clearroles.4. Howtostrategizeturningtheresourcesofone’sconstituencyintothepowerneededto
achievecleargoals.5. Howtosecurecommitmentsrequiredtogeneratemeasurable,motivational,and
effectiveaction. Youwillseethatmostsessionsfollowapattern:weexplain,wemodel,youpractice,andwedebrief.Thiswayyoucanbegintoworkputtingyourskillstoworkrightnow,gettingfeedback,learningfromyourexperience.Pleasebringa“beginnersmind”(shoshin)tothisworkshop–trynewthings,takesomerisks,asknewquestions.
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7OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
PERSONALGOALS
Whatareyourhopesforthisworkshop?Whatkindsofskillsareyouinterestedinlearning?Whatcontributionsdoyouseeyourselfmaking?
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PEOPLE,POWER,ANDCHANGE
Whatarethecoreleadershippracticesfororganizing?
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PEOPLE,POWER,ANDCHANGE
WhatisLeadership?
LeadershipinorganizingisrootedinthreequestionsarticulatedbythefirstcenturyJerusalemsage,RabbiHillel:
“IfIamnotformyself,whoamI?WhenIamonlyformyself,whatamI?Andifnotnow,when?1
Thesethreequestionsfocusontheinterdependenceofself,other,andaction:whatamIcalledtodo,whatareotherswithwhomIaminrelationshipcalledtodo,andwhatactiondoestheworldinwhichwelivedemandofusnow?The fact these are framed as questions, not answers, is important: to act is to enter a world ofuncertainty, theunpredictable,andthecontingent.Dowereally thinkwecancontrol it?Ordowehave to learn to embrace it? Uncertainty poses challenges to the hands, the head and the heart.Whatnewskillsmustmy“hands”learn?Howcanmy“head”devisenewwaystousemyresourcestoachievemygoals?Howcanmy“heart”equipmewiththecourage,hopefulness,andforbearancetoact?Leadershiprequires“acceptingresponsibilityforenablingotherstoachievepurposeunderconditionsof uncertainty”.2 Conditions of uncertainty require the “adaptive” dimension of leadership: not somuchperformingknowntaskswell,but,ratherlearningwhattasksareneededandperformingthemwell. It is leadership from the perspective of a “learner” – one who has learned to ask the rightquestions–ratherthanthatofa“knower”–onwhothinksheorsheknowsalltheanswers.Thiskindof leadership is a formofpractice -notapositionoraperson–and it canbeexercised fromanylocationwithinorwithoutastructureofauthority.
1PirkeAvot(WisdomoftheFathers)2MarshallGanz,“LeadingChange:Leadership,OrganizationandSocialMovements”,Chapter19,
Goalsforthissession:• Tointroduceourapproachtoleadership,organizingandlearning.• Tointroduce5keyorganizingpracticesonwhichwewillfocus.
•Tofocusontherelationshipamongpeople,power,andchange.
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Leadershipistakingresponsibilityforenablingotherstoachievesharedpurposeunderconditionsofuncertainty.
WhatisOrganizing?Organizingisaformofleadershipthatenablesaconstituencytoturnitsresourcesintothepowertoachieveitsgoalsthroughrecruitment,training,anddevelopmentofleadership.Organizingisaboutequippingpeople(constituency)withthepower(storyandstrategy)tomakechange(realoutcomes).
PEOPLE:OrganizingaconstituencyThefirstquestionanorganizerasksisnot“whatismyissue”but“whoaremypeople”–whoismyconstituency.Aconstituencyisagroupofpeoplewholearnto“standtogether”todecide,assert,andactupontheirowngoals.Organizingisnotonlyaboutsolvingproblems.Itisaboutenablingthepeoplewiththeproblemtomobilizetheirownresourcestosolveit...andkeepitsolved.
POWER:Whatisit,wheredoesitcomefrom,howdoesitwork?Rev.MartinLutherKingdescribedpowerasthe“abilitytoachievepurpose.”Weallrequireresourcesto achieve our purposes. Few if any of us control all the resources we need to achieve all ourpurposes.Butyourinterestinmyresourcesandmyinterestinyourresourcesmaygiveusacommoninterest incombiningourresourcestoachieveacommonpurpose(powerwith).But if Ineedyourresourcesmorethanyouneedmyresources,youmaybeabletogetwhatyouneedatmyexpense(powerover).Sopowerisnotathing,quality,ortrait–itistheinfluencecreatedbytherelationshipbetweeninterestsandresources.Youcan“trackdownthepower”asking—andgettingtheanswersto—fourquestions:
1. Whataretheinterestsofyourconstituency?2. Whoholdstheresourcesneededtoaddresstheseinterests?3. Whataretheinterestsoftheindividualsororganizationswhoholdtheseresources?4. Whatresourcesdoesyourconstituencyholdwhichtheotherindividualsororganizations
needtoaddresstheirinterests?Our power comes from people. Because powerlessness is the source of somany of the problemspeople face, organizing not only enables people to solve those problems, but also, by workingtogether,tobecomemorepowerfulpeople.Soorganizingisnotonlyacommitmenttoidentifymoreleaders,butalsoacommitmenttoengagethose leaders in building thepower to create the changeweneed in our lives. Organizingpowerbeginswith a decision by the first personwhowants tomake it happen to commit.Without this
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commitment,therearenoresourceswithwhichtobegin. Commitment isasobservableasaction.Theworkoforganizersbeginswithadecisiontoacceptresponsibilitytochallengeotherstodothesame.CHANGE:Whatkindofchangecanorganizingmake?
Whaturgentproblemsdoyourpeopleface?Howmighttheworldlookdifferentifthoseproblemsweresolved?Whatfirststepscantheytaketobeginsolvingthoseproblems?Changeisspecific,concrete,andsignificant.Itrequiresfocusonagoalthatwillmakearealdifferencethatwecansee.Itisnotabout“creatingawareness”,havingameaningfulconversation,orgivingagreatspeech.Itisaboutspecifyingaclearlyvisiblegoal,explainingwhyachievingthatgoalcanmakearealdifferenceinmeetingthechallengethatyourconstituencyhastoface,andmakingithappen.
FiveOrganizingPracticesLearninghowtoorganizepeopletobuildthepowertheyneedtomakechangebeginswithlearningfivekeyleadershippractices.
DISORGANIZATION LEADERSHIP ORGANIZATION
Passive SharedStory Active
Divided RelationalCommitment United
Drift ClearStructure Purpose
Reactive CreativeStrategy Initiative
Demobilized EffectiveAction Mobilized
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1.CreatingSharedStory:Organizingismotivatedbysharedvaluesexpressedthroughpublicnarrative.Bylearningthecraftofpublicnarrativewecanaccessoursharedvaluesfortheemotionalresourcesweneedtorespondtochallengeswithcourageratherthanreactingtothemwithfear.Bylearningtotellstoriesofsourcesofourownvalues,a“storyofself”,weenablepeopleto“getus”.Bytellingstoriesofthesourcesofvaluesweshare,a“storyofus”,weenablepeopleto“get”eachother.Byrecognizingthecurrentmomentasoneofurgentchoiceandproposingahopefulwayforward,a“storyofnow”,wemotivateaction.Values-basedorganizing—incontrasttoissue-basedorganizing—invitespeopletoescapetheir“issuesilos”andcometogethersothattheirdiversitybecomesanasset,ratherthananobstacle.Bylearninghowtotellapublicnarrativethatbridgestheself,us,andnow,organizersenhancetheirownefficacyandcreatetrustandsolidaritywithintheircampaign,equippingthemtoengageothersfarmoreeffectively.2.CreatingSharedRelationalCommitment:Organizingisbasedonrelationshipsandcreatingmutualcommitmentstoworktogether.Itistheprocessofassociation—notsimplyaggregation—thatmakesawholegreaterthanthesumofitsparts.Throughassociationwecanlearntorecastourindividualinterestsascommoninterests,identifyvaluesweshare,andenvisionobjectivesthatwecanuseourcombinedresourcestoachieve.Andbecauseitmakesusmorelikelytoacttoassertthoseinterests,relationshipbuildinggoesfarbeyonddeliveringamessage,extractingacontribution,orsolicitingavote.Relationshipsbuiltasaresultofone-on-onemeetingscreatethefoundationoflocalcampaignteams,andtheyarerootedincommitmentspeoplemaketoeachother,notsimplycommitmenttoanidea,task,orissue.3.CreatingSharedStructureAteamleadershipstructurecanenableorganizingthatgrowsstrongerthroughcollaborativeandcascadingleadershipdevelopment.Volunteereffortsoftenflounderduetoafailuretodevelopreliable,consistent,andcreativeindividualleaders.Structuredleadershipteamsencouragestability,motivation,creativity,andaccountability—andusevolunteertime,skills,andefforteffectively.Theycreateastructurewithinwhichenergizedvolunteerscanaccomplishchallengingwork.Realteamscanachievethegoalstheysetforthemselves,growmoreeffectiveasateamovertime,andenablethegrowth,developmentandlearningoftheirindividualmembers.Effectiveleadershipteamsmustbebounded,stable,anddiverse.Theymustagreeonasharedpurpose,clearnorms,andspecificroles.
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4.CreatingSharedStrategyAlthoughbasedonbroadvalues,effectiveorganizingcampaignsfocusonaclearstrategicobjective,awaytoturnthosevaluesintoaction;e.g.,desegregatebusesinMontgomery,Alabama;gettingto100%cleanelectricity;etc.Trans-localcampaignslocateresponsibilityforstrategyatthetop(oratthecenter),butareableto“chunkout”strategicobjectivesintime(deadlines)andspace(localareas)asacampaign,allowingsignificantlocalresponsibilityforfiguringouthowtoachievethoseobjectives.Responsibilityforstrategizinglocalobjectivesempowers,motivatesandinvestslocalteams.5.CreatingSharedMeasurableActionOrganizingoutcomesmustbeclear,measurable,andspecificifprogressistobeevaluated,accountabilitypracticed,andstrategyadaptedbasedonexperience.Measuresmayincludevolunteersrecruited,moneyraised,peopleatameeting,voterscontacted,pledgecardssigned,lawspassed,etc.Althoughelectoralcampaignsenjoytheadvantageofveryclearoutcomemeasures,anyeffectiveorganizingdrivemustcomeupwiththeequivalent.Regularreportingofprogresstogoalcreatesopportunityforfeedback,learning,andadaptation.Trainingmustbeprovidedforallskills(e.g.,holdinghousemeetings,phonebanking,etc.)tocarryouttheprogram.Socialmediamayhelpenablereporting,feedback,coordination.Transparencymustexistastohowindividuals,groups,andthecampaignasawholearedoingwithregardtotheirprogresstowardtheirgoal.
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OrganizingYourConstituencyThisworkshopfocusesonthedesignofanorganizingcampaign,buttherealworkoforganizingisdonewithone’sconstituency.Asthechartbelowshows,organizingisaboutenablingaconstituencytodevelopthepoweritneedstoassertitsinterestseffectively,notonlyinthismoment,butalsointhefuture.Organizersbeginbybuildingafoundationwithintheirconstituency.Thisusuallyrequiresone-on-onemeetingstolearnofpeople’srealconcerns,discernrealsourcesoftheirproblems,figureoutpowerdynamics,andidentify,recruitanddevelopleadership.Acampaignisaprocessthroughwhichaconstituencycanorganizeitselftocreatethepoweritneedstoachieveitsgoals.Andbyturningtheircampaigneffortsintoanorganization,theywillhavethecapacitytobuildontheirsuccessesintothefuture.
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!!
CONSTITUENCY!
ORGANIZATION!
CAMPAIGN!!
!!!!!!!!!!!!!!!FOUNDATION!
Ourworkshopisalsoorganizedasacampaign:awayofmobilizingtime,resources,andenergytoachieveanoutcomeandtreattimeasan“arrow,”ratherthana“cycle.”Thinkingoftimeasa“cycle”helpstomaintainroutines,normalprocedures,ourannualbudgets,etc.Thinkingoftimeasan“arrow”focusesonmakingchange,onachievingspecificoutcomes,onfocusingourefforts.Acampaignistimeasan“arrow".Itisanintensestreamofactivitythatbeginswithafoundationalperiod,buildstoakick-off,buildstoperiodicpeaks,andculminatesinafinalpeak,followedbyaresolution.Ourworkshopwillfollowthesamepattern,eachpractice,buildingonwhatwentbefore,andcreatingafoundationforwhatcomesnext.
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Wealsotakeaparticularapproachtostructuringleadership,astructurethatenablesustodeveloptheleadershipofothers,evenasweexerciseourown.Sometimeswethinkleadershipisaboutbeingthepersonthateveryonegoesto:
Howdoesitfeeltobethedotinthemiddleofallthosearrows?Howdoesitfeeltobeoneofthearrowsthatcan’tevengetthrough?Andwhathappensifthe“dot”inthemiddleshoulddisappear?
Sometimeswethinkwedon’tneedleadershipatallbecause“we’reallleaders”,butthatlookslikethis:
Who’sresponsibleforcoordinatingeveryone?Andwho’sresponsibleforfocusingonthegoodofthewhole,notjustoneparticularpart?Withwhomdoesthe“buckstop”?
Anotherwaytopracticeleadershipislikethis“snowflake”:leadershippracticesbydevelopingotherleaderswho,inturn,developotherleaders,alltheway“down”.Althoughyoumaybethe“dot”inthemiddle,yoursuccessdependsondevelopingtheleadershipofothers.
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Whyiscoachinganimportantorganizingpractice?
Leadershipinorganizingisaboutenablingotherstoachievepurposeinthefaceofuncertainty.Coachingenablesothers.Organizingcampaignsarerichwithchallengesandlearningopportunities,butsometimeswearefishinourownwaterandwecannotseethechallengesweareswimmingin.Coachinginorganizinghelpstoalleviatethisproblem.Coachinghelpsindividualstoovercomemotivational,strategic,andinformationalchallengesthatmightotherwisehindertheprogressoftheindividual,and/ortheteam,andthusthecampaignortraining.
Whatiscoachinginorganizing?
Coachingisadirectinterventioninanindividualorteam’sworkprocesstohelpthemimprovetheireffectiveness.
Coachingisaleadershippracticethatisusefulinavarietyofcontextsinorganizingcampaignsandtrainings.Someexamplesofwhencoachingskillsarenecessary:
• Helpinganorganizerovercomemotivationalchallengeswiththeirvolunteers.
• Assistingaleadershipteamincreatingstrategyfortheirorganizingcampaign.
Coachingisusefulwheneverweareworkingtoenableotherstobuildtheirowncapacitytoact,andthoughthecontextsvary,theprocessisverysimilarthroughout.
ElementsofCoaching
WHYHOW
ACTION
MotivationalCoaching
StrategicCoaching
EducationalCoaching
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Coachingrequireslearningtoidentifyaperson’sorteam’sstrengthsandweaknessestohelpthemdrawupontheirstrengthstoovercometheirweaknesses.Peopleoftenknowwhatthey“should”do.Butfresheyescanhelpdiagnosespecificchallengestheyfacewhileidentifyingwaystodealwiththem.
• Motivational(heart)coachingisintendedtoenhanceeffort.• Educational(hands)coachingisintendedtohelpacquireinformationorskills• Strategic(head)coachingisintendedtohelpevaluatehowtouseresourcestoachieve
outcomes.
CoachingApproachesCorrectiveSomecoachingisaimedathelpingimprovepoorperformance(i.e.,thecoacheeisoverallnotdoingtheleadershippracticewellandneedshelpgettinguptoabasiclevel).DevelopmentalSomecoachingisaimedathelpingtheindividualachievemastery(i.e.,thecoacheedoestheleadershippracticewellandisreadytobecomeexpert).Basicelementsofcoachingarethesame(i.e.,motivational,strategic,andinformational),butcoachingstrategiesmaydiffer(e.g.,consultbyaskingreflectivequestionstodevelopmasteryvs.consultbyprovidingexpertfeedbacktoillustrateerrorsinhowtheyarethinkingaboutthetask).
HowCoachingWorks–the5StepProcessCoachingrequireslearninghowtousefourmethodstoimplement5steps.Thefourmethodsare:askingquestions,listening(headandheart),supporting,andchallenging.Thesearethe5steps.
5-Step Coaching Process
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1.Observe:WhatdoIseeandhear?
Listenverycarefully,observebodylanguage,andaskveryfocusedprobingquestionstosatisfyyourselfthatyou“get”theproblem.Itmaytaketimetogetthefactsstraight.Butifyoudon’tgettheproblem,youcan’thelpsolveit.Don’tbeshyaboutaskingspecific“stubborn”questions.Thisprocesscanhelpthecoacheearticulatejustwhattheproblemisinawaytheymaynothavebefore.Soit’snotonly“gettinginformation.”
2.Diagnose:Whyistheproblemaproblem?
Gettingthediagnosisrightreallymatters.Forexample,ifanorganizerisstrugglingwithstrategyandyoufocusongettingthemtotryhardertheresultwillonlybefrustration.
Isthechallengemotivational(effort/heart)?
Istheindividualstrugglingbecauses/heisnotputtingforthenougheffort?Isshenottryinghardenoughbecauseshe’sembarrassed?Ishequittingtoosoonbecauseoffrustrationorfear?Iss/hegettinginterferencefromotherhabits(e.g.,someonewell-versedinmarketingspeakmaynotknowhowtotellanauthenticstory)?
Isthechallengeeducational(information/skills/hands)?
Istheindividualstrugglingbecausehelackstheskilltoexecuteeffectively?Doeshenotknowhowtodoit?Isshegettinginterferencefromolderhabitsorbehaviors(likesomeonewhoissousedtosellingthingsconfusingthiswithtellingastoryofself)?Isitsomethingyoucouldmodelorrole-playwiththem?Isthechallengestrategic(strategy/head)?Istheindividualstrugglingbecauses/hedoesn’tknowhowtousetheinformationorskillsthatshedoeshave.Doesheunderstandtheconceptsorunderlyingprinciplesclearly?Hashenotthoughtitthroughcarefully?Arethegoalsnotachievable?Doesthestrategymakesense?
3.Intervene–WhatdoIdo?
Onceyouthinkyou’vefiguredoutwhattheproblemisdon’tjusttellthecoacheewhatyouthinkheshoulddo!Findoutwhatshethinkssheshoulddo?Askquestionsthatenablethecoacheetoseetheproblem,andforyoutoseehowthecoacheeseestheproblem,anddiscernawaytosolveit.Getthecoachee’sviewsoutonthetable.Theappropriateinterventiondependsonthediagnosis.Ifthechallengeismotivational,youcan:•Encourageandexhort—youcandoit!•Offerakickinthepants(withlove)•Helpthepersonconfronthisorherfear,embarrassment,orotheremotionthatmaygetin
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thewayoftheirabilitytoriskacting,persevering,tryingnewthings.Communicatewithempathy,hope,andaffirmationofthecoachee’sself-worth.Rewardandpraisecourage
•Modelcourageandemotionalmaturityinyourownbehaviorconfessfearandexplainhowyoumovetowarditratherthanawayfromit.
Ifthechallengeiseducational,youcan:
§ Modelthebehaviorandinvitethecoacheetoimitateyoutogetthe“feel”oftheactivity§ Breakitdownintosmallpartsandinvitetheindividualtotryoneatatime§ Offerthreeorfourdifferentpracticeexercisesandobservewhichones“take”forthatperson.
§ Suggestotherswithwhomthepersoncanpractice.§ Suggestwaystofigureoutwheretofindthemissinginformation.
Ifthechallengeisstrategic,youcan
§ Workthroughaspecificexamplewiththeperson,askingquestionstoguidethestrategicprocess.Thenreflectontheprocessitself,askingthemtodescribehowitworked?
§ Askquestionsabouthowtheindividualisthinkingaboutthepractice(“Whydidyouchoosethattactic?”)
§ Offeryourobservations,askinghowthepersonmightthinkaboutitdifferently(“Atthatpoint,werethereotheroptions?Whatmighttheyhavebeen?Whydidyouchoosetheoneyoudid?)
§ Offerfeedbackonwhatyouarehearing,askingifthatdescribesthesituation,atthesametime,offeringpossiblereframingofit.
§ Usesilentreflectionandself-diagnosis(“Whydon’tyoutakeamomenttothinkthroughwhatyoubelieveisworkingandnotworkingandlet’stalkaboutthat?).
4.Debrief:Whatdidthe“coachee”learn?
Askyourcoacheetosummarizehisorher“takeaway”fromthesession,committonextsteps,anddecidewhenyouwillcheckbackin.Whatwentwell?Whatareyouchallengedby?Whataresomepossiblesolutions?Whatareyourgoals/nextsteps?
5.Monitor:HowcanIcontinuetosupportthecoachee?
• Scheduleperiodiccheck-instosupportyourcoacheeinintegratingthisneworrevisedsolutionintotheirregularpractice.
• Findoutfromthecoacheehowthesituationhaschanged.• Assesswhetherthediagnosisandinterventionwassuccessful.Celebratesuccess!
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LearningOrganizing
Organizingisapractice—awayofdoingthings.It’slikelearningtorideabike.Nomatterhowmanybooksyoureadaboutbikeriding,theyareoflittleusewhenitcomestogettingonthebike.
Andwhenyougetonthefirstthingthatwillhappenisthatyouwillfall.Andthat’swherethe“heart”comesin.Eitheryougiveupandgohomeoryoufindthecouragetogetbackon,knowingyouwillfall,becausethat’stheonlywaytolearntokeepyourbalance.Eachofoursessionswillfollowthesamepattern:explanation,modeling,practice,anddebriefing.
Effectivecoachingis Effectivecoachingisnot
Showingupandbeingpresenttoanotherperson’sexperienceandlistening,withbothyourheadandheart
Beingsopreparedthatyouworkoutalltheanswersforthecoacheebeforeyouevenhearorobservetheirchallenges
Helpingthecoacheeexploreandmakesenseoftheirchallengesandsuccesses,andwhattheylearnedfromitall
Falsepraisingofthecoacheeoronlyfocusingontheirstrengthsbecauseyoudonotwanttohurttheirfeelings
Helpingthecoacheetofindsolutionstochallenges
Solelycriticizingthecoachee
Askingquestionsthatbothsupportandchallengethepersonyouarecoaching
Tellingthecoacheewhattodo
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CREATINGSHAREDSTORY:STORYOFSELF
WhyamIcalledtoleadership?
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INTRODUCTIONTOPUBLICNARRATIVE&STORYOFSELF
IfIamnotformyself,whowillbeforme?WhenIamonlyformyself,whatamI?Ifnotnow,when?-Hillel,1stcenturyJerusalemsageCrafting a complete public narrative is a way toconnect threecoreelementsof leadershippractice:story (whywemust act now, heart), strategy (howwecanactnow,head),andaction(whatwemustdotoactnow,hands).AsRabbiHillel’spowerfulwordssuggest,tostandforyourselfisafirstbutinsufficientstep. Youmust also construct the community withwhomyou stand, andmove that community to acttogether now. To combine stories of self, us andnow,findcommonthreadsinvaluesthatcallyoutoyourmission,valuessharedbyyourcommunity,andchallengestothosevaluesthatdemandactionnow.YoumaywanttobeginwithaStoryofNow,workingbackwardthroughtheStoryoftheUswithwhomyouareworkingtotheStoryofSelfinwhichyourcallingisgrounded.PublicnarrativeasaleadershippracticeLeadershipisaboutacceptingresponsibilityforenablingotherstoachievesharedpurposeinthefaceofuncertainty.Narrativeishowwelearntoaccessthemoralresources–thecourage–tomakethechoicesthatshapeouridentities–asindividuals,ascommunities,asnations.EachofushasacompellingstorytotellEachofuscanlearntotellastorythatcanmoveotherstoaction.Weeachhavestoriesofchallenge,orwewouldn’tthinktheworldneededchanging.Andweeachhavestoriesofhope,orwewouldn’tthinkwecouldchangeit.Asyoulearnthisskill,youwilllearntotellastoryaboutyourself
Goalsforthissession:
• LearnWHYPublicNarrativeisanessentialleadershipskill• LearnHOWPublicNarrativeworks:values,emotion&storystructure• LearnHOWtotellyourpublicnarrative
strategy & actioncall to leadership
shared values &
shared experience
story of
selfstory of
now
story of
us
PURPOSE
COM
MUN
ITY UR
GEN
CY
Public Narrative
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(storyofself),thecommunitywhomyouareorganizing(storyofus),andtheactionrequiredtocreatechange(storyofnow).Youwilllearntotell,tolisten,andtocoachothers.LearningPublicNarrative Weareallnaturalstorytellers.Weare“hardwired”forit.Althoughyoumaynothavelearnedhowtotellstories“explicitly”(theirstructure,thetechniques),youhaveleaned“implicitly”(imitatingothers,respondingtothewayothersreacttoyou,etc.).Inthisworkshopyouwilllearnthetoolstomaketheimplicitexplicit.Wewilluseafour-stagepedagogy:explain,model,practiceanddebrief.Wewillexplainhowstoryworks,youwillobserveamodelofstorytelling,youwillthenpracticeyouownstory,andyouwillthendebriefyourpracticewithothers.Youwilllearnthispracticethewaywelearnanypractice:thesamewaywelearntorideabike.Whateverweread,watch,oraretoldaboutbikeriding,soonerorlaterwehavetogeton.Andthefirstthingthatusuallyhappensisthatyoufalloff.Then,andthisisthekeymoment,youeithergiveuporfindthecouragetogetbackuponthebike,knowingyouwillcontinuetofall,until,eventuallyyoulearntokeepyourbalance.Inthisworkshopyou’llhavethesupportofyourwrittenmaterials,peersandcoaches.Youwillalsolearntocoachothersintellingtheirstories.Weareall“fish”sotospeakinthe“water”ofourownstories.Wehavelivedinthemallourlivesandsoweoftenneedotherstoaskusprobingquestions,challengeustoexplainwhy,andmakeconnectionswemayhaveforgottenaboutsowecantellourstoriesinwaysotherscanlearnfromthem.Weallliverich,complexliveswithmanychallenges,choices,andoutcomesofbothfailureandsuccess.Wecannevertellourwholelifestoryintwominutes.Wearelearningtotellatwo-minutestoryasthefirststepinmasteringthecraftofpublicnarrative.Thetimelimitfocusesongettingtothepoint,offeringimagesratherthanlotsofwords,andchoosingchoicepointsstrategically.HowPublicNarrativeWorksWhyusepublicnarrative?Twowaysofknowing(andwhyweneedboth!) Leadershiprequiresengagingthe“head”andthe“heart”toengagethe“hands”—mobilizingotherstoacttogetherpurposefully.Leadersengagepeopleininterpretingwhytheyshouldchangetheirworld—their
g
head
strategy
Two Kinds of Knowin
heart
narrative
hands
action
shared understanding
leads to
critical reflection
on experience
HOW
COGNITIVE
LOGOS
ANALYSIS
story telling of experience
WHY
AFFECTIVE
PATHOSMOTIVATION
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motivation—andhowtheycanacttochangeit—theirstrategy.Publicnarrativeisthe“why”—theartoftranslatingvaluesintoactionthroughstories.
Thekeytomotivationisunderstandingthatvaluesinspireactionthroughemotion.Emotionsinformusofwhatwevalueinourselves,inothers,andintheworld,andenableustoexpressthemotivationalcontentofourvaluestoothers.Storiesdrawonouremotionsandshowourvaluesinaction,helpingusfeelwhatmatters,ratherthanjustthinkingaboutortellingotherswhatmatters.Becausestoriesallowustoexpressourvaluesnotasabstractprinciples,butaslivedexperience,theyhavethepowertomoveothers.
Someemotionsinhibitaction,butotheremotionsfacilitateaction.Thelanguageofemotionisthelanguageofmovement,sharingthesamerootword.Mindfulactionisinhibitedbyinertiaandapathy,ontheonehand,andfear,isolationandself-doubtontheother.Itcanbefacilitatedbyurgencyandanger,ononehand,andhope,solidarity,andYCMAD(youcanmakeadifference)ontheother.Storiescanmobilizeemotionsenablingmindfulactiontoovercomeemotionsthatinhibitit.
OVERC
OM
ESinertia
solidarity
urgency
apathy anger
fear hope
self-doubt Y.C.M.A.D.
isolation
ACTION
INHIBITORS
ACTION
MOTIVATORS
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TheThreeKeyElementsofPublicNarrativeStructure:Challenge–Choice–Outcome
Aplotbeginswithanunexpectedchallengethatconfrontsacharacterwithanurgentneedtopayattention,tomakeachoice,achoiceforwhichs/heisunprepared.Thechoiceyieldsanoutcome—andtheoutcometeachesamoral.Becausewecanempatheticallyidentifywiththecharacter,wecan“feel”themoral.Wenotonlyhear“about”someone’scourage;wecanalsobeinspiredbyit.
Thestoryofthecharacterandtheirefforttomakechoicesencourageslistenerstothinkabouttheirownvalues,andchallenges,andinspiresthemwithnewwaysofthinkingabouthowtomakechoicesintheirownlives.
IncorporatingChallenge,Choice,andOutcomeinYourOwnStoryTherearesomekeyquestionsyouneedtoanswerasyouconsiderthechoicesyouhavemadeinyourlifeandthepathyouhavetakenthatbroughtyoutothispointintimeasaleader.Onceyouidentifythespecificrelevantchoicepoint—perhapsyourfirsttrueexperienceofcommunityinthefaceofchallenge,oryourchoicetodosomethingaboutinjusticeforthefirsttime—digdeeperbyansweringthefollowingquestions.
Challenge:Whydidyoufeelitwasachallenge?Whatwassochallengingaboutit?Whywasityourchallenge?Choice:Whydidyoumakethechoiceyoudid?Wheredidyougetthecourage(ornot)?Wheredidyougetthehope(ornot)?Didyourparentsorgrandparents’lifestoriesteachyouinanywayhowtoactinthatmoment?Howdiditfeel?
Outcome:Howdidtheoutcomefeel?Whydiditfeelthatway?Whatdiditteachyou?Whatdoyouwanttoteachus?Howdoyouwantustofeel?
Awordaboutchallenge.Sometimespeopleseethewordchallengeandthinkthattheyneedtodescribethemisfortunesoftheirlives.Keepinmindthatastrugglemightbeoneofyourownchoosing–ahighmountainyoudecidedtoclimbasmuchasavalleyyoumanagedtoclimboutof.Anynumberofthingsmayhavebeenachallengetoyouandbethesourceofagoodstorytoinspireothers.
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Publicnarrativecombinesastoryofself,astoryofus,andastoryofnow.
A“storyofnow”communicatesanurgentchallengeyouarecallingonyourcommunitytojoinyouinactingonnow.
Astoryofnowrequirestellingstoriesthatbringtheurgencyofthechallengeyoufacealive–urgentbecauseofaneedforchangethatcannotbedenied,urgentbecauseofamomentofopportunitytomakechangethatmaynotreturn.Attheintersectionoftheurgencyofchallengeandthepromiseofhopeisachoicethatmustbemade–toact,ornottoact;toactinthisway,orinthat.Thehoperesidesnotsomewhereinadistantfuturebutinthesenseofpossibilityinapathwaytoaction.Tellingagoodstoryofnowrequiresthecourageofimagination,orasWalterBrueggemannnamedit,apropheticimagination,inwhichyoucallattentionbothtothepainoftheworldandalsotothepossibilityforabetterfuture.
A“storyofus”communicatessharedvaluesthatanchoryourcommunity,valuesthatmaybeatrisk,andmayalsobesourcesofhope.
Wetellmore“storiesofus”inourdailylivesthananyotherkindofstory:“doyourememberwhen”momentsatafamilydinner,“whataboutthetimethat”momentsafteranexcitingathleticevent,orsimplyexchangingstorieswithfriends.Justlikeanygoodstory,storiesofusrecountmomentswhenindividuals,agroup,acommunity,anorganization,anationexperiencedachallenge,choice,andoutcome,expressiveofsharedvalues.Themaybefoundingmoments,momentsofcrisis,oftriumph,disaster,ofresilience,ofhumor.Thekeyistofocusontellingspecificstoriesaboutspecificpeopleatspecifictimesthatcanremindeveryoneof–orcalleveryone’sattentionto–thevaluesthatyoushareagainstwhichchallengesintheworldcanbemeasured.A“storyofus”,however,is“experiential”inthatitcreatesanexperienceofsharedvalues,ratherthan“categorical”,describedbycertaintraits,characteristics,oridentitymarkers.Tellingagoodstoryofusrequiresthecourageofempathy–toconsidertheexperienceofothersdeeplyenoughtotakeachanceofarticulatingthatexperience.
A“storyofself”communicatesthevaluesthatcalledyoutoleadinthisway,inthisplace,atthistime.
Eachofushascompellingstoriestotell.Insomecases,ourvalueshavebeenshapedbychoicesothers–parents,friends,andteachers–havemade.Andwehavechosenhowtodealloss,evenaswehavefoundaccesstohope.Ourchoiceshaveshapedourownlifepath:wedealtwithchallengesaschildren,foundourwaytoacalling,respondedtoneeds,demands,andgiftsofothers;confrontedleadershipchallengesinplacesofworship,schools,communities,work.
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VIDEOREVIEW:JamesCroft
We'llbewatchingfiveminutesofJamesCroft’sLinkedPublicNarrative.Asyouwatchit,focusontheelementsofSELF–US–NOWthatyouhearinhisstory.
SELF
US NOW
Whatexperiencesshapedhisvalues?Whosechoiceswerethey?Whyaretheystories?
Whoisthe“us”towhomheappeals?Whatmomentsofchoicedoesherecall?Whatarethevalues?
Whatchallengestothosevaluesdoeshedescribe?What’sthesourceofhope?Inwhatactiondoesheaskustojoin?
1. WhydoesJamesCroftbeginashedoes?
2. Whatchallenge,choice,andoutcomeareatthecoreofeachstoryhetells?
3. Whatdetails,images,momentsdothesestoriesbringalive?4. Whatvaluesdothesestoriescommunicate?
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TEAMBREAKOUTSESSION:STORYOFSELFPRACTICEWORK
GOALS
• PracticetellingyourStoryofSelfandgetconstructivefeedback• Learntodrawoutandcoachthestoriesofothers
AGENDATOTALTIME:40min.
1. Gatherinyourteam.Chooseatimekeeperandreviewtheagenda.Yourcoachwillsharehis/her2-minutestoryofselfasamodel.
5min.2min.
2. Takesometimeasindividualstosilentlydevelopyour“StoryofSelf.”Usetheworksheetthatfollows.
5min.
3. Asateamgoaroundthegroupandtellyourstoryonebyone.Foreachperson:-2minutestotelltheirstory-3minutestoofferfeedbackfromthegroup(usetheworksheetthatfollowstowritedownyourfeedback).NOTE:Youhavejust2minutestotellyourstory.Sticktothislimit.Makesureyourtimekeepercutsyouoff.Thisencouragesfocusandmakessureeveryonehasachancetotelltheirstory.
25min.
4. Facilitatorinvitessomeonetotelltheirstoryofselftothelargergroup.Rejointhelargergroup.
3min.
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WORKSHEET: DEVELOPING YOUR STORY OF SELF
Beforeyoudecidewhatpartofyourstorytotell,thinkaboutthesequestions:
1. WhyamIcalledtoeducationleadership?WhyamIcalledtotheEdLDprogram?2. Whatvaluesmovemetoact?Howmighttheyinspireotherstosimilaraction?3. WhatstoriescanItellfrommyownlifeaboutspecificpeopleoreventsthatwouldshow
(ratherthantell)howIlearnedoractedonthosevalues?Whataretheexperiencesinyourlifethathaveshapedthevaluesthatcallyoutoleadershipineducation?
FAMILY&CHILDHOOD Parents/Family GrowingUpExperiences YourCommunity RoleModels School
LIFECHOICES School Career Partner/Family Hobbies/Interests/Talents ExperiencesFindingPassionExperiencesOvercoming Challenge
ORGANIZINGEXPERIENCE
FirstExperienceoforganizingConnectiontokeybooksorpeopleRoleModels
Thinkaboutthechallenge,choiceandoutcomeinyourstory.Theoutcomemightbewhatyoulearned,inadditiontowhathappened.Trydrawingpictureshereinsteadofwords.Powerfulstoriesleaveyourlistenerswithimagesintheirmindsthatshapetheirunderstandingofyouandyourcalling.Remember,articulatingthedecisionsyoumakeinthefaceofchallengesultimatelycommunicatesyourvalues.C H A L L E N G E : C H O I C E : OU T C OM E :
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ForFurtherReflectionWeallliveveryrichandcomplexliveswithmanychallenges,manychoices,andmanyoutcomesofbothfailureandsuccess.Thatmeanswecannevertellourwholelifestoryin2minutes.Thechallengeistolearntointerpretourlifestoriesasapractice,sothatwecanteachothersbasedonreflectionandinterpretationofourownexperiences,andchoosestoriestotellfromourownlivesbasedonwhat’sappropriateineachuniquesituation.Taketimetoreflectonyourownpublicstory,beginningwithyourstoryofself.Youmaygobackasfarasyourparentsorgrandparents,oryoumaystartwithyourmostrecentorganizingandkeepaskingyourselfwhyinparticularyougotinvolvedwhenyoudid.Focusonchallengesyouhadtoface,thechoicesyoumadeabouthowtodealwiththosechallenges,andthesatisfactions–orfrustrations—youexperienced.Whydidyoumakethosechoices?Whydidyoudothisandnotthat?Keepaskingyourselfwhy.Whatdidyoulearnfromreflectingonthesemomentsofchallenge,choice,andoutcome?Howdotheyfeel?Dotheyteachyouanythingaboutyourself,aboutyourfamily,aboutyourpeers,yourcommunity,yournation,yourworldaroundyou—aboutwhatreallymatterstoyou?Whataboutthesestorieswassointriguing?Whichelementsofferedrealperspectiveintoyourownlife?Whatbringsyoutothiscampaign?Whendidyoudecidetoworkonimprovingeducation,forinstance?Why?Whendidyoudecidetovolunteer?Why?Whendidyoudecidetogiveupaweektocometothisworkshop?Why?Manyofusactiveinpublicleadershiphavestoriesofbothlossandhope.Ifwedidnothavestoriesofloss,wewouldnotunderstandthatlossisapartoftheworld;wewouldhavenoreasontotrytofixit.Butwealsohavestoriesofhope.Otherwisewewouldn’tbetryingtofixit.Agoodpublicstoryisdrawnfromtheseriesofchoicepointsthatstructurethe“plot”ofyourlife–thechallengesyoufaced,choicesyoumade,andoutcomesyouexperienced.Challenge:Whydidyoufeelitwasachallenge?Whatwassochallengingaboutit?Whywasityourchallenge?Choice:Whydidyoumakethechoiceyoudid?Wheredidyougetthecourage–ornot?Wheredidyougetthehope–ornot?Howdiditfeel?Outcome:Howdidtheoutcomefeel?Whydiditfeelthatway?Whatdiditteachyou?Whatdoyouwanttoteachus?Howdoyouwantustofeel?
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COACHINGTIPS:STORYOFSELF
Remembertobalancebothpositiveandconstructivecriticalfeedback.Thepurposeofcoachingistolistentothewaystoriesaretoldandthinkofwaysthatthestorytellingcouldbeimproved.DON’Tsimplyoffervague“feelgood”comments.(“Thatwasareallygreatstory!”)DOcoacheachotheronthefollowingpoints:
þ THECHALLENGE:Whatwerethespecificchallengesthestorytellerfaced?Didthestorytellerpaintavividpictureofthosechallenges?
“Whenyoudescribed________,Igotaclearpictureofthechallenge.”
“Iunderstoodthechallengetobe________.Isthatwhatyouintended?”
“Thechallengewasn’tclear.Howwouldyoudescribe________?”
þ THECHOICE:Wasthereaclearchoicethatwasmadeinresponsetoeachchallenge?Howdidthechoicemakeyoufeel?(Hopeful?Angry?)
“Tome,thechoiceyoumadewas_______,anditmademefeel_______.”
“Itwouldbehelpfulifyoufocusedonthemomentyoumadeachoice.”
þ THEOUTCOME:Whatwasthespecificoutcomethatresultedfromeachchoice?Whatdoesthatoutcometeachus?
“Iunderstoodtheoutcometobe_______,anditteachesme_______.Buthowdoesitrelatetoyourworknow?”
þ THEVALUES:Couldyouidentifywhatthisperson’svaluesareandwheretheycamefrom?How?Howdidthestorymakeyoufeel?
“Yourstorymademefeel________because_________.”
“It’sclearfromyourstorythatyouvalue_______;butitcouldbeevenclearerifyoutoldastoryaboutwherethatvaluecomesfrom.”
þ DETAILS:Weretheresectionsofthestorythathadespeciallygooddetailsorimages(e.g.sights,sounds,smells,oremotionsofthemoment)?
“Theimageof________reallyhelpedmeidentifywithwhatyouwerefeeling.”
“Trytellingmoredetailsabout_______sowecanimaginewhatyouwereexperiencing.”
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RecordFeedback/CommentsfromYourTeamMembersHere:
CoachingYourTeam's“StoryofSelf’:Asyouheareachother'sstories,keepingtrackofthedetailsofeachperson’sstorywillhelpyoutoprovidefeedbackandrememberdetailsaboutpeopleonyourteamlater.Usethegridbelowtotrackyourteam'sstoriesinwordsorimages.
N AM E V A L U E S C H A L L E N G E C H O I C E O U T C OM E
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CREATINGSHAREDCOMMITMENT:BUILDINGPOWERTHROUGHRELATIONSHIPS
TowhomamIcommitted?
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BUILDINGPOWERTHROUGHRELATIONSHIPS
WhyBuildRelationships?Organizingvs.Mobilizing
Leadershipbeginswithunderstandingyourself:yourvalues,yourmotivation,yourstory.Butleadershipisaboutenablingotherstoachievepurpose.Thefoundationofthiskindofleadershipistherelationshipsbuiltwithothers,mostespecially,otherswithwhomwecanshareleadership.Leadershipinorganizingisbasedonrelationships.Thisisakeydifferencebetweenmobilizingandorganizing.Whenwemobilizeweaccessanddeployaperson’sresources,forexample,theirtimetoshowupatarally,theirabilityto“click”tosignapetition(ortheirsignature),oftheirmoney.Butwhenweorganizeweareactuallybuildingnewrelationshipswhich,inturn,canbecomeasourcenotonlyofaparticularresource,butofleadership,commitment,imagination,and,ofcourse,morerelationships.Inmobilizing,the“momentoftruth”iswhenweask,canIcountonyoutobethere,giveme$5.00,andsignthepetition.Inorganizingthe“momentoftruth”iswhentwopeoplehavelearnedenoughabouteachother’sinterests,resources,andvaluesnotonlytomakean“exchange”butalsotocommittoworkingtogetheronbehalfofacommonpurpose.Thosecommitments,inturn,cangeneratenewteams,newnetworks,andneworganizationsthat,inturn,canmobilizeresourcesoverandoverandoveragain.
1) Identifying,Recruiting,andDevelopingLeadership:Webuildrelationshipswithpotentialcollaboratorstoexplorevalues,learnaboutresources,discerncommonpurpose,andfindotherswithwhomleadershipresponsibilitycanbeshared.
2) BuildingCommunity:Leaders,inturn,continuallyreachouttoothers,formrelationshipswiththem,expandthecircleofsupport,growmoreresourcesthattheycanaccess,andrecruitpeoplewho,inturn,canbecomeleadersthemselves.
3) TurningResourcesintoPower:Relationshipbuildingdoesn’tendwhenactionstarts.Commitmentishowtoaccessresourcesfororganizing–especiallywhenyoucomeupagainstcompetition,internalconflict,orexternalobstacles.Commitmentisbasedonrelationships,
Goalsforthissession:
Tolearnhowtobuildrelationshipstodevelopleadership,communityandpower
Topracticebuildingintentionalrelationshipsthroughtheskillofone-to-oneorganizingconversations
Toidentifycommonvalues,interests,andresourcesamongsttheteam
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whichmustbeconstantly,intentionallynurtured.Themoreothersfindpurposeinjoiningwithyouthemoretheywillcommitresourcesthatyoumayneverhaveknowntheyhad.
CoercionorCommitment?Leadersmustdecidehowtoleadtheirorganizationorcampaign.Willthegluethatholdsthingstogetherbeacommandandcontrolmodelbasedoncoercion?Orwillthegluebevolunteeredcommitment?Ifourlong-termpowerandpotentialforgrowthcomesmorefromvoluntarycommitment,thenweneedtoinvestsignificanttimeandintentionalityinbuildingtherelationshipsthatgeneratethatcommitment—toeachotherandtothegoalsthatbringustogether.Thatrequirestransparent,openandmindfulinteraction,notclosed,reactiveormanipulatingmaneuvers. WhatAreRelationships? þ Relationshipsarerootedinsharedvalues.Wecanidentifyvaluesthatwesharebylearningeach
other’sstories,especially‘choicepoints’inourlifejourneys.Thekeyisasking“why.”
þ Relationshipsgrowoutofexchangesofinterestsandresources.Yourresourcescanaddressmyinterests;myresourcescanaddressyourinterests.Thekeyisidentifyinginterestsandresources.Thismeansthatrelationshipsaredrivenasmuchbydifferenceasbycommonality.Ourcommoninterestmaybeasnarrowassupportingeachotherinpursuitofourindividualinterest,providedtheyarenotinconflict.Organizingrelationshipsarenotsimplytransactional.We’renotsimplylookingforsomeonetomeetour“ask”attheendofaone-to-onemeetingorhousemeeting.We’relookingforpeopletojoinwithusinlong-termlearning,growthandaction.
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þ Relationshipsarecreatedbycommitment.Anexchangebecomesarelationshiponlywheneachpartycommitsaportionoftheirmostvaluableresourcetoit:time.Acommitmentoftimetotherelationshipgivesitafutureand,therefore,apast.Andbecausewecanalllearn,grow,andchange,thepurposesthatledustoformtherelationshipmaychangeaswell,offeringpossibilitiesforenrichedexchange.Infacttherelationshipitselfmaybecomeavaluedresource–whatRobertPutnamcalls“socialcapital.”
þ Relationshipsinvolveconstantattentionandwork.Whennurturedovertime,relationshipsbecomeanimportantsourceofcontinuallearninganddevelopmentfortheindividualsandcommunitiesthatmakeupyourcampaign.Theyarealsoagreatsourceforsustainingmotivationandinspiration.
BuildingIntentionalRelationships:TheOne-on-OneMeeting.
Onewaytoinitiateintentionalrelationshipsistheone-on-onemeeting,atechniquedevelopedbyorganizersovermanyyears.Aone-on-onemeetingconsistsoffive“acts”:
Attention–Wehavetogetanotherperson’sattentiontoconductaone-on-onemeeting.Don’tbe“coy”.Beasupfrontasyoucanbeaboutwhatyourinterestisinthemeeting,butthatfirst,you’dlikeittakeafewmomentstogetacquainted.
Interest–Theremustbeapurposeoragoalinsettingupaone-on-onemeeting.Itcouldrangefrom,“I’mstartinganewnetworkandthoughtyoumightbeinterested”to“I’mstrugglingwithaproblemandIthinkyoucouldhelp”or“IknowyouhaveaninterestinXsoI’dliketodiscussthatwithyou.”
Exploration–Mostoftheone-on-oneisdevotedtoexplorationbyaskingprobingquestionstolearntheotherperson’svalues,interests,andresourcesandbysharingenoughofyourownvalues,interests,andresourcesthatitcanbeatwo-waystreet.
Exchange–Weexchangeresourcesinthemeetingsuchasinformation,support,andinsight.Thiscreatesthefoundationforfutureexchanges.
Commitment–Asuccessfuloneononemeetingendswithacommitment,mostlikelytomeetagain.Byschedulingaspecifictimeforthismeeting,youmakeitarealcommitment.Thegoaloftheone-on-oneisnottogetsomeonetomakeapledge,togivemoney,tocommithisorhervoteasitistocommittocontinuingtherelationship.
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D O D O N ’ T Scheduleatimetohavethisconversation(usually30to60minutes)
Beunclearaboutpurposeandlengthofconversation
Plantolistenandaskquestions Trytopersuaderatherthanlistenandaskquestions
Followthestepsoftheconversationabove Chitchataboutprivateinterests
Shareexperiencesanddeepmotivations Skipstoriesto“gettothepoint”
Shareavisionthatarticulatesasharedsetofinterestsforchange
Misstheopportunitytoshareideasabouthowthingscanchange
Beclearaboutthe‘whenandwhat’ofyournextsteptogether.
Endtheconversationwithoutaclearplanforthenextsteps.
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TEAMBREAKOUTSESSION:ONE-ON-ONESPRACTICE BUILDING RELATIONSHIPS
Goals• Practicetheartofthe1-on-1conversationbyusingprobingquestionstodiscernsharedvaluesbased
onlearningeachother’sstories,toidentifyeachother’sinterests,andtodiscoverresourcesthatcouldaddressthoseinterests.
• Discernvaluesyourteamshares,interestsithasincommon,andresourcesatitsdisposal.AGENDATOTALTIME:45min.
1. Gatherinyourteam.Chooseatimekeeperandnote-taker.Reviewtheagendabelow. 3min.
2. Breakintopairs.Practiceaone-on-one:8min.Theorganizerbuildsarelationshipwiththeorganizee.Askquestionsbutdon’tmakeitaninterview!Shareyourlifetoo.Don’textractinformation;buildarelationshipswhilefocusingondrawingoutcommonvalues,sharedinterestsandpotentialresourcesthatcansupportyourteam’scampaign.Makeaclearaskthatisrelatedtoyourteam’scampaign.
2min.Theorganizeeprovidesfeedbackfortheorganizer.Howdidyoufeel?Didyoufeel“networked”ormanipulated?Ordidyoufeelthattheorganizerwasactuallybuildingarelationshipwithyou?Whatdidtheorganizerdowell?Howcantheorganizerimprove?After10minutesswitchrolesListencarefullyandwritethesedownforlater:
• Yourcommonvalues• Yoursharedinterests• Yourskillsandresources
Makeaspecificcommitmenttoeachother.
20min.
3. Gettoknowyourteam. 20min.
Eachpairreportsbackonthefollowingthreequestions:
• Whatdidyoulearnaboutvaluesthatyoushare?• Whatdidyoulearnaboutcommonmotivatinginterestsyoumayhave?• Whatdidyoulearnabouttheresourcesofyourpartnerthatcansupportyourproject?
Askyournote-takertorecordtheseonflipchartpaperforyourwholeteamlikethis:OurCommonValues
OurSharedInterests OurUniqueResources
4. Summarizeyourkeylearning’sfromthisexercise.Whatareyoutakingaway?Selectsomeonetoreporttothelargergroup.Rejointhelargergroup.
2min.
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WORKSHEET:PRACTICE RELATIONSHIP BUILDING
ONE-ON-ONEPRACTICE(20min)Chooseapartneryoudon’tknowwell.Learnaboutwhyshe/hehasbeencalledtodothiswork.Probewith“why?”questionstogettochoicepointsandspecificexperiencesthatshapedher/hislife.Shareyourstory.Listentoyourpartner’sstoryforthemotivationsandtheresourcesshebringstothecampaign(leadershipskills,afollowing,actionskills,etc.).Bespecific.
Avoidtalkingaboutissueslikejusticeinanabstractanddetachedway—gettothelivedexperienceofwhyyoucareaboutthespecificsthatyouwanttodosomethingabout.Whatvalueswereyoutaughtthatmakeyoucareaboutthis?Howdidyoulearnthesevalues?Fromwhom?
Whatvaluesdoweshare?Whatinterestscanweactontogether?
Whatskillsandresourcesdoweeachbringtothiswork?Whenwillwemeetagaintotakeactionandtokeepbuildingthisrelationship?
LeadershipResources:Whatskillsdoyouhave?Howdoyouleadothersalreadyinyourlife?Whatwouldyoubewillingtobringtothismovement? _________________ _________________
Hope:Whatmotivatesyoutoacttoorganizeothers?What’syourvisionofhowthingscouldbedifferentifweworktogether? _________________ _________________
Story:What’syourfamilystory?Whatinyourlifebroughtyouheretoday? _________________ _________________
Challenges:Whatkeepsyoufromaction?Whatdoyoufear?Whatwouldyouwanttolearn? _________________ _________________
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940
OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
REFLECTION:Howdoesthiswayofdoingone-to-onescomparewithothertypesofconversationsyouhave?Howisitdifferentfromaninterview?Howisitdifferentfromasalespitch?Whatwasmostchallengingaboutthatexercise?Howcouldthistypeofrelationship-building(eitherthroughone-on-onesorathousemeetingsormeetings)beusedinorganizinginyourcommunityandcause?
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4 1 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
CREATINGSHAREDSTRUCTURE:BUILDINGLEADERSHIPTEAMS
Whatisourpurposeandwhatareournormsandroles?
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4 2 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
BUILDINGLEADERSHIPTEAMS
Whydoleadershipteamsmatter?Mosteffectiveleaderscreateteamstoworkwiththemandtoleadwiththem.TakeforexampleMoses,AaronandMiriaminthestoryofExodus,orJesusandthetwelvedisciplesintheNewTestament,orMartinLutherKing,RalphAbernathy,RosaParks,JoAnnRobinsonandEDNixonduringtheMontgomeryBusBoycott.Aleadershipteamoffersastructuredwaytoworktogetherinterdependently,eachpersontakingleadershiponduringpartoftheteam’sactivity.Attheirbestleadershipteamsrecognizeandputtoproductiveusetheuniquetalentsoftheindividualswhomakeuptheteam.Teamstructuresalsohelpcreatestrategiccapacity—theabilitytostrategizecreativelytogetherinwaysthatproducemorevibrant,engagingstrategythananyindividualcouldcreatealone.IntheObamacampaign,thefieldstructurecreatedmultiplelayersofleadershipteamstoengagepeoplecreativelyandstrategicallyatalllevelsofthecampaign.Eachstatehadastateleadershipteamthatcoordinatedregionalleadershipteams(ofRegionalDirectorsandOrganizers),whichcoordinatedlocalneighborhoodleadershipteamsofvolunteerleaders.Ateverylevelthepeopleonleadershipteamshadaclearmissionwithcleargoalsandtheabilitytostrategizecreativelytogetherabouthowtocarryouttheirmissionandmeettheirgoals.Thisstructurecreatedmultiplepointsofentryforvolunteers,andmultipleopportunitiestolearnandtoexerciseleadership.Leadershipteamsprovideafoundationfromwhichanorganizationcanexpanditsreach.Onceateamisformed,systemscanbecreatedtoestablisharhythmofregularmeetings,cleardecisionsandvisibleaccountability,increasingtheorganization’seffectiveness.Onepersonalonecannotorganize500people.Itisbuiltbyfindingpeoplewillingandabletocommittohelpingbuildit,andcreatingrelationshipsandasolidstructurefromwhichitcanbebuilt.
Goalsforthissession:
Todevelopanunderstandingofthecorepracticesofsuccessfulleadershipteams
Topracticethoseskillsbydevelopingasharedpurpose,clarifyingteamrolesandresponsibilities,andcreatingnormsandpracticesofcoordination
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4 3 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
Sowhydon’tpeoplealwaysworkinteams?Wehaveallbeenpartofvolunteerteamsthathavenotworkedwell.Theyfallintofactions,theyalienateeachother,oralltheworkfallsononeperson.Someaimtokeepthepondsmallsotheycanfeellikebigfish.Somanyofuscometotheconclusion:I’lljustdoitonmyown;Ihatemeetings,justtellmewhattodo;Idon’twantanyresponsibility;justgivemestampstolick.There’sjustoneproblem:wecan’tbecomepowerfulenoughtodowhatweneedtodoifwecan’tevenworktogethertobuildcampaignswecantakeactionon.Thechallengeistocreateconditionsforourleadershipteamsthataremorelikelytogeneratesuccessfulcollaborationandstrategicaction.Whengroupsofpeoplecometogether,conflictisalwayspresent.Effectiveteamsarestructuredinawaytochannelthatconflictinproductiveways,allowingtheteamtoachievethegoalsitneedstowin.Threemeasuresofaneffectiveteam:
1. OUTPUT(WORLD):Thesuccessofyourteamintakingtheactionrequiredtoachieveitsvaluedgoals–winningthegame,winningthecampaign,puttingontheplay,etc.
2. CAPACITY(TEAM):Overtimeyourteamislearninghowtoworkmoreeffectivelyasateam,anddevelopingmoreleadership.
3. LEADERSHIPDEVELOPMENT(INDIVIDUAL):Individualswhoparticipateonyourteamlearnandgrowasaresultoftheirparticipation.
Threeconditionsthatmakefora“real”team.Yourteamisbounded.Youcannamethepeopleonit;theydon’tcomeandgo,whoevershowsupdoesn’thavetheautomaticrighttoparticipateintheteam.Mosthighlyeffectiveteamshavenomorethan4-8members.Yourteamisstable.Itmeetsregularly.It’snotadifferent,randomgroupofpeopleeverytime.Membershipoftheteamremainsconstantlongenoughthattheteamlearnstoworktogetherbetterandbetter;eachmemberisfullycommittedtobeontheteamandcommitsconsistenttimeandefforttoit.Yourteamisinterdependent.Asonanathleticteam,astringquartet,oranairplanecabincrew,thecontributionthateachpersonmakesiscriticaltothesuccessofthewhole.Teammembershaveavitalinterestineachother’ssuccess,lookingforwaystooffersupport.
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4 4 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
Threestepstolaunchinganeffectiveteam:purpose,groundrules,androles.Youhaveashared–andengaging–purpose.Youareclearonwhatyouhavecreatedyourteamtodo(purpose),whoyouwillbedoingitwith(constituency),andwhatkindsofactivitiesyourteamwillparticipatein.Theworkyouhavetodoisreadilyunderstood,it’schallenging,itmattersandyouknowwhyitmatters.Teammembersneedtobeabletoarticulateforthemselvesandothersthis"purpose".Youhavecreatedclearinterdependentroles.Eachteammembermusthavetheirownresponsibility,theirown“chunk”ofthework,onwhichthesuccessofthewholedepends.Nooneiscarryingoutactivityinasilothat’ssecretivetoothers.Agoodteamwillhaveadiversityofidentities,experiencesandopinions,ensuringthateveryoneisbringingthemostpossibletothetable.Yourteamhasexplicitgroundrules.Yourteamsetsclearexpectationsforhowtogovernitselfinyourworktogether.Howwillyoumanagemeetings,regularcommunication,decisions,andcommitments?And,mostimportantly,howwillyoucorrectground-ruleviolationssotheyremainrealgroundrules?Teamswithexplicitoperatingrulesaremorelikelytoachievetheirgoals.Someteamnormsareoperational,suchashowoftenwillwemeet?Howwillweshareandstoredocuments?Communicatewithothersoutsidetheteam?etc.Othersaddressexpectationsformemberinteractionwitheachother.Initialnormsguideyourteaminitsearlystagesasmemberslearnhowtoworktogether.Normscanberefinedthroughregulargroupreviewofhowwelltheteamisdoing.
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4 5 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
TEAMBREAKOUTSESSION:BUILDINGYOURTEAM
Goals
• Decideonacontextfortheworkshop,basedonyourpre-writtenproposals.• Developyourteampurpose.• Identifythenormsyouwillpracticeasateam,includingadecision-makingnorm.• Defineyourleadershiproles.Thendiscusstherolesrelativetothetalentsofthoseinyourteam.
AGENDATOTALTIME:70min.
1. Gatherandreviewagenda.Chooseatimekeeperforthissession. 2min.
2. Decidingonacontext(15mintotal):a.Reviewyoursharedvalues,interestsandresourceschartfromtheprevioussession.b.Identifythecriteriayouwillusetodecideonacontextforthisworkshop.c.Revieweachother’sproposalsandchooseacontextforyourteam.
2min.3min.10min.
3. Developyoursharedpurposeusingtheworksheetthatfollows.Reviewyoursharedinterestsfromthelastsession,andfocusonhowyouasateamwillworktogetheronyourcampaign.
25min.
4.
Decideoncollaborativenormsthatwillenableyoutofunctionwithsharedcommitment.Usetheworksheetthatfollows.
10min.
5.
Determineteamroles.Brainstormpossibleresponsibilitiesasyouworktogetherbeyondthisworkshop.Forexample,whowillcoordinatethemeetings?Talkabouthowtheserolesmightmatchupwiththetalentsofthoseonyourteam.Seeanexampleofteamrolesbelow.
10min.
6.
7.
Createateamnameandchant.Rejointhelargergroup.
5min.3min.
**Bepreparedtopresentyourteampurpose,nameandchantin2min.tothelargergroup.
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4 6 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
WORKSHEET: DEVELOPING SHARED PURPOSE
SHAREDPURPOSE(25minutes)Therearefourpartstothisexercise.Inthefirstpart,asindividuals,youwilltake5minutestoclarifyyourownthinkingaboutwhatthepurposeofyourteamcouldbeasyouworkonacampaigntogether.Inthesecondpart,asateam,youwilltake10minutestoshareyourideas,lookforthecommonfocus,anddiscernapurposeyoucanallsupport.Youthenhave5moreminutestowriteanewsentencethatyouthinkcapturesthesenseofyourteam.Andfinally,asateam,youwillhave5moreminutestoconsiderthesecondroundofsentencesanddecideononethatbestarticulatesyourteam’sperspective.PartI:IndividualWork(5minutes)
þ Inthefirstcolumn,basedontheworkyoudidoncommoninterestsandvaluesintherelationshipsession,writedowntheuniquegoalorgoalsofyourteam.
þ Inthesecondcolumn,writedownwhomyourteamserves:Whatarethepeoplelikeand
whataretheirinterests?þ Inthethirdcolumn,writedownthekindsofactivitiesthatyourteamcouldengageintofulfill
itspurposebyservingthiscommunity?Whatistheuniqueworkthatyourteamcoulddo?
Ourteam’ssharedpurposeisto(brieflydescribeyourteam’suniquereasonforcomingtogether)
Theconstituencyweorganizeis(brieflydescribeyourconstituency’scharacteristics)
Wewillachieveoursharedpurposeby(listthespecificactivitiesthatyourteamwouldundertake.)
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4 7 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
Afterbrainstorminganswerstoallthreequestions,takeafewmomentstowriteasentencethatyouthinkbestdescribesyourteam’spurpose,it’sconstituency,anditsactivities.Drawonallthreecolumnsabove.Examplesofasharedpurposesentence:
WesharethepurposeofeducationalequitybyorganizingBostonstudentstocreatetheirownadvocacyorganizationbyprovidingthemwithcoaching,training,andmentoring
Ourteam’ssharedpurposeisto
Part2:TeamWork(10minutes)
Aseachpersonreadshisorhersentencethefacilitatornotesthekeywordsonthewallposterunderpurpose,constituency,orwork.Notespecificwordstowhichyourespond,thatsparkyourcuriosity,orthatgiveyouenergy.Whenyouaredone,yourfacilitatorcirclesthewordsthatseemtoresonatemoststronglywithyourteam.
Part3:IndividualWork(5minutes)
Inlightofwhatyoulearnedfromthelastsession,writeanewsentencethatyouthinkcanarticulateasharedpurpose,usingsomeofthekeywordsandthemes.
Ourteam’ssharedpurposeisto
Part4:TeamWork(5minutes)Wewillreadoursentencesagainandchoose–orcombine–onethatcanbestarticulatethesharedsenseofyourteam.
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4 8 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
WORKSHEET:DEVELOPING TEAM NORMS
TEAMNORMS/EXPECTATIONS(10minutes)Reviewthesampleteamnormsbelow.Add,subtractormodifytocreatenormsforyourteam.Besuretoincludegroupnormsoneachthemebelowandhowyouwillselfcorrectifthenormisbroken.(Ifyoudon’tselfcorrect,thenewnormwillbebreakingthenorms.)Decision-making:Whatistheprocessbywhichwewillmakedecisions?
-Majorityrules:Whatevergetsthemostvoteswins.-Consensus:Everyonemustagree.-Delegation:Nominateoneortwopeopleonyourteamtobetheultimatedecision-makers.-Coinflip:Leavethedecisiontofate!-Other:DiscussionandDecision-making:Howwewilldiscussoptionsandreachdecisionsasateamtoensurevigorousinputanddebate?AlwaysDoEngageinopen,honestdebateAskopen-endedquestionsBalanceadvocacywithinquiry
NeverDoEngageinpersonalattacksFailtolistentowhatotherssayJumptoconclusions
MeetingManagement:Howwillwemanagemeetingstorespecteachother’stime?AlwaysDoStartontime;stayontimeBefullypresentthroughoutthemeeting
NeverDoCometomeetingsunpreparedAnswercellphonesordoemail
Accountability:Howwewilldelegateresponsibilitiesforactionsandactivities?Howwillwefollowthroughoncommitments?
AlwaysDoClarifyunderstandingProvidefollow-uponactionitemsAskfor/offersupportwhenthereisaneedWeeklycheck-in
NeverDoAssumeyouhaveagreementAssumetasksaregettingdoneCommittoataskthatyouknowyouwon’tdo
Howwillyou"selfcorrect"ifnormsarenotfollowed?**Teamsworkbestwhenyouhavearegular,reliabletimetocoordinatetogether.Whatwillyourteam’sregularmeetingtimeandplacebe?
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4 9 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
WORKSHEET: DEVELOPING TEAM ROLES
UnderstandingTeamRoles(10min.):ReviewtheTeamCoordinatorrolebelowasanexampleofwhatrolesmightlooklikeinyourindividualcampaigns.Thinkingabouthowyoushouldorganizethenextevent/meeting,discusshowyourroleswouldfittogethertocreateaninterdependentleadershipteamthatsupportsoneanotherinyourindividualprojects.Whatwouldeachrolehavetobegoodat?Basedonthediscussionabouttheroles,goaroundthecircleandaskeachpersontotellothers:1)whatexperienceandtalentstheyhavethatmightcontributetotheleadershipteamand2)whatspecificallytheywanttolearninmoredetail(30secondseach).Howmightthesetalentsmatchuptoparticularroles?Arethereanyclear“fits”?
Note:Theseteamrolesshouldnotbeseenaspermanent.Fortheteamtobestrong,allleadersshouldhavetoearnleadershipbycarryingoutresponsibilitiesrelevanttotheroletheyseek.
Role Responsibilities Youwouldbegoodforthisroleifyou...
InterestedTeammembers&RelatedSkills/Talents
TeamCoordinator
Coordinatetheworkoftheleadershipteam.Prepareformeetings,givesupportandcoachingtotheteam.
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5 0 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
TEAMNAMEandCHANT(5minutes)TEAMROSTER
NAMEPHONE EMAILADDRESS
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5 1 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
CREATINGSHAREDSTORY:STORYOFUS
Whoisthiscommunityandwhatarewecalledtodo?
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5 2 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
INTRODUCTIONTOSTORYOFUS
WhatisaStoryofUs?Youtellastoryofselftoenableothersto“getyou”–toexperiencethevaluesthatcallyoutopubliclife.Youtella“storyofus”toenablethemto“geteachother”-toexperiencethevaluestheysharethatcaninspirethemtoacttogether,findcourageineachother,andfindhopeintheirsolidarity.Inotherwords,the“us”thatthestorytellerbringsaliveisbasedlessonwhat“category”describesthem(race,gender,language,etc.),a“categoricalus”,thanvaluesthesharerootedincommonexperience,an“experientialus.”Bylearningtotellastoryofusyoucanbringthosevaluesaliveasasourceofsolidarity,hope,andthemotivationtoact.CraftingaStoryofUs.Onewaypeopledeveloptheirsenseof“usness”isbysharingstoriesthatcelebratevaluestheyshare.Theymaysharestoriesoffamily,community,faithtradition,schoollife,profession,movements,organizationalhappenings,nationalexperience,generationalmoments,culturalevents,orevenglobaloccurrences.But,asstories,they’reaboutourexperienceofthesemoments,challengeswefaced,obstaclesweovercame,ordidn’t,valueswetested,orthattestedus,andlessonswelearnedthatmadeuswhoweare.Thecharacterinthestoryofusisthepeopleyouaremotivatingtoact.Ourstoryofselfisinterwovenwithstorieswesharewithothersthroughcommunitiesweareapartof,whichhavestoriesoftheirown.Theseincludestoriesofourfamily,community,faithtradition,school,profession,movements,organizations,nationsand,perhapsworld.Itisthroughsharedstoriesthatweestablishtheidentitiesandexpressthevaluesofthecommunitiesinwhichweparticipate(family,faith,nation)andofnewcommunitiesweareforming(newsocialmovements,neworganizations,newneighborhoods).
Goalsforthissession:
Tolearnhowtotellthestoryofourcommunityinawaythatreflectsoursharedvalues,hopes,andexperiences
EachparticipantpracticestellingaStoryofUsandgetsfeedbackontheirstory
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5 3 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
Tellinga"storyofus"requireslearninghowtoputintonarrativeformexperiencesthe“us”intheroomshare,that“liftup”thevaluesonwhichyouwillbechallengingthemtoact.Thisstoryofusmaywellreachbeyondthepeopleintheroom,drawinginawiderrangeofexperience,andlargerstoriesofus,buttobeeffectiveitmustberootedintheexperienceofthepeopleintheroom.TheStoryofUsintheRoomAlthoughthereachofastoryofusmayextendfarbeyond“peopleintheroom”itbecomesrealonlyintheexperienceofthe“peopleintheroom”–ornot.Thetestissimple.Asweheardthisstorydidwebegintofeellikeanus?Theexperienceofsharedvaluesmaygrowoutofstoriesofhistoricmomentsweremember,orhaveheardof;theymightbestoriesoflifeeventslikehavingchildren,storiesoffindingoutyouwereacceptedtothisprogram;storiesofwhathappenedthefirsttimeyoumet,orlastnight,orthismorning.And,likeallstories,themoredetailed,themorespecific,andhemorevisualtheyare,themoreeffectivetheywillbe.Whatwerethenamesofthepeopleinvolved?Whatdidtheylooklike?Howweretheydifferent?Sometimesstoriesofusemphasizeobviousdifferencesinrace,religion,gender,age,forexample,mayactuallyhighlightcommonalityofvaluesorcommonpurpose.LinkingStoryofSelfandStoryofUsAstoryofselftellspeoplewhoyouareandwhyyouarecalledtodotheworkthatyouaredoing.Thegoalisforthemto“getyou”,toconnectwithyou.Sinceorganizingisaboutbuildingpowerwithothersforsharedaction,yourpublicnarrativealsoneedstotellastoryofthevaluessharedbythosewhomyouhopetomovetocollectiveaction.Thetestofastoryofusiswhetherornotthey“get”theirconnectionwitheachother.
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5 4 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
NarrativeStructure:Challenge,Choice,OutcomeRememberthestorystructureweintroducedintellingyourStoryofSelf?JustlikeinyourStoryofSelf,yourStoryofUshasaclearchallenge,choiceandoutcome:TheChallenge:Thechallengesyourcommunityhasfacedinthepast,orfacesnow(maderealwithstories,images,anddetails,notstatistics).TheOutcome(hope):Storieswithvividimagesthatremindyourcommunityofwhatyou’veachieved.Yourownexperiencesofhope,experiencesthatpointtoyourfuture.TheChoice:Forastorytobeastory,itcentersona“choice”.Inastoryofus,thatchoiceisonethatmetchallengewithaction,andthuscanbeasourceofhope.Foundingstoriesrecountchoicesmadebythosewhoinitiatedthecommunity,enablingustoexperiencethevaluesthatmotivatedthem.Choicesmadebypeopleinthecourseoftheworkshop–totakerisks,tobeopentolearning,etc.–canbecomepartofthe‘storyofus”oftheworkshop.StoriesofuscanbegintoshiftpowerrelationshipsbybuildingnewcommunityandnewcapacityOftenafterwe’veheardothers’storiesofselfandwe’vestartedbuildingrelationshipstogetherwediscoverthatwefacesimilarchallengesthatarerootedinverydeepsystemsofpowerinequality.LearningtotellstoriesofUsisawaytobegintojoinourstoriestogetherandacknowledgethosesharedchallengesandtherootsoftheproblemasacommunity.Howeveragoodstoryofusdoesn’tjustconveytherootofourchallenges,butalsoliftsupourheroes,andstoriesofevensmallsuccesses.Thosestoriesgiveushopethatifwecometogetherandtakeactionasacommunitywecanuprootsomeoftheunderlyingcausesofoursuffering.
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5 5 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
VIDEOREVIEW:SUSANCHRISTOPHER
We'llbewatching3minutesofSusanChristopher’sStoryofUs.Asyouwatchit,focusontheelementsoftheStoryofUsthatyouhearinherstory.
CHALLENGE
CHOICE OUTCOME
Whoisthe“us”towhomsheappeals?Howdoesshearticulatethegroup’schallenge?Whatimagesdoesshecreate?
Whatmomentsofchoicedoessherecall?Whatarethevalues?
Wheredoesshelocatethesourceofhope?Whatistheoutcomeofthecommunity’schoices?
1. WhydoesSusanChristopherbeginasshedoes?
2. Whatchallenge,choice,andoutcomeareatthecoreofthestoryshetells?
3. Whatdetails,images,momentsdoesherstorybringalive?
4. Whatvaluesdoesherstorycommunicate?
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5 6 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
TEAMBREAKOUTSESSION:STORYOFUSPRACTICE
Goals• DevelopaStoryofUs.Learnhowtocommunicatethecorevaluesofthecommunityyou’re
buildingthatcaninspireotherstoidentifywitheachotherincommonaction.• Coachothers’storiesbylisteningcarefully,offeringfeedback,andaskingquestions.
AGENDATOTALTIME:40min.
1. Gatherinyourteam.Nominateonepersontobeatimekeeper.
2min.
2. Takesometimeasagrouptobrainstormthe“Us.”Usetheworksheetthatfollows.
3. TakesometimeasindividualstosilentlydevelopyourStoryofUs.Howdoesyourstoryrelatetothestoryofyourpeersinthisprogram?Whatsharedvaluesdotheyevoke?Usetheworksheetthatfollows.
5min.5min.
4. Asateam,goaroundthegroupandtellyourstoryone-by-one.Usetheworksheetthatfollowsasscratchpaperforyourfeedback.• 2minutestotellyourStoryofUs• 3minutestoreceivefeedbackfromthegroup
25min.
5. Facilitatorinvitessomeonetotelltheirstoryofustothelarger
group.Rejointhelargergroup.**NOTE:Youhave2minutestotellyourstory.Sticktothislimit.Makesurethetimekeepercutsyouoff.Itencouragesfocusandensureseveryonehasachance.
3min.
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5 7 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
WORKSHEET:DEVELOPINGYOURSTORYOFUS
Thepurposeofthestoryofusistocreateasenseofcommunityamongindividualswhomayormaynotyetseethemselvesasacommunityandtogivethemhopethattheycanmakeadifference.Itbuildsonsharedexperiencesandoutcomesofpreviousactionstoestablishthecontextinwhichtotakefutureaction.Yourgoalhereistotellastorythatevokesoursharedvaluesasyouraudience,andshowswhyweinparticulararecalledtotakeresponsibilityforactionnow.Yourstoryofusmaybeastoryofwhatwe’vealreadydonetogether(commonexperiences),challengeswe’vealreadyfacedandoutcomeswe’veachieved.Oritmaybeastoryofsomeofoursharedheroes,challengestheyfacedandoutcomesthey’veachieved.Hearinghowwe’vemetchallengesinthepastgivesushopethatwecanfacenewchallengestogether.Brainstormallthestoriesyouknowofaboutyouraudienceandyourcollectivestoryandexperience.Yourstoryofusmaychangeeachtimeyouaretalkingtoadifferentgroupofpeopleasyoucreatenewcommunitywiththem.AsaGROUP,brainstormthroughthefollowingquestions(5min):Whatmeaningfulexperienceshaveindividualsintheroomshared?Theseshouldbeevents(notcharacteristics)thatyourgroupcouldfeelconnectedwith,whethertheyoccurredbeforeorduringthisworkshop.
Whichspecificsharedexperiencesofthiscommunityexpressthosevalues?Theseshouldbeevents(notcharacteristics)frombeforeorduringthetimethatthisgrouphasbeentogether.
Whatarethechallengesinthesestories?Whatarethesourcesofhopeinthesestories?
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5 8 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
INDIVIDUALWORKNow,onyourown,chooseafewofthestoriesyoubrainstormedabovetofleshoutinvividdetail.Remember,youcanusethisspacetodrawpicturesinsteadofwritingwords,tohelpyouthinkaboutwheretoadddetailandnuanceinyourstory.(5min.)CHALLENGEWhatwasthechallengewefaced?What’stherootofthatchallenge?
CHOICEWhatspecificchoicedidwemake?Whatactiondidwetake?
OUTCOMEWhathappenedasaresultofourchoice?Whathopecanitgiveus?
EACHSTORYTELLERSHOULD:
Ø SELF–Startyourstoryinacoupleofsentences(ExamplesofsentencesthatcouldcreatethespaceforanUS-Icareabout becauseofmyownlivedexperience,beforeIcamehere,IthoughtIwasalone)
Ø US–TAKETWOMINUTEStotellyourstoryofUSasitrelatestothepeopleyouaretalkingwiththatconnectstoyoursharedvalues.CreatethespaceforanASKbyevokingasharedvalue,experience,urgency
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5 9 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
COACHINGTIPS:STORYOFUS
RemembertostartwithpositivefeedbackFIRSTandthenmoveintowhatcouldbeimproved.Focusonaskingquestionsinsteadofgivingadvice.Thepurposeistocoach,notjudgeorcriticize;listenfullytoofferwaysthatthestorytellingcouldbeimproved.CoachingQuestions
1. INTERWEAVINGSELFANDUS:Didthestoryofselfrelatetothestoryofus?Ifso,whatwasthecommonthread?
2. THEUS:Whoisthe“us”inthestory?Doyoufeelincludedinthe“us”?
“Couldyoufocusmoreontheexperiencesweasasmallgroupsharedtodaythatreflectourvalues?Forinstance, .”
3. THECHALLENGE:Whatwerethespecificchallengesthestorytellerfaced?Howwerethose
challengesmadevivid?“Iunderstoodthechallengetobe________.Isthatwhatyouintended?”
4. THECHOICE:Wasthereaclearchoicethatwasmadeinresponsetoeachchallenge?How
didthechoicemakeyoufeel?(Hopeful?Angry?)“Tome,thechoiceyoumadewas_______,anditmademefeel_______.”
5. THEOUTCOME:Whatwasthespecificoutcomethatresultedfromeachchoice?What
doesthatoutcometeachus?“Iunderstoodtheoutcometobe_______,andittaughtme_______.”
6. THEVALUES:Couldyouidentifywhatthiscommunity’svaluesareandhowthiscommunity
hasactedonthosevaluesinthepast?How?“Yourstorymademeseethatwevalue________because_________.”
7. DETAILS:Weretheresectionsofthestorythathadespeciallygooddetailsorimages(e.g.
sights,sounds,smells,oremotionsofthemoment)?“Theimageof________reallyhelpedmefeelwhatyouwerefeeling.”
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6 0 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
WORKSHEET: COACHING YOUR TEAMMATES’ STORIES OF US
RecordFeedback/CommentsfromYourTeamMembersOnYourStoryHere:
CoachingYourTeam's“StoryofUs”:Asyouheareachother'sstories,keepingtrackofthedetailsofeachperson’sstorywillhelpyoutoprovidefeedbackandrememberdetailsaboutpeopleonyourteamlater.Usethegridbelowtotrackyourteam'sstories.N AM E V A L U E S C H A L L E N G E C H O I C E O U T C OM E
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6 1 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
CREATINGSHAREDSTRATEGY
Howdowecreativelystrategize?
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6 2 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
S T R A T E G Y
Whenyoustructuredyourleadershipteamyoudecidedonasharedpurpose:youroverallmission,yourconstituency,andthekindofactivitiesyou’llundertake.ThechallengenowistostrategizejustHOWyouwillcarryoutthatpurpose.
Thefirststepistoidentifythepeoplewhomyouareorganizing,yourconstituency,andmapouttheotherrelevantactors.Thesecondstepistocomeupwiththegoalofyourorganizingeffort:whatexactlyistheproblemisyouhopetosolve,howwouldtheworldlookdifferentifitweresolved,whyhasn’tthatproblembeensolved,whatwouldittaketosolveit,andtowardwhatclear,observable,andmotivationalgoalcouldmembersofyourconstituencyfocustheirworktogetstarted,buildtheircapacity,anddeveloptheirleadership?Thethirdstepistofigureouthowyourconstituencycouldturnresourcesithasintothepoweritneedstoachievethatgoal:whattacticscouldituse,howcouldtheytargettheirefforts,andhowwouldtheytimetheircampaign.Strategyis“turningresourcesyouhaveintothepoweryouneedtogetwhatyouwant-yourgoal.• StrategicGoal(whatyouwant):Thegoalisaclear,measurablepointthatallowsyoutoknowif
you’vewonorlost,andthatmeetsthechallengeyourconstituencyfaces.
• Power(whatyouneed):tacticsthroughwhichyoucanturnyourresourcesintothecapacityyouneedtoachieveyourgoal.
• Resources(whatyourconstituencyhas):time,money,skills,relationships,etc.HowStrategyWorksStrategyisMotivated:What’stheproblem?Wearenaturalstrategists.Weconceivepurposes,encounterobstaclesinachievingthosepurposes,andwefigureouthowtoovercomesthoseobstacles.Butbecausewearealsocreaturesofhabit,weonlystrategizewhenwehaveto:whenwehaveaproblem,somethinggoeswrong,somethingforcesachangeinourplans.That’swhenwepayattention,takealookaround,anddecidewehavetodosomethingdifferently.Justasouremotionalunderstandinginhabitsthestorieswetell,ourcognitiveunderstandinginhabitsthestrategywedevise.
Goalsforthissession:
• Tolearnanactor-centeredapproachtostrategizing.
• Tobegindevisingstrategyforacommunityorganizingproject.
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6 3 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
StrategyisCreative:Whatcanwedoabouttheproblem?Strategyrequiresdevelopinganunderstandingofwhytheproblemhasn’tbeensolved,aswellasatheoryofhowtosolveit,atheoryofchange.Moreoverbecausethosewhoresistchangeoftenhaveaccesstomoreresources,thosewhoseekchangeoftenhavetobemoreresourceful.Wehavetousethisresourcefulnesstocreatethecapacity–thepower–togettheproblemsolved.It’snotsomuchaboutgetting“more”resourcesasitisaboutusingone’sresourcessmartlyandcreatively.
StrategyisaVerb:Howcanweadaptaswelearntosolvetheproblem? Therealactioninstrategyis,asAlinskyputit,inthereaction–byotheractors,theopposition,andthechallengesandopportunitiesthatemergealongtheway.Whatmakesit“strategy”andnot“reaction”isthemindfulnesswecanbringtobearonourchoicesrelativetowhatwewanttoachieve,likeapotterinteractingwiththeclayonthewheel,asMintzbergdescribesit.Althoughourgoalmayremainconstant,strategizingrequiresongoingadaptationofcurrentactiontonewinformation.Somethingworkedbetterthanweexpected.Somethingdidnotworkthatwehadexpected.Thingschange.Somepeopleopposeussowehavetorespond.Launchingacampaignonlybeginstheworkofstrategizing.Thisisonereasonyourleadershipteamshouldincludeafulldiversityoftheskills,accesstoinformationandinterestsneededtoachieveyourgoal.Wecallthis“strategiccapacity.”Sostrategyisnotasingleevent,butanongoingprocesscontinuingthroughoutthelifeofaproject.Weplan,weact,weevaluatetheresultsofouraction,weplansomemore,weactfurther,evaluatefurther,etc.Westrategize,asweimplement,notpriortoit.
StrategyisSituated:HowcanIconnecttheviewinthevalleywiththeviewfromthemountains?Strategyunfoldswithinaspecificcontext,theparticularitiesofwhichreallymatter.Oneofthemostchallengingaspectsofstrategizingisthatitrequiresbothamasteryofthedetailsofthe“arena”inwhichitisenactedandtheabilitytogouptothetopofthemountainandgetaviewofthewhole.ThepowerofimaginativestrategizingcanonlyberealizedwhenrootedwithinanunderstandingofthetreesANDtheforest.Onewaytocreatethe“arenaofaction”isbymappingthe“actors”arethatpopulatethatarena.
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6 4 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
K E Y S T R A T E G I C Q U E S T I O N S
1. WhoaremyPEOPLE?
2. WhatCHANGEdotheyseek?(Goal)
3. WherecantheygetthePOWER?(TheoryofChange)
4. WhichTACTICScantheyuse?
5. WhatistheirTIMELINE?
S T E P O N E : W H O A R E M Y P E O P L E ?
ConstituencyConstituentsarepeoplewhohaveaneedtoorganize,whocancontributeleadership,cancommitresources,andcanbecomeanewsourceofpower.Itmakesabigdifferencewhetherwethinkofpeoplewithwhomweworkasconstituents,clients,orcustomers.Constituents(fromtheLatinfor“standtogether”)associateonbehalfofcommoninterests,commitresourcestoactingonthoseinterests,andhaveavoiceindecidinghowtoact.Clients(fromtheLatinfor“onewholeansonanother”)haveaninterestinservicesothersprovide,donotcontributeresourcestoacommoneffort,nordotheyhaveavoiceindecisions.Customers(atermderivedfromtrade)haveaninterestingoodsorservicesthatasellercanprovideinexchangeforresourcesinwhichheorshehasaninterest.Theorganizersjobistoturnacommunity–peoplewhosharecommonvaluesorinterests–intoaconstituency–peoplewhocanactonbehalfofthosevaluesorinterests.Leadership Althoughyourconstituencyisthefocusofyourwork,yourgoalasanorganizeristodrawuponleadershipfromwithinthatconstituency–thepeoplewithwhomyouworktoorganizeeveryoneelse.Theirwork,likeyourown,isto“acceptresponsibilityforenablingotherstoachievepurposeinthefaceofuncertainty.”Theyfacilitatetheworkmembersoftheirconstituencymustdotoachievetheirsharedgoals,representtheirconstituencytoothers,andareaccountabletotheirconstituency.Yourworkwiththeseleadersistoenablethemtolearnthefiveorganizingpracticesyouarelearning:relationshipbuilding,storytelling,structuring,strategizing,andaction.Bydevelopingtheirleadershipyou,asanorganizer,notonlycangetto“gettoscale.”Youarealsocreatingnewcapacityforaction–power–withinyourconstituency.Forthepurposeofthisexerciseyourgrouphereisyourleadershipteam.OppositionInpursuingtheirinterests,constituentsmayfindthemselvestobeinconflictwithinterestsofotherindividualsororganizations.Anemployers’interestinmaximizingprofit,forexample,mayconflictwithanemployees'interestinearningacomfortablewage.Atobaccocompany'sinterestsmayconflictnotonlywiththoseofanti-smokinggroups,butofthepublicingeneral.Astreetgang'sinterestsmayconflictwiththoseofachurchyouthgroup.TheinterestsofaRepublicanCongressional
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6 5 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
candidateconflictwiththoseoftheDemocraticcandidateinthesamedistrict.Attimes,however,oppositionmaynotbeimmediatelyobvious,emergingclearlyonlyinthecourseofacampaign.
SupportersPeoplewhoseinterestsarenotdirectlyorobviouslyaffectedmayfindittobeintheirinteresttobackanorganization’sworkfinancially,politically,voluntarily,etc.Althoughtheymaynotbepartoftheconstituency,theymaysitongoverningboards.Forexample,Churchorganizationsandfoundationsprovidedagreatdealofsupportforthecivilrightsmovement.CompetitorsandCollaboratorsTheseareindividualsororganizationswithwhichwemaysharesomeinterests,butnotothers.Theymaytargetthesameconstituency,thesamesourcesofsupport,orfacethesameopposition.Twounionstryingtoorganizethesameworkforcemaycompeteorcollaborate.Twocommunitygroupstryingtoservethesameconstituencymaycompeteorcollaborateintheirfundraising.OtherActorsTheseareindividualsandactorswhomayhaveagreatdealofrelevancetotheproblemathand,butcouldcontributetosolvingit,ormakingithardertosolve,inmanydifferentways.Thisincludesthemedia,thecourts,thegeneralpublic,forexample.Mappingtheactorscanhelpusidentifythosewhomayberesponsiblefortheproblemourconstituencyfaces,wheretheycanfindallies,andwhoelsehasaninterestinthesituation.S T E P T W O : W H A T C H A N G E D O T H E Y S E E K : G O A L S ?
Wethenmustdecideonastrategicgoalforourcampaignbyaskingwhatexactlytheproblemis,howtheworldmightlookifitweresolved,whyithasn’tbeensolved,andwhatitwouldtaketosolveit.What’stheproblem?Whatexactlyistheproblem,inrealterms,intermsofpeople’severydaylife?Brainstormyourteamsunderstandingofwhattheproblemiswithasmuchspecificityaspossible.Digintoitandgobeyondtheacceptedanswers.Howwouldtheworldlookdifferentiftheproblemweresolved?Whathappensifwefailtoact?Whatisthe“nightmare”thatawaits–ormayalreadybehere?Ontheotherhand,whatcouldtheworld look like ifwedoact?What’sourrealistic“dream”,apossibilitythatcouldbecomereality?Whyhasn’ttheproblembeensolved?Iftheworldwouldlooksomuchbetterforourpeopleiftheproblemweresolved,whyhasn’titbeensolved?Hasnoonethoughtofit?Didpeopletry,butfoundtheyweremeetingtoomuchresistance?
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6 6 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
Didpeoplenotknowhow?Didtheylackinformation?Didtheylacktechnology?Wouldsolvingtheproblemthreateninterestspowerfulenoughtoderailtheattempts?Whatwouldittaketosolvetheproblem?Moreinformation?Greaterawareness?Newtools?Betterorganization?Bettercommunication?Morepower?Whatchangesbywhatpeoplewouldberequiredfortheproblemtobesolved?What’sthegoal?Towardwhatgoalcanweworkthatmaynotsolvethewholeproblem,butthatcouldgetuswellontheway:itwouldmakearealchange,couldbuildourcapacity,couldmotivateothers,couldcreateafoundationforwhatcomesnext.Noonecampaigncansolveeverything,butunlesswecanfocusoureffortsonaclearoutcomeweriskwastingpreciousresourcesinwaysthatwon’tmoveustowardsourultimategoal.Herearesomecriteriatoconsiderforamotivational,strategicorganizingcampaigngoal—onethatbuildsleadershipandpower:
1) SpecificFocus:It’sconcrete,measurable,andmeaningful.Ifyourconstituentswin,achievingthisgoalwillresultinvisible,significantchangeintheirdailylives.Thisisthedifferencebetween“ourgoalistowinreproductivejustice”and“ourgoalistoensurethateverystudenthasaccesstofree,roundtheclockcontraceptiononourcampus.”Wemakeprogressonthefirstonebyturningitintosomethingthatcanbeachievedbymovingspecificdecisionmakerstoreallocateresourcesinspecificways.Yourconstituencywillneedthisfocustomoveintoaction.
2) Motivational:Ithasthemakingsofagoodstory.Thegoalisrootedinvaluesimportanttoyourconstituency,requirestakingonarealchallenge,andstretchesyourresources:Itisn’tsomethingyoucanwintomorrow.ThinkDavidandGoliath.
3) Leverage:Itmakesthemostofyourconstituency’sstrengths,experienceandresources,butisoutsidethestrengths,experienceandresourcesofyouropponent.
4) BuildsCapacity:Itrequiresdevelopingleadershipwhocanorganizetheirownconstituencytoenhancethepowerofyourorganization.Itoffersmultiplelocaltargetsorpointsofentryandorganization.
5) Contagious:itcouldbeemulatedbyotherspursuingsimilargoals.Thispyramidchartoffersawaytothinkaboutwherethegoalofyourcampaigncanbenestedwithinalargermissioninscopeorinscale.Ateverylevel,strategyrequiresimagininganoutcome,assessingresourcesavailabletoachievethatoutcome,and,inlightofthecontext,devisingatheoryofchange:howtoturnthoseresourcesintothepowerneededtoachievethatoutcome,atheorythatisenactedthroughtactics,timing,andtargeting.Inthebusboycott,planningtheinitialmeetingrequiredstrategizingasmuchasfiguringouthowtosustain
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6 7 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
thecampaignforthelonghaul.Itislikelydifferentpeopleareresponsiblefordifferentstrategicscopeatdifferentlevelsofanorganizationorfordifferenttimeperiods,butgoodstrategyisrequiredateverylevel.Afteragreeinguponcriteria thatmake foragood strategicgoal in your context,brainstormagain,generatingasmanypossiblegoalsasyoucan.Thenevaluate themeachagainst thecriteriayou’veestablished.Thencomeupwithan“if-thensentence”, imaginingwaysyourconstituentscouldusetheirresourcestoshiftpowerinordertoachievetheirgoals.S T E P 3 : W H E R E C A N T H E Y G E T T H E P O W E R : T H E O R Y O F C H A N G E ? Figuringouthowtoachieveastrategicgoal–orevenwhatgoalisworthtryingtoachieve-requiresdevelopinga“theoryofchange?Weallmakeassumptionsabouthowchangehappens.Somepeoplethink that sharing informationwidely enough (or “raise awareness”) about a problemwill changethings. Otherscontendthat ifwe justgetall the“stakeholders” intothesameroomandtalkwitheachotherswe’lldiscoverthatwehavemoreincommonthanthatseparatesusandthatwillsolvetheproblem.Stillothersthinkwejustneedtobesmarteraboutfiguringoutthesolution.Communityorganizersfocusonthecommunity,theirconstituency,becausetheybelievethatunlessthecommunityitselfdevelopsitsowncapacitytosolvetheproblem,itwon’tremainsolved.Anotherword for “capacity” is “power” or, as Dr. King defined it “the ability to achieve purpose.” Powergrowsoutoftheinfluencethatwecanhaveoneachother.Ifyourinterestinmyresourcesisgreaterthanmyinterestinyourresources,Igetsomepoweroveryou–soIcanuseyourresourcesformypurposes. On the other hand, if we have an equal interest in each other’s resources we cancollaboratetocreatemorepowerwitheachothertobringmorecapacity tobearonachievingourpurposesthanwecanalone.Sothequestionishowtoproactivelyorganizeourresourcestoshiftthepowerenoughtowinthechangewewant,buildingourcapacitytowinmoreovertime?Sincepowerisakindofrelationship,trackingitdownrequiresaskingfourquestions:
• WhatdoWEwant?
• WhohastheRESOURCEStocreatethatchange?
• WhatdoTHEYwant?
• WhatresourcesdoWEhavethatTHEYwantorneed?If itturnsoutthatwehavetheresourcesweneed,butjustneedtousethemmorecollaboratively,then it’s a “power with” dynamic. If it turns out that the resources we need have to come fromsomewhereelse,thenit’sa“powerover”dynamic.Sothequestionishowourconstituencycanuseitsresources inwaysthatwillcreatethecapacity itneedstoachievethegoal. IFwedothis,THENthatwilllikelyhappen.Testthisoutwithaseriesof“If-Then”sentences.Onceyoursatisfiedyouarereadytoarticulateyourorganizingsentence:
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6 8 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
“We are organizingWHO to achieveWHAT (goal) by HOW (theory of change) to achieve whatCHANGE”S T E P 4 : W H A T T A C T I C S C A N T H E Y U S E ? Rememberwhata“tactic”is?It’stheactivitythatmakesyourstrategyreal.Strategywithouttacticsisjust a bunch of ideas. Tacticswithout strategywastes resources. So the art of organizing is in thedynamic relationship between strategy and tactics, using the strategy to inform the tactics, andlearningfromthetacticstoadaptstrategy.Yourcampaignwillgetintotroubleifyouuseatacticjustbecauseyouhappentobefamiliarwithit-buthaven’tfiguredouthowthattacticcanactuallyhelpyouachieveyourgoal.Similarly,ifyouspendallyourtimestrategizing,withoutinvestingthetime,effort,andskilltolearnhowtousethetacticsyouneedskillfully,youwasteyourtime.Strategyisawayofhypothesizing:ifIdothis(tactic),thenthis (goal)mayhappen.And like anyhypothesis theproof is in the testingof it. Criteria for goodtacticsinclude:
• Strategic: itmakesgooduseofyourconstituency’s resources tomakeconcrete,measurableprogresstowardcampaigngoals.SaulAlinskyandGeneSharpareexcellentsourcesoftacticalideas.
• Strengthensyourorganization:itimprovesthecapacityofyourpeopletoworktogether.
• Supports leadership development: It develops new skills, new understanding, and, most
importantly,newleadership.Therearetwowaystooperateintheworld—youcanbereactive,asmanyorganizationsare,oryoucanbeproactive. Inorder tobeproactiveyouhavetosetyourowncampaigngoalsandtimeline,organizingyourtacticssothattheybuildcapacityandmomentumovertime.S T E P 5 : W H A T I S T H E I R T I M E L I N E ? Thetimingofacampaignisstructuredasanunfoldingnarrativeorstory.Itbeginswithafoundationperiod(prologue),startscrisplywithakick-off(curtaingoesup),buildsslowlytosuccessivepeaks(actone,acttwo),culminatesinafinalpeakdeterminingtheoutcome(denouement),andisresolvedaswe celebrate the outcome (epilogue).Our efforts generatemomentumnotmysteriously, but as asnowball.Asweaccomplisheachobjectivewegeneratenewresourcesthatcanbeappliedtoachievethesubsequentgreaterobjective.Ourmotivationgrowsaseachsmallsuccesspersuadesusthatthesubsequentsuccessisachievable-andourcommitmentgrows.Acampaigntimelinehasclearphases,withapeakat theendofeachphase—athresholdmomentwhenwehave succeed in creating a new capacitywe can nowput towork to achieving our nextpeak.Forexample,onephasemightbea2monthfundraisingandhousemeetingcampaignthatendsin a campaign kickoffmeeting or rally. Another phasemight be 2months of door-to-door contact
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6 9 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
with constituents affected by the problem you’re trying to solve, collecting a target number ofpetitionstodeliverwithamarchontheMayoratCityHallattheend,anotherpeak.Butwithineachphase there is a predictable cycle, which in a sense is a mini-campaign in itself: training, launch,action,moreaction,peak,evaluation.Whenorganizingapeak,keepinmindaspecificoutcomethatyouwantthepeaktogenerate.Forexample,ifyouwanttosign-up50newvolunteersataneventorlaunchthreeneighborhoodteams,howdoyoumakethathappen?Aftereachpeak,yourstaff,volunteersandmembersneedtimetorest,learn,re-trainandplanforthenextphase.Oftenorganizationssay,“Wedon’thavetimeforthat!”Campaignsthatdon’ttaketimetoreflect,adjustandre-trainendupburningthroughtheirhumanresourcesandbecomingmoreandmorereactionaryovertime.
Foundation
Kick-offgoal
Peakgoal
Strategicgoal Evaluation&nextsteps
Peakgoal
Capacity(people,skills,etc.)
Time
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7 0 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
TEAMBREAKOUTSESSION:STRATEGYI
Goal• Toidentifywhothepeopleare:Whoisyourconstituency?Whoaretheotheractors?• Todecideonastrategicgoalcanhelpyousolvetheproblem.• Developatheoryofchange:howwillyouachieveyourgoal?
AGENDATOTALTIME:95minutesAsateam,youwillcomeupwithastrategicgoalforyourteam’sorganizingcampaign,maptheactors,anddevelopourtheoryofchange.Thenyou’llgetfeedbackbeforebreakingoutagainforasecondstrategizingsession. 1. Gatheryourteam.Chooseatimekeeperandscribe.Reviewagenda.
ReviewtheOrganizingSentence.Fillinthewhoandwhatpurposesectionsyoudraftedduringthesharedpurposeexercise.
5min.
2. Getfocused:whoareyourpeople?Whatchangedotheyneed?Whatisyourpurpose?
35min.
3. Definethefield:whoaretheactors?
15min.
4. Developyourtheoryofchange.
5. Decideuponyourstrategicgoal.
15min.10min.
6. Reviewyourwork,summarize,visualize.
7. Youwillbedebriefingwithanotherteam.Choosetwomembersofyourteamtopresent,intwominutes,thepictureofyourstrategicgoalandyourorganizingsentencetotheotherteam.
DEBRIEF:Joinanotherteam.**SEEAGENDAforpeer-to-peerdebriefonpage71.**
10min.5min.30min.
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7 1 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
WORKSHEET:DEVELOPING STRATEGY I: PEOPLE, POWER, CHANGE
1.REVIEWTHEORGANIZINGSENTENCE(5min.)
Ononepieceofflipchartpaper,writeoutyourorganizingsentence.Fillinthewhoandwhatpurposesectionsyoudraftedduringthesharedpurposeexercise.ORGANIZINGSENTENCE:Weareorganizing(who)___________________topursue(whatpurpose)
__________________by(how:theoryofchange)____________________________toachieve(whatstrategic
goal)________________________________by(whatdate)_______________.Wewilldothisbyusingthese
tactics_____________________toachieve___________outcomeby_________.
*Busboycottexample:WeareorganizingAfrican-AmericansinMontgomerytoachieveracialjustice(orendinstitutionalizedracism)bybuildingthepowerweneedtocompelthebuscompanyandcitycounciltodesegregatethebussesforaslongasittakes.Wewilldothisbyfilingalawsuit,mobilizingaboycott,organizingacarpool,buildingoutsidesupportforlaunchingoureffortby______.
Nowyouwillbuildastrategicgoalbasedonananalysisofwhoyourconstituencyis,whattheywant,andhowtheycangetwhattheywant.Followthestepsbelow.
2. GETTINGFOCUSED:WHOAREYOURPEOPLE?WHATISYOURGOAL?(35min.)Step1:Withyourteam,fillinthetablebelow:
PEOPLE(5min)WhoAreMyPeople?
(constituency)
CHANGE(30min)WhatIsTheirProblem?(5min)
HowWouldtheWorldLookDifferentIfTheirProblemWereSolved?(5min)
WhyHasn’tTheirProblemBeenSolved?(10min) WhatWouldItTakeToSolveTheirProblem?(10min)
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7 2 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
3. WHOARETHEACTORS?(15min)
Step1:Createthemap(15min)Drawamap-of-actorschartliketheoneyouseebelowonflipchartpaper.Writethenamesofalloftheactorsonstickynotes,indicatingtheirresourcesandtheirinterests.Thenplacethemonthemapofactorswhereyouthinktheyaremostlikelytobe.Startwithyourselves.Usewhatyoulearnedfrombuildingrelationshipstofillthisout.Brainstormotherrelevantactorsatlocal,state,andnationallevelsbynameorspecificpositionwhereverpossible.Putthesenamesonpost-itsandaddthemtothemap.Besuretoincludethefollowing:a. Whomightbemembersofyourconstituency?b. Whomightbeyouropposition?c. Whomightbeyourallies?d. Whomightbecompetitorsandcollaborators?e. Whomightplayotherkeyroles,dependingonhowtheyaremobilized(courts,press,voters,etc.)
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7 3 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
4. WHERE’STHEPOWER?DEVELOPINGYOURTHEORYOFCHANGE(15min)Yourtheoryofchangeisyourhypothesisabouthowtoorganizeyourconstituents’resourcestoaffectthosewhoholdtheresources/powertosolvetheproblem.Whatwouldittaketogetthesedifferentactorstotakeactionsthatfurtheryourstrategicgoal?Atwhatpointwilltheyactuallyfeelyourconstituents’power?Thinkbacktoyourgoal,above:Whoholdstheresourcesanddecision-makingpowerneededtoachievethatgoal?Fillinthecorrespondingtablebelow:
POWERWITH
POWEROVER
Ifyourpeopleneedaccesstotheresourcesheldbyotherstoachievethegoal,completethefollowing:
Whatresourcesdoourpeopleholdthattheycanusetoachievetheirgoal?(makeacreativeandspecificlist)
Whatresourcesdoourpeopleneedtoaccesstoachievethegoal?(makeaspecificlist)Whichactorsholdthoseresources?
Whyhaven’tourpeopleusedtheseresourcestoachievetheirgoal?
Whatresourcesdoourpeopleholdthattheseactorsneed?
Howcanourpeopleusetheirresourcesinnewwaysthatcanachievetheirgoal?
Howcanourpeopleleveragewhattheyhavetogetwhattheywantfromtheseotheractors?
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7 4 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
5. DECIDEONYOURSTRATEGICGOAL(10min)
Reviewcriteriaforagoodstrategicgoal(2min)
• Focuseseffort• Motivatesparticipation• Leveragesresources• Buildscapacity• Canbeemulated
DecideonaStrategicGoal(8min)Whatconcreteoutcomewillyouaimtoachievethatwillhelpyourconstituentsgetwhattheywant?Firstopenlybrainstormandbuilduponeachidea,thenuseyourcriteriaabovetoevaluatethem,andmakeadecision.
Whatisthegoalofyourcampaign?
6. REVIEWYOURWORK,SUMMARIZE,VISUALIZE(10min.)
1. Reviewyourteam’sworksofarinthissectionanddiscussthesequestions:
a. Areweclearonourconstituency?b. Dowewanttospecifyourgoalmoreconcretely?c. Areweclearaboutourtheoryofchange?
Ontwopiecesofflipchartpaper,writeoutthefollowing:
2. Writeoutyourorganizingsentence.ORGANIZINGSENTENCE:Weareorganizing(who)___________________topursue(whatpurpose)
__________________by(how:theoryofchange)____________________________toachieve(whatstrategic
goal)________________________________by(whatdate)_______________.Wewilldothisbyusingthese
tactics_____________________toachieve___________outcomeby_________.
*Busboycottexample:WeareorganizingAfrican-AmericansinMontgomerytoachieveracialjustice(orendinstitutionalizedracism)bybuildingthepowerweneedtocompelthebuscompanyandcity
Writeyourtheoryofchange:
Ifmypeopleusetheirresourcestodo…
Thentheresultwillbe…
Because…
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7 5 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
counciltodesegregatethebussesforaslongasittakes.Wewilldothisbyfilingalawsuit,mobilizingaboycott,organizingacarpool,buildingoutsidesupportforlaunchingoureffortby______.
3. Drawapictureofyourstrategicgoal.Whatwouldtheworldlooklikeifyouachieveit?
Chooseonepersonfromyourgrouptopresentinoneminutethepictureofyourstrategicgoalandyourorganizingsentencetothelargegroupduringdebrief.
··· STRATEGYIPEER-TO-PEERDEBRIEFAGENDA(30minutes)*Teamsof3willhave10min.pergroup.*
1. Gatherwithoneotherteam.Eachteamshouldchooseatimekeeperandscribe.(1min)
2. Team1:Presenterssharepictureofstrategicgoalandorganizingsentence.(2min)
3. Team2:(7min)
a. ClarifyingQuestions:Askclarifyingquestionstobetterunderstandcampaign.(2min)
b. CoachingQuestions:ProvidefeedbackintheformofquestionsONLY.Team1shouldlisten
SILENTLYandnotedownthequestions.Besuretoaffirmwhat’sworkingaswellasliftupwhat
canbeimproved.(5min)
4. Team1:cannowrespondtothequestions.(5min)
SWITCH
5. Team2:Presenterssharepictureofstrategicgoalandorganizingsentence.(2min)
6. Team1:(7min)
a. ClarifyingQuestions:Askclarifyingquestionstobetterunderstandcampaign.(2min)
b. CoachingQuestions:ProvidefeedbackintheformofquestionsONLY.Team2shouldlisten
SILENTLYandnotedownthequestions.Besuretoaffirmwhat’sworkingaswellasliftupwhat
canbeimproved.(5min)
7. Team2:cannowrespondtothequestions.(5min)
*Endofpeer-to-peerdebrief.Pleasetakea10-minutebreakandmeetbackintheplenary.*
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7 6 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
TEAMBREAKOUTSESSION:STRATEGYII
Goals• Todecideonthetacticsthatcanhelpyouachieveyourstrategicgoal.• Toputthosetacticsonacampaigntimelineculminatinginapeak.
AGENDATOTALTIME:45minutesAsateam,youwillbrainstormtacticsthatwillhelpyouachieveyourstrategicgoal,sequenceyourtacticsintopeaksonacampaigntimeline,andvisualizeyourkickofftactic. 1.Gatherinyourteam.Nominateatimekeeperandscribe.Reviewagenda
andclarifyconcepts.2.Reviewyourtheoryofchangeandstrategicgoal.IncorporateanyfeedbackfromStrategyI.
2min.5min.
3.Whattacticscanhelpyouachievethegoal?Onwhattimeline?Usethefollowingworksheettohelpyoustrategize.4.Brainstormandvisualizeyourkickofftacticsusingtheworksheet.5.Choosesomeonefromyourgrouptopresentyourcampaigntimelineandthevisualizationofyourstrategicgoalandkickofftactictothelargergroup.Rejointhelargergroup.
---**NOTE:Wewillbedoinga“gallerywalk.”Pleasepostthepicturesofyourtimeline,goalandkickofftacticonthewallintheplenaryspacesothatwecanallwalkaroundandlookateachone.
20min15min.3min.
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7 7 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
WORKSHEET:DEVELOPING STRATEGY II: TACTICS AND TIMELINE
1.TACTICS&CAMPAIGNTIMELINE(Total:20min)Step1:BrainstormTactics(10min)
Asateam,brainstormasmanytacticsasyoucanin10minutesonflipchartpaper.Yourtacticsshouldbebasedonyourtheoryofchange.Howwillyouorganizeyourconstituency’sresourcestocreatethechangetheywant?Goodtacticsarebasedinthecultureandexperienceofyourpeopleandreflectyourvalues.
Thendecideonthetopthree,usingthefollowingcriteria:dotheymakegooduseofyourresources?Dotheybuildcapacity?Dotheyhelpyoutoachieveyourgoal?
Step2:SequenceTacticsintoPeaks(10min)
StrategizeBackwards.Howwillyouorganizeyourtacticsovertimetoachieveyourstrategicgoal?Foreachtactic,determineapeakgoal—whatwoulditlookliketoachieveit?Apeakistypicallyaneventoractionwithyourconstituencythatshowsallthecapacitythat’sbeengeneratedsincethelastpeak.Startingatyourstrategicgoal,workbackwardstosequenceyourpeaksonacampaigntimeline(seeexamplebelow).
Ensurethateachpeakbuildsonwhatcamebeforesothatyouaregainingpowerandcapacityovertime,culminatinginyourstrategicgoal.Whatoutcomedoyouwantfromeachpeak(forexample,howmanynewpeoplesignuporhowmanypeopleparticipateinamarch)?
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7 8 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
2.KICK-OFFTACTIC(Total:15min)
Step1:BrainstormKickoffTactics(5min)
StrategizeForward.Nowfocusonyourfirstpeak:yourcampaignkickoff.Whatmeasurableoutcomewillyoutrytoachievewiththisfirstkickoff?Howwillthekickoffbemotivationalforyourconstituency?Howwillitrevealtoyourcommunityitsownresources,courageandsolidarity?Brainstormasmanytacticsforyourkickoffasyoucanin10minutesonaflipchartpaper.Trytouse“Yes,And!”strategizing,ratherthan“No,But!”Buildoneachother’sideas.Thenuseyourdecision-makingprocess(fromyesterday’steamnameexercise)todecidewhichtacticyouwillorganizeasateam.
Step2:Visualize(10min)
A.Asateam,drawapictureofyourkick-offtactic.Whatwillitlooklike?Whenwillittakeplace?Where?Whowillbeinvolved?Howmany?Whatwilltheybedoing?Whatwilltheybewearing?Whatwillyoubedoing?When?
OurKickoffTacticVisualization:
B.Makealistofthethingsthatneedtogetdonebetweennowandtheninordertoeffectivelyorganizeyourkick-offtactic:
•
•
•
•
•
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7 9 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
MOBILIZINGSHAREDCOMMITMENT:ACTION
Howdoweinspireotherstojoinusintakingaction?
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8 0 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
S H A R E D M E A S U R A B L E A C T I O N
Whatisaction? Actionconsistsofmobilizinganddeployingconstituencyresourcesinwaysthatcancreatethepowerneededtowin.First,effectiveactionproducesresultsthatcontributetoaccomplishingyourgoals.Second,effectiveactionstrengthensyourorganizationandattractsandengagesnewpeople;itincreasesourcommunity’scapacitytoeffectchangeinthefuture.Third,effectiveactioncontributestothegrowthofindividualsinvolvedinthecampaign;itdevelopsleadership.
Goalsforthissession:• Learntocommitpeopletojoiningyouinaction.
• Learntodesignactionthatwillmotivatepeopletorecommittodomore.
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8 1 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
Howcanweengageineffectiveaction?Effectiveactionrequirescommitmentandmotivation.
Howdowegetclearcommitments?First,wemustmobilizeotherstomakeexplicitcommitmentsinordertoachievespecific,measurableoutcomes.Whenwecommitotherstoaction,wearegivingthemanopportunitytomakeameaningfulcontributiontoacausetheycareabout.Sowhydon’twealwaysjustask?Sometimes,weworryaboutburdeningothers,orweworrythattheywillsaynoandwe’llfeelrejected,ormaybethey’llsayyesandthenwe’llhavetocommitourselves!Whenweaskotherstojoinus,itiscriticalthatweuseclear,conciselanguage.Sometimeswemaytrytominimizethecommitment,makingitseemsmallerorlessimportantthanitreallyis.Butrespectingothersmeansbeingvery transparentabout theworkahead,about thesupport they’ll receive,andgivingthemachoiceofwhetherornottocommit.Mobilizingeffectivecommitmentsrequiresfoursteps:
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8 2 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
1. Connect: Make the “ask” as specific as you can to the person whom you are trying tomobilize. Identify yourself, why you’re doing what you’re doing, and let them know whyyou’reaskingthemtohelp.Thiscanbedonewithfewwords.
2. Context:Explainwhytheactionyouareaskingthemtotakeisurgent.Bespecificaboutthechallengeandthehope.
3. Commitment:Explicitlyask theotherperson ifyoucancounton themtoengage inactionwithyou.Beveryspecificaboutthedate,time,andplace.
• “Canwecountonyoutojoinusin_____________?”• “Willyoujoinmeindoing____________?”
LISTENCAREFULLY.Istheanswer:
“Yes!Definitely!”(Great!Confirmthedetails)“Maybe...”(Askwhatquestionstheyhaveandhowyoucanfollowup.)“No,I’msorry.”(Askwhy?Givethemyourcontactinfoincasetheychangetheirmind.)
4. Catapult: Ifsomeonesays“yes”thengivethemtherespectofhavingrealworkandrealresponsibilityatyouractionandarealplantogetthere.Ask:
• Canyoubringsomethingtotheevent(i.e.food,posters,etc.)?• Canyoucommittobringing2friendswithyou?• Howdoyouplanongettingtotheevent?(peoplewithplansaremuchmorelikely
toattend!)
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8 3 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
Howdoweconfirmandfollowuponcommitments? InourIntroductiontoOrganizingwegavethefollowingdefinitionofleadership:Takingresponsibilityforenablingotherstoachievepurposeinthefaceofuncertainty.Takingresponsibilitymeansthatwecan’t just get a commitment to action, pocket it like change, and walk away. We have theresponsibilitytofollowupanddoeverythingittakestosupportothersinjoiningus.Mostimportantare“remindercalls”andtheclosertotheevent,themoreimportantandeffectivetheremindercallwillbe.1) Recruit others and get a specific
commitmenttoaction.
2) Confirm the commitment a few days out.Check in and see if the people whocommitted need a ride, can invite others,or can take responsibility for part of theaction.Confirmthedaybeforetheaction.Provide full details on the place, time andpurpose of the action, including anyupdates on the agenda or attendees.Confirm one more time 30-60 minutesbefore theaction—theperiodwhenwe’reall most likely to find something moreurgenttodo.Conveyhowexcitedyouaretohaveothersjoinyouinaction.
3) ACTION! Lead a motivational action that respects others’ time, but also provides full training,opportunitiesforrelationshipbuilding,andpurposeful,measurableaction.
4) Evaluate&celebratetheactiontogether.Tallyupallmeasurableoutcomessothateveryonecansee that they’repartofabiggerwhole. Debrief indetailwhatworkedandwhatshouldchangenext time. Thencelebrate!Whowants tospendtheir freetimewithouthaving fun?! Generateroutines forhowpeople in yourorganization celebrate together, perhapswith food,musicor aroundofstoriesfromtheday.
5) Thankeveryonethenextdayfortheirparticipationinaction.Tellthemspecificallywhatimpacttheactionhadinthecampaign.Askfortheirinputonwhatworkedandwhatshouldbechangednexttime.
6) Moveparticipants to thenext levelof leadershipwhere theycanhelpyouandyour teamplanmoreactionsintheircityorneighborhood.
1.Recruit
2.Confirm(3X)
3.ACTION!
4.Evaluate&Celebrate
5.Thankyou!
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8 4 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
Howdowedesignmotivationalaction?Foractiontoengageothersinwaysthatexpands—ratherthandepletes—ourresources,weneedtodesignactionmindfully.Ifpeoplefeelthatwhattheyaredoingisinsignificant,orthattheyarebeingused,orthattheymustdoboringandmeaninglesswork,thentheyareunlikelytotakeinitiative,solveproblemsorrecommit. Howdoesmotivationaltaskdesignwork?Outcomes:Whenataskiswelldesigned,peoplewhoparticipatewillfeelmoremotivated,takeinitiativeinsolvingproblems,andmakeadeepercommitmenttothework. Design:Creatingtheexperiencetoachievetheseoutcomesrequiresattentiontothesefiveelementsofdesign:
• TaskSignificance(TS)–Experiencingtheimpactoftheworkontheworld.• TaskIdentity(TI)–Recognitionofyour“ownership”ofaclearpieceofthework.• SkillVariety(SV)–Engagementofavarietyofskillsincludingheart,hands,andbrain.• Choice(C)–Havingthespacetomakecompetentchoicesabouthowtodothework.• Feedback(FB)–Resultsarevisibletothepersonperformingthetask,evenastheyperform.
DesigningMotivationalTasksUsingthechecklistbelow,wecanevaluatetaskstodeterminehowmotivationaltheyare,redesignthemtomakethemmoremotivational,andconstructthemsoastocreatealeadershipladder,opportunityforpeopletoearngreaterresponsibilities.
TaskCharacteristics OutcomesTaskSignificance(TS)(“thetaskreallymatters) MotivationTaskIdentity(TI)(“mycontibutionisclear”) ProblemSolvingSkillVariety(SV)(“takesmyheadandhands) Commitment Choice(C) (“choosinghowIdothework”)Feedback(FB)(“seeinghowI’mdoingasIdoit”)
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8 5 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
TaskDesignLadder Level1 Level2 Level3TITSSVAFGettingintoactionnowTheactionwe’llengageinatthistrainingistomakeaclearaskofyourpeerstosupportyouinaspecific,measurableaction,andmakingphonecallstoaskotherstojoinyouforyourkick-offtactic!
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8 6 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
TEAMBREAKOUTSESSION:ACTION
Goals:• Practicethecoreorganizingskillofrecruitingotherstomakearealcommitmenttotranslate
theirvaluesintoaction.AGENDATOTALTIME:45min.
1.Gatherwithyourteam.Chooseatimekeeper.Reviewtheagenda. 2min.
2.Asateam,decideonyourgoalforthisexercise:howmanytotalcommitmentswill 3min.youneedtogetforyourkickoff?Howmany“asks”willyouhavetomake?Writeitontheworksheetthatfollows.
3.Asindividuals,taketimetonotethekeyquestionsyouwillasktogetaconversation7min.going,thekeystoriesyouwillsharetobringyourselftothetable,andthespecific“ask”youwillmake.Thisisnota“script”thatyouwillread,butratheraguideforameaningfulconversation.Usetheworksheetthatfollows.Youmayalsopracticeleadingtheconversationwithothersinyoursmallgroup.
4.SetupRole-play.Gatherinthecenteroftheroom.Listenforinstructions5min.fromtherole-playfacilitator.
Startrecruiting!Forthefirstround,halftheroomwillbetheorganizers,andthe10min.otherhalfwillbetheconstituents.Theorganizershave10minutestohavemeaningfulcommitmentconversationsandgetcommitmentsfortheirkickoffevent.
Eachindividualshouldusetheworksheetthatfollowstotrackhowmany“asks” you’vemade,howmanycommitments,andhowmanycatapultsyou’veobtained.
5.Switchandstartrecruiting!Nowtheotherhalfoftheroomwillhaveachance10min.tobeorganizersandrecruitcommitmentsfortheirkickoffevent.
Eachindividualshouldusetheworksheetthatfollowstotrackhowmany“asks” you’vemade,andhowmanycommitmentsyou’veobtained.
Debriefwithyourteam.Organizers,returntoyourteamtoreportbackandtallyup 5min.yourwholeteam’stotals.
7.Returntotheplenaryforthedebrief. 3min.
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8 7 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
WORKSHEET:DEVELOPING THE SKILL OF ENGAGING REAL COMMITMENT
Step1:Decideonyourteam’sgoalsforthisexerciseandrecorditinthetablebelow(3min.)TEAMNAME TEAMGOAL:Howmanytotal
commitmentsdoweneed?Howmanypeoplewillwemake“asks”toinordertoreachourgoal?
Step2:PrepareforYourMeaningfulCommitmentConversation(7min.)Usingthestoryworkyou’vedonetohelpyouwriteyourrecruitmentcallscript.Thekeysherearethatyouaskquestionstounderstandthemotivationsofthepersonyou’reengaging,thatyourstoryincludesomethingaboutyou,andwhyyou'remotivatedtoact;youtellalittlebitaboutwhoyourgroupis,andwhythey'vecometogethernowtoworkonthis;andpresentthechoicethatyourlistenerhastomake–joinusatourupcomingaction.Don’tdon'tworryaboutgettingitexactlyright;yourconversationswilleachbedifferentanyway–theyshouldbeconversationalandrespondtoyourlistener,notoverlyscriptedorformal.Buthereisagoodlistofsampletalkingpointsthatyoucanusetoorientyourself.YOUR“SCRIPT”:Hi,mynameis___________________,andI’mat_______today.Igotyournamefrom________whosaidyouwouldbeagreatcandidatetohelpuslaunchalocalcampaignnextmonthtofightforqualitypublicschoolsforourkids.Somethingstokeepinmindasyouprepare:
• CONNECTION:Letthepersonknowwhoyouare,whyyoucareaboutthisissue,andaskhowtheyhavebeenaffected(drawingonyourstoryofselfandstoryofus).Keyquestionstoasktogetconversationgoing(remembertoLISTEN):
• Haveyouheardaboutthemovementwe’rebuildingat______?Ifnot,letmetellyouaboutit…
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8 8 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
• Tellthemaboutyourexperiencehere,thepeople,andthe_________campaignbeinglaunched
• Howdidyougetstartedorganizing?Inwhatcontext?(on/offcampus/inyourcommunity)• Howareyoualreadyinvolvedwithworkingonpubliceducationissues?
Makenoteofthekeypartsfromyourstoryworkthatrevealyourmotivationtodothiswork:2)CONTEXT:Explainwhatyouandyourteamareplanning.Providedetailsaboutwhoyourgroupis,theexactchallengesthatmoveyoutoactionrightnow,therealhope,andastrategicchoice.
3)COMMITMENT:Gettingcommitment:Willyoujoinmeinlaunchingthiscampaigntodo__________on_________date?Whatdoyouthink?
§ WAITforthemtothinkandrespond.§ ConfirmtheDATE,TIME,LOCATION.“CanIcountonyoutobethere?”§ “WhoelsecanyousuggestIcontact?Orwouldyouliketohelpmerecruit?”
4)CATAPULT:NextSteps:Thankthemfortheirtime,findatimethatyoucanfollowupinafewdays,explaintherecruitmentprocessgoingforward.Iftheysaid“yes”tojoiningyou,givethemthechancetolead.Whatrolesareemptyonyourleadershipteam?Whatworkneedstogetdonetoprepareforyourevent?Howcouldtheyhelpyou?
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8 9 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
Step3:StartRecruiting!(10min)Whenitisyourturntobeanorganizer,writeyournameinrow1.Asyourecruit,keepatallyofhowmany“asks”youmakeandhowmanycommitmentsyouactuallyget.
Individualteammembers’names:
Howmany“asks”didyoumake?
Howmanycommitmentsdidyouget?
Howmanycatapultsdidyouget?
1.YOURNAME:
2.Teammember2:
3.Teammember3:
4.Teammember4:
5.Teammember5:
WHOLETEAMTOTALS
Step4:TeamReportBack&Debrief(5min)Whenyougathertodebrief,fillintherestofthetable,above,byhavingeachmemberofyourteamreportbackthenumberof“asks”made,commitmentsreceived,andcatapultsobtained.Tallyupthetotalsforyourwholeteamandseehowitstacksupwithyouroriginalgoal.
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9 0 OriginallyadaptedfromtheworksofMarshallGanz,HarvardUniversityandmodifiedbyAbelR.Cano.
PUTTINGITALLTOGETHER:STORYOFNOWANDLINKINGSELF/US/NOW
Howdowebringourvalues,strategyandactiontogether?
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991
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INTRODUCTIONTOSTORYOFNOW
TheStoryofNowdescribesanurgentchoicefacedbythe“us”whomyouhopetomobilizetoact:achallengingvisionofwhatwillhappenifitdoesnotact,ahopefulvisionofwhatcouldbeifitdoesact,andacalltocommittotheactionrequired.Inthiswayastoryofnowmakesthebridgefromstory–whyweshouldact–tostrategy–howwecanacteffectively. Nowweknowwhyyou’vebeencalledtoyourmission.Wealsoknowwhothe“us”isthatyouwillcallontojoinyouinthatmission.Astoryofnowarticulatestheurgentchoicefacedbythat“us”thatrequiresaction:achallengingvisionofwhatwillhappeniftheydonotact,ahopefulvisionofwhatcouldbeiftheydoact,andacalltochoosecommitmenttotheactionrequired.The“character”inastoryofnowisyou,thepeopleintheroomwithyou,andthebroadercommunitywhomyouhopetoengageinaction.InWashingtonDC,August23,1963,Dr.MartinLutherKingtoldastoryofwhathecalledthe“fierceurgencyofnow.”AlthoughweallrecallhisvisionofwhatAmericacouldbe,hisdream,weoftenforgetthatactionwasurgentbecauseofthe“nightmare”ofracialoppression,theresultofwhiteAmerica’sfailuretomakegoodonits“promissorynote”toAfricanAmericans.Thisdebt,heargued,couldnolongerbepostponed.Ifwedidnotactnow,wecouldneverrealizethedream.Inastoryofnow,storyandstrategyoverlapbecauseakeyelementinhopeisastrategy–acrediblevisionofhowtogetfromheretothere.Andakeyelementinstrategyisasourceofhope–asenseofpossibility.The“choice”weoffermustbemorethan“wemustallchoosetobebetterpeople”or“choosetodoanyoneofthislistof53things”(whichmakeseachofthemtrivial)or“gotoxwebsiteandclick”.Ameaningfulchoicerequiresactionwecantakenow,actionwecantaketogether,andanoutcomewecouldachieve.The“character”inastoryofnowisyou,thepeopleintheroomwithyou,andthebroadercommunitywhomyouhopetoengageinaction.
Goalsforthissession:
Tolearnhowstorycanmoveustoaction
Tolearnhowtobridgefromstrategyintoaction
Eachparticipantpracticestellingastoryofnowandgetsfeedbackonhis/herstory
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TheElementsofaStoryofNow
• TheChallenge–Thechallengewearefacingnow(maderealthroughstories,notjuststatistics)
• TheOutcome--Aplausiblepathwaytoaction,asenseofthe“possible”,ofwhat“couldbe”ifweactnow.
• TheChoice--Achoicetocommittothatpathwaytoactionthateachpersoninyouraudiencecanmakerightnow.
WhyItMattersThechoicewe’recalledontomakeistoactnow.Leaderswhoonlydescribeproblems,butfailtoidentifyawaytoactaltogethertoaddresstheproblem,aren’tverygoodleaders.Ifyouarecalledtoaddressarealchallenge,achallengesourgentyouhavemotivatedustofaceitaswell,thenyoualsohavearesponsibilitytoinviteustojoinyouinactionthathassomechanceofsuccess.A“storyofnow”isnotsimplyacalltomakeachoicetoact–itisacallto“hopeful”action.
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VIDEOREVIEW:GANDHI
We'llbewatchingavideoofGandhitellingastoryofnow.Whileyouwatchit,thinkabouttheelementsoftheStoryofNowthatmakeuphiscalltoaction.
CHALLENGE
OUTCOME CHOICE
Howdoesheconfronthisaudiencewithareal,urgentchallenge?Whatimagesdoeshecreate?Whatisthesourceofanger?
Wheredoeshelocatethesourceofhope?Couldthecommunitydowhatheasks?Coulditworkiftheyacttogether?
Whatdoesheaskthecommunitytodo?Whatmakesitmeaningful?
1. WhydoesGandhibeginashedoes?
2. Whatdetails,images,momentsdothesestoriesbringalive?3. Whatvaluesdoeshedrawuponandchallengehisaudiencetoliveup?
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PUTTINGITALLTOGETHER:LINKINGPUBLICNARRATIVE
IfIamnotformyself,whowillbeforme?WhenIamonlyformyself,whatamI?Ifnotnow,when?—Hillel,1stcenturyJerusalemsagePirkeAvo
AsRabbiHillel’spowerfulwordssuggest,tostandforyourselfisthefirststep,butinsufficientonitsown.Youmustalsofindorcreateacommunitytostandwith,andthatcommunitymustbeginactingnow.Tocombinethestoriesofself,usandnow,youhavetofindthelinkbetweenwhyyouarecalledtothismission,whyweasacommunityarecalledtothismission,andwhatourmissioncallsonustodonow.Thatlinkingmayrequireyoutocontinuallyrethinkthestoriesofself,us,andnowthatyouareworkingon.
Storytellingisadynamic,non-linearprocess.Eachtimeyoutellyourstoryyouwilladaptit–tomakeyourselfclearer,toadjusttoadifferentaudience,tolocateyourselfinadifferentcontext.Asyoudevelopastoryofus,youmayfindyouwanttoalteryourstoryofself,especiallyasyoubegintoseetherelationshipbetweenthetwomoreclearly.Similarly,asyoudevelopastoryofnow,youmayfinditaffectswhatwentbefore.And,asyougobacktoreconsiderwhatwentbefore,youmayfinditaltersyourstoryofnow.Storytellingtakespractice.Ourgoalisnottoleavewithafinal“script”ofyourpublicnarrativethatyouwilluseoverandoveragain.Thegoalistohelpyoulearnaprocessbywhichyoucangenerateyournarrativeoverandoverandoveragain,when,where,andhowyouneedtoinordertomotivateyourselfandotherstospecific,strategicaction.
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VIDEOREVIEW:MAUNGNYEU
We'llbewatchingafive-minutePublicNarrativebyMaungNyeu.Whileyouwatchit,thinkabouttheelementsofSELF–US–NOWthatyouhearinhisstory.
SELF
USNOW
Whatexperiencesshapedhisvalues?Whosechoiceswerethey?Whyaretheystories?
Whoisthe“us”towhomheappeals?Whatmomentsofchoicedoesherecall?Whatarethevalues?
Whatchallengestothosevaluesdoeshedescribe?What’sthesourceofhope?Inwhatactiondoesheaskustojoin?
1. WhydoesMaungbeginashedoes?
2. Whatchallenge,choice,andoutcomeareatthecoreofeachstoryhetells?
3. Whatdetails,images,momentsdothesestoriesbringalive?4. Whatvaluesdothesestoriescommunicate?
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TEAMBREAKOUTSESSION:LINKSELF/US/NOW&ASKFORCOMMITMENT
GOALS
• Learnhowintegrateyourstoriesofself/us/nowintoapublicnarrative• Askforcommitmentsbyarticulatingaspecificchoicepointforotherstomake
NOTE:It’smorethanan“ask.”It’sachoiceaboutwhethersomeone’sgoingtostayonthesidelinesordiveinandactontheirvalues.It’sanopportunityforthemtojoinwithyou.
AGENDA
TOTALTIME:45min.
1. Gatherinyourteam.Nominateonepersontobeatimekeeper. 2min.
2. Takesometimeasindividualstosilentlydevelopyour“PublicNarrative.”Linkyourstoryofnowwithastoryofselfandstoryofus.Usetheworksheetthatfollows.
5min.
3. Asateam,goaroundyourgrouptopracticeyourfullpublicnarrative.• Eachpersonhas3minutestotellhis/herpublicnarrative,and
with2minutesforfeedback.• Besurethatyouendbyaskingforaclearcommitmentthatis
rootedinyourteam’sprojectandyourstrategy.**NOTE:Youhave3minutestotellyourstory.Sticktothislimit.Makesurethetimekeepercutsyouoff.Itencouragesfocusandensureseveryonehasachance.
25min.
4. Asateam,goaroundyourgrouptodoaroundofappreciations.Eachpersonhasupto1minutetoappreciatetheteammatesittingtoherorhisleftforacontributiontheyhavemadeoramomentyouhaveshared.
5min.
5. FacilitatorinvitessomeonetosharetheirPublicNarrativewiththelargergroup.Rejointhelargergroup.
3min.
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WORKSHEET: LINKSELF/US/NOW
Start here
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LinkingChart:Asyoubegindevelopingyourlinkedpublicnarrative,rememberthatyourvaluesarewhatlinkthedifferentpiecesofyourstorytogether,somakesureyoucommunicateclearandconsistentvaluesthroughout.Alsobesuretoincludeself,us
andnowaswellaschallenge,choice,andoutcome.Onceyou’vecraftedyourlinkednarrative,youshouldbeabletomarkan“X”ineachboxbelow.
Challenge Choice Outcome
Self
Us
Now
Clear&consistentvalues?☐Arevaluespresentthroughout?☐
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WORKSHEET:LINKSELF/US/NOWStoryofNowWhatstoriescommunicatetheurgentchallengesthatyourcommunityfaces?Whatstoriescanofferyourcommunityasenseofhope?StoryofSelfWhatstoriescanyoutellabouttheexperiencesand/orvaluesthatcallyoutotakeleadershipwithineducation?Thinkofparticularchallengesyoufaced,choicesyoumade,andtheoutcomesinthoseexperiences.StoryofUsWhatstorieshighlightthesharedvaluesandexperiencesofthepeopletowhomyou’respeaking?Thinkofspecificcollectivechallengesyoufacedasacommunity,thecollectivechoicesyoumade,andtheoutcomesofthoseexperiences.Whatspecific“ask”areyoumakingtootherstojoinyouinmeaningfulaction?______________________________________________________________________________
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COACHINGTIPS:PUBLICNARRATIVE
DON’Tsimplyoffervague“feelgood”comments.(“Thatwasareallygreatstory!”)DOcoacheachotheronthefollowingpoints:
1. THECHALLENGE:Whatisthespecificchallengewefacenow?Didthestorytellerpaintavividandurgentpictureofit?Whatdetailsmightmakeitevenmorevividandurgent?“Thechallengewasn’turgentenough.Whynotmention________?”
2. THEOUTCOME:Whatisthespecificoutcomeifweacttogether?Isthereaclearand
hopefulvisionofhowthefuturecanbedifferentifweactnow?“Theoutcomecouldbeevenmorehopefulifyoudescribed_______.”
3. THECHOICE:Isthereaclearchoicethatwearebeingaskedtomakeinresponsetothe
challenge?Howdidthechoicemakeyoufeel?(Hopeful?)“Whatexactlyareyouaskingustodo?Whenshouldwedoit?Where?”
4. VALUES:Whatvaluesdoyousharewiththestoryteller?Doesthestoryofnowappealto
thosevalues?“Insteadoftellingustocare,itwouldbemoreeffectiveifyoushowedusthechoicetobemadebyillustratingthewayinwhichyouvalue .”
5. DETAILS:Weretheresectionsofthestorythathadespeciallyvividdetailsorimages(e.g.
sights,sounds,smells,oremotions)?“Theimageof________reallyhelpedmefeelwhatyouwerefeeling.”“Trytellingmoredetailsabout_______sowecanrelatetothissharedexperience.”
6. INTERWEAVINGSELF,USANDNOW:Didthestoryofselfandthestoryofusrelatetothestoryofnow?Ifso,whatwasthecommonthread?Ifnot,whatthreadcouldthestorytellerusetorethinktheconnectionsbetweenself,usandnow?
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RecordFeedback/CommentsfromYourTeamMembersHere:CoachingYourTeam'sPublicNarrativeAsyouheareachother'spublicnarratives,keepingtrackofthedetailsofeachperson’sstorywillhelpyoutoprovidefeedbackandrememberdetailsaboutpeopleonyourteamlater.Usethegridbelowtotrackyourteam'spublicnarratives.
N AM E V A L U E S S E L F U S N OW
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AppendixMoreOnCoachingAsALeadershipPractice
HowdoIprioritizewhotocoachinorganizing?Whenyouhaveseveralindividualsorteamstocoach,wheredoyoustart?Wheredoyouputmostofyourenergytogetthebestoutcomes?
Investyourfirstcoachingeffortinthosewhoaredoingthebestwork.Thisseemscounterintuitive,butthepurposeofcoachingisnotjusttofixproblems–it’stohelppeopleachieveexcellentoutcomes.Coachingyourmostinnovative,productivepeoplefirstmaximizestheirproductivity,andprepsyoutocoachothersbygivingyouadetailedunderstandingofwhatexcellentworklookslikeinpractice.Andifyourbestfolksgetevenbetter,theycanhelpyoucoachandsupporttheirpeers.Next,coachthosewhoareshowingpromise.Withwhatyou’velearnedfromthestrongestgroups,moveontothosewhoaredoinggoodworkandhelpthemmaketheleaptogreat.Utilizethetipsinthe5StepCoachingProcesssectionforchoosinginterventionstohelpyoutailoryourcoaching.Finally,focusontheindividualsandteamswhoarestruggling.Watchthesefolksinactionbeforejumpingtoconclusions.Aretheystrugglingbecauseofcontextualfactors,likealackofresources,orbecauseofinadequateskilloreffort?Tryinvestingalittlemore(resources,trainingorsupport),andseeifoutcomesimprove.Ifso,great,keepcoaching!Ifnot,thenassesswhetherthispersonisintherightrole.Whetheryou’recoachingstafforvolunteers,makingsuretherightpeopleareintherightrolesbasedontheirskillandpassionisabasicformofrespect.Whileit’spainfulforallinvolvedintheshortterm,helpingsomeonemoveonfromarolethat’snotwellsuitedforthemwillonlyhelpeveryoneinthelongterm.
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Becarefultosetboundariesonyourcoachingwiththosewhoarestrugglingthemostsothatyoucontinuetospendtimeandenergytokeepyourexcellentfolksgoingstrong,andyourgoodfolksgettingbetter.HowdoIcoachorganizerstolearnfromfailure?Inherbook,Mindset,CarolDweckarguesthatwealltendtowardoneoftwomindsets:fixedorgrowth.Thefixedmindsetclaimswe’rebornwithourbasicqualities,likeintelligenceortalent,whichcan’timproveorchange(sowhytry?).Everheardsomeonegiveapoorpresentation,thensay,“I’mnotagoodpublicspeaker”?That’safixedmindset.
Thegrowthmindsetassertsthatwecandevelopourabilitiesthroughdedicationandhardwork.Ourjobascoachesistocultivateagrowthmindsetinthosewe’recoaching.Thatrequireslearningtolookdirectlyatfailureandunderstanditsowecanimprove.Herearesometipsforlearningfromfailure,whilestrivingforsuccess: Createacultureofdebriefing.Beforeworkbegins,scheduletimetodebriefintoeverystep.Maketimeaftereveryeventorprojecttoevaluatewhatworked,whatdidn’t,andarticulatekeylearning’stogether.Requireshortwrittenreflectiononmajorprojects,especiallythosethatfallshort. Differentiatebetweenactionsandcontext.It’seasytoholdsomeoneresponsibleforeveryoutcome.Butsuccessandfailureareacombinationofindividualactionsandsituationalcontext.Asyoudevelopalearningrelationshipwiththepersonyou’recoaching,paycloseattentiontothedetails.Whendoesoneactionleadtosuccess?Underwhatconditionsdoesthesameactionleadtofailure?Successrequiresconstantlyevaluatingthecontextandadaptingourbehaviortomaximizegoodoutcomes. Interpretwhathappened.Coachthepersonyou’reworkingwithtointerpretfailurewithcleareyes.Hidingfailureorpretendingitwassuccessdoesn’tfoolanyone.Showthoseyoucoachthatinterpretingfailureisanintegralpartofwinning.CheckoutBarackObama’sspeechafterhisNewHampshireprimarylossforagreatexampleofinterpretingfailureinawaythatstaysfocusedondrivingforsuccess(http://www.youtube.com/watch?v=Fe751kMBwms). Getbackoutthere!Whowantstowallowinfailure?Encouragethoseyoucoachtogetoutthereandtryagain!