Further Reflections on Participatory Leadership Training In Zimbabwe

My previous blog from our late September training on the Art of Participatory Leadership told part of the story.  A week later, further reflections came clear that I want to share as well.  This is a more critical reflection on my work in Zimbabwe.

I woke in the early morning from the first night’s sleep in my own bed after returning from Zimbabwe.  Suddenly things that had been churning in my stomach all week were clearer.  I’d like to share some of my observations.

We delivered the Art of Participatory Leadership and in many ways it was excellent.  In fact, just this week I proposed to colleagues in Durban that we offer a very similar workshop to community activists in the INK townships.  However we missed some important opportunities in part, I suspect, because we got trapped within our own form.

I left our meeting last Monday disquieted.  The evaluations were a bit of a shock.  After years of teaching in formal as well as informal situations, I usually take evaluations as indicators rather than prescriptions.  But in reviewing these evaluations, my body knew that something was out of kilter – even if my head didn’t want the information!

We offered what I believe we were asked to offer.  Unfortunately it was only minimally valuable to most of the participants and didn’t justify the investment of a full week of their time.  We saw the challenges on the first day, and chose to continue with the training we were asked to deliver.  If we had been able to fully discern the field, we might have made different choices.

Participants came to the workshop for many reasons.   Most had little to do with participatory leadership – even though more participatory leadership in their organizations can open up a wealth of wisdom, capability and resources.   Some came because they wanted to better understand their work as organizational leaders.  Others came because they wanted to know more about how to manage people and teams.  Some came hoping to gain perspective on confounding issues within their organizations.  A few came hoping for conceptual engagement around issues of leadership.  We did not work well with the needs and hopes present in the room.  I’m not sure we could have – but I woke this morning with a few ideas.

I wonder if we might have broken the group into tracks?  While we wanted to get to participatory leadership, perhaps we might have gone about it quite differently.  Especially with the addition of Chiku to our team, we had both the resources and the time.  Chiku brought  indepth experience working with African proverbs and stories about leadership as a way to engage others in thinking about their leadership.  What we might have done is spent some of our time together as a single learning community about participatory leadership and some of our time in separate modules or tracks.  With our available personnel, we might have offered three; perhaps:

  • Working with Community Based Organization Issues – Marianne
  • People and Teams in Organizations – Bob
  • Hosting Conversations that Matter – Simone

We then might have offered several plenary type sessions for the whole community:

  • What is Leadership Anyway?
  • Traditional African Perspectives on Leadership
  • Creating Meaningful Change in Turbulent Times
  • Unlocking Capacity in Organizations

We could have used our Participatory Leadership Methodologies to offer these sessions and done a knowledge café giving people further information on these approaches.

I suspect this is a more major redesign than we could have done on the spot.  But I wonder, what held us back?  I suspect there were several things:

  1. Deeper conversations, beforehand, with Sabi Consulting might have revealed more, but at some point this workshop got defined as one on Participatory Leadership.  Our pre-workshop materials said what we would do, but participants came for all sorts of varied reasons.
  2. We were held back by our own knowing and preconceptions.  Based on meetings with the Program Design Team we made a commitment to offer a particular training and we stayed with the plan.
  3. We operated with a certain level of determination, convinced that we knew what the participants needed rather than really listening to them.
  4. While we know the aspiration, when working with Participatory Leadership, is to work with what is present in the room, we had our own blinders and limitations in terms of really doing so.

I’m not sure what comes next.  As I said on a number of occasions, this is a fine group of people doing important work.  I want to support them in any way possible.  I hope that what we were able to share will continue to work with and on people and will ultimately be valuable.  Some of what we were presenting contradicts models and practices of so-called modern culture and it takes a while to digest.  The methodologies we offered are sound and used successfully in a wide variety of settings.  I hope they can be of value here.

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Stepping Into New Possibilities in Japan

In a week I’ll be headed back to my beloved Japan.  What will I find there?  Community.  Friends and family.  Colleagues. Grief.  Destruction. Possibility. Fear. Hope.  All those and more.  My heart quivers some.  I am almost overwhelmed by all the images and stories that have flooded in over the last two weeks since the earthquake, tsunami and nuclear disasters.  And, I am going to be with my community, with my kindred.  I’m carrying with me learning from the web of The Berkana Institute as I explore questions of what is possible now that was not possible before with my many friends and colleagues.

Over the last two weeks much of my time has been focused on Japan.  Connecting and supporting people, being in many conversations via twitter, facebook, skype, e-mail and even telephone.  Some ideas have been coming into focus that I want to share.  These are written as I see them.  They are based on many conversations and they are still my formulation of what might be helpful.  They are part of my starting point as I go home to Japan.

I see four main domains of work:

Grief and Possibility in the Tohoku Region.  Much has been lost:  25,000 people dead or missing; 500,000 people without homes; businesses, schools  and infrastructure destroyed.

  • This grief must be hosted.  Spaces need to be created which support people in speaking of their grief and loss and disappointment.  A safe space of talking and of listening is needed now.
  • And Tohoku can be re-created, stronger and more resilient than it ever was before.  What is essential is that people in Tohoku are in charge of this re-creation – not government, not NGOs, not well intended forces from outside.  People in Tohoku must come together in new ways to direct this recreation.

A new effort called  Japan Dialog –  is beginning to address these needs and possibilities.

A Wide Field of Possibilities. People around Japan and around the world want to support the people in Tohoku.  Think of this as an eco-system with many parts.  Some have ideas and resources for different community engagement processes.  Others know how to work with the strengths and assets still present in the communities.  Some know of more energy efficient and durable building techniques.  Others know of better ways to grow food sustainably.  These ideas can either be another tsunami that washes over the area, or they can be a rich ecology of possibilities which can support in the rebuilding.  Work is needed which can call this eco-system together.

The work of  Instituto Elos and the Oasis Game from Brazil may provide important tools for working in this area as well as the ABCD approach (Asset Based Community Development).  I’ve assembled some resources for this approach on my Resources Page

A Bridge to the Future. A third domain of work is the work of connecting Tohoku with this wide field of possibilities.  Spaces and places are needed which support this connection between the people in Tohoku and these many possibilities.  This bridge must be wide, solid and flexible, supporting robust dialogue and design which supports people in creating new future possibilities.  The work that the Knowledge Dynamics Initiative at Fuji/Xerox has done to bring Future Centers into Japan will be a foundation for this bridge.

Possibilities

Bridge To Future

Tohoku Tomorrow

New Relationship To Energy. The earthquake came.  The tsunami came.  What stayed was the radiation.  Perhaps there is an opportunity for a new dialogue in Japan about how much energy is needed to live happy lives.  Japan might choose to learn how to live with less.  If that choice were made in Japan, it would be put into action immediately.  Japan might provide critical leadership for the rest of the world on this important issue.  This is a deep dialogue that needs to be hosted well in the coming months.  There are no easy answers – just very important questions.

Who might help?

In many ways Japan is a large country and a very small community.  Over the last year I have had the opportunity to work with many people and organizations who might be, I believe, the key players to work in these four domains.  I know there are many others as well.  Over the coming weeks, I’ll be sharing stories from our work together.

And many, many more.  Japan is ripe for change.  Please visit some of my blogs here from November and December, 2010 to get a sense of the possibilities

And please come visit here from time to time.  I arrive in Japan on April 5th and will be there until the first of June.  I’ll be sharing stories and learning here from time to time.  Please also visit http://bit.ly/dMALkr for a story about Resilience in Japan from the latest Fieldnotes from ALIA — Authentic Leadership in Action.

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Unleashing Leadership and Inspiring Innovation and Creativity in Japan

Once again I am awake in the middle of the Japanese night.  Head and heart buzzing from yesterday’s work.  I was invited to join KDI — Knowledge Management Initiative in Tokyo for a afternoon workshop with participants in their new Future Center.  KDI was started 10 years ago to work with knowledge creation and realationships to knowledge, building in part on the inspiring work of Dr. Ikugjiiro Nonaka .  There approach is one which places emphasis on “individual vitality” and the  “dynamic field,” or ba.

Crazy bunch, with titles like “Wild Knowledge Architect, “Ba Conductor,” and “Sexy Works Stylist,” they work together in an almost completely flexible workspace in the middle of Roppongi, the international district of Tokyo.  What caught my attention most is where they’re headed.  They’ve been looking at the Future Center idea currently being developed in more than 30 locations in Europe.  See The Reality of European Future Centres.  Last week I wrote about a deep resonance between the work being done by GreenHouse Project and Kufunda Learning Village in Southern Africa and the work of St. Luke’s Health Initiatives.  Guess what?  The resonance continues.

Future Centers, at least as envisoned by Dr. Takahiko Nomura, KDI founder, are incredibly similar to leadership learning centers in the Berkana Exchange.  The core work of Future Centers is to surface the knowledge, wisdom and leadership already present in organizations and to create conditions which all it to be used by all for maximum creativity and innovation.  AND, the same four core competencies we surfaced last month at St. Luke’s Health Initiatives show up as core in Future Centers:

  • connect and convene
  • peer learning
  • source of research and information
  • strengths based approach

So we spent the afternoon with about 35 people from a dozen or so Japanese companies who are thinking about embracing the Future Center concept, each creating a Future Center inside their company as well as a trans-local network which links these Future Centers as a community of Practice.

I think it is going to happen.  These folks are going to step forward and start using all forms of conversational leadership to invite innovation forward.  AND, like elsewhere in the world they’re not doing it because it is the next groovy thing to do, they’re doing it because they know their survival depends on it.

I continue to be impressed with the level of receptivity in Japan for new ways of thinking about leadership, creativity and innovation.  It is not just thinking about it — it is a yearning to step into new practice fields with new partners.

One last note.  We talked about the community of practice work KDI has done over the last 10 years.  The conversation is incomplete, but part of what we talked about is how in their communities of practice perhaps the most important thing that’s happened is that people have learned they are not alone. Others have some of the same intentions and ideas they do.  We’ve always looked at Communities of Practice as places where knowledge is created.  That’s part of their function.  What may be more important is that they are places which people discover more about their own identity and step into their own leadership.

Beginning of a fascinating several weeks in my adopted homeland.

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Tadaima!

That’s what is said in Japan when one returns home.  “I’m back, I’ve been out in the world and I am back.”  ただいま. And that is exactly how I felt this past weekend will leading a workshop in Japan.  This blog is both a bit about my personal journey and my amazing week in Japan. My […]

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