Sunday, August 19th, 2012
August 20-24 is ‘More Like People Action Week’. Your chance to find something you can do to make your organisation a bit ‘more like people’ and share it with the world. Nothing is too small. Change happens when we ‘start anywhere, follow it everywhere!’
Today I got a simple Twitter message with a great idea from my friend and colleague Paul Barasi (@PaulBarasi). It read:
“Mon-Fri is #MoreLikePeople #ActionWeek. Individuals do 1 small thing 2 make their org more human.”
Can you set up a TwitterFall at an event to broaden participation?
…And with that, the first ever ‘More Like People Action Week’ was born!
So whether you’re staff, manager or director, working nationally or locally, in a public, voluntary or private sector organisation, why not start the week by thinking:
“What would my organisation look like if it became More Like People?”
“What can I do now to help make it more human?”
There are a few ideas further down, but basically…
What you do is up to you!
You might scrap a policy, change how you act in a certain context or relationship, involve more people in more decisions, try altering the way you do a particular piece of work… you might just ask more people you work with what they’d like to do, and let everyone give it a shot!
And when you do it, let the world know!
If you Tweet about your action using the #MoreLikePeopleWeek hashtag, anyone else can see what you’ve done and might get inspired to try it themselves. If you’re not on Twitter, feel free to add it as a comment at the bottom of this post, for all to see and learn from…
More Like People – what’s that about?
‘More like people’ is about learning to do things in our organisations, more like we’d do them at the pub, in our living rooms, at the park, around a kitchen table… It’s about:
- Dropping the systems, attitudes, behaviours, and structures of the ‘professional’ world, and reconnecting with a more natural way of organising that predates any of our bureaucracies.
- Improving working cultures by bringing the values, personalities, strengths and abilities of the people in our organisation to the forefront.
- Closing the gap between the mask we wear at work and who we really are, because we’re at our best when we’re being ourselves.
‘More like people’ might apply to your own behaviours, maybe listening more closely to someone you’ve had trouble communicating with, choosing to hold a meeting in the park, or a pub, involving more people with valuable opinions when you make decisions…
‘More like people’ might apply to organisational structures or policies, which could mean getting rid of meeting agendas and letting them flow as people raise what they need to, crowd-sourcing decisions across the office, or via Twitter amongst a wider range of people involved in your work, letting staff make up their own job titles, or write joint job descriptions together as a team, making organisational learning public, so others people and organisations can learn from it…
These are just a few ideas to get you started. The point is, you’ll know better than Paul or I will what ‘more like people’ means in your context… but if you try it and share it, someone else might be able to try it out at their office too!
Have fun! (If it’s not fun, think about what might make it that way…)
Wednesday, July 4th, 2012
Imagine a bank, a national student charity, and a think tank shutting down an evil corporate office with some cleverly planned people-power?
…Not easy, is it? You can imagine all the things that might get in the way of such an event taking place…
The importance of non-violence direct action in 2012
MYM Barclays action, photo by @MissEllieMae
As our world gets both more heavily interconnected and the excesses of capitalist inequality become impossible for most of us to ignore, non-violent direct action is becoming a more-and-more central piece of social change efforts.
Yet, most NGOs – with the notable exceptions of Greenpeace and a few much smaller radicals – are still scared to death of doing anything that might cross any polite lines of acceptability, for fear of what it might mean for their public image, their charitable status, or their funding arrangements.
In recent years, much of the debate has involved organisations ignoring protesters, and protesters accusing organisations of selling-out.
But today I came across an interesting hybrid.
Following the massive public debate shifts in the UK and abroad that have arisen from Occupy, UKuncut and other self-organised non-violent direct action movements, it appears some of the ‘very serious people’ have picked-up on the value this breed of peaceful protest can offer their causes.
As much of what I write relates to helping organisation find ‘more like people’ ways of organising – approaches that allow us to ‘do what we would do if we weren’t being paid by someone else to do it’ – this is pretty interesting to me.
Move Your Money (a company limited by guarantee, for the record) is made up of some fairly straight-laced UK progressive organisations. The Co-operative Group, London Rebuilding Society, the National Union of Students, New Economics Foundation… Groups that do good, but which are not exactly known for doing so with especially ‘in-your-face’ tactics.
The campaign aims to get UK bank clients to close their accounts with the range of tax avoiding, arms-financing, interest-rate fixing, obscene-bonus-giving financial institutions in the country, and put their cash somewhere where it can be doing good, rather than evil.
MYM has been going as a partnership for a little while now, but has clearly decided to do something different to the work of any of its member organisations, who I presume play some role in both its finances and strategic direction.
This morning, MYM organised a flashmob at Barclays bank in Westminster, to coincide with its (now former) CEO, Bob Diamond’s testimony to the Treasury Select Committee over the bank’s LIBOR scandal.
And guess what?
They shut it down!
Obviously this is small fries in the scheme of the kind of business this scale of institution does, but given the ripple-effects of other ‘one-off’ sit-ins and shut-downs of the last year, it demonstrates a very bold move, given the partners involved.
I’ve spoken with countless frustrated staff in national social change organisations in recent years, wishing their organisations could do more to engage with both the radicalism of emerging social movements, and the networked organisation they have modelled, but who have had their hands tied in any attempts to do so in their work.
For all of you out there, this might be an example which can both open new possible ways of organising around your cause, while keeping the existing powers-that-be at ease that they won’t be seen as the ‘domestic terrorists’ Greenpeace and Occupy activists have often been made out to be in the press.
Let’s call it ‘TRADicalism’: a way of carrying out and inspiring radical actions, using some of our traditional organisational resources and experiences, without smearing the organisation’s name in the process. It’s about letting the old structures of antiquated charitable status and funding guidelines keep doing what they do, but finding new ways around them when we feel it is needed to advance our causes (and ultimately, our organisational missions!).
I won’t pretend I have investigated all of the ins-and-outs of the law on this one, but if you’ve got the institutions involved in MYM confident enough to have their names in the background of something like a peaceful sit-in to shut-down a corrupt bank, you’re in pretty safe company!
- Do you know other examples of this kind of ‘arms-length’ radicalism, from more traditional social change organisations?
- Do you think there is any potential here?
- How long do you think we’ve got til the powers-that-be patch up the loopholes in their legal frameworks, which could allow this kind of thing to happen?
Tuesday, September 7th, 2010
We write-off good ideas when they seem too far removed from our current realities. Unable to immediately comprehend the practicalities of such drastic shifts, we categorise the good idea as ‘impossible’ – and discredit it. But if we don’t start to challenge the seemingly impossible problems we face in the world, how will we ever move beyond them? On this note, what if trust was realised in every aspect of the voluntary sector?
Following on from my blog on Paul Story and ‘The Honesty Edition’, there were loads of comments, Tweets and real-world conversations that made me want to follow-up on the idea of applying ‘trust’ to a range of voluntary sector activities/processes. Namely, in relation to funding, people said things to the effect of: “a funding relationship will never be trusting, because there’s money involved”. This drew me to one of my favourite quotes from one of my favourite books: “Getting to Maybe: How the World is Changed”:
“Change—surprising and sometimes radical change—does happen. The world does turn on its head every once in a while. And what seemed almost impossible looking forward seems almost inevitable look back.” (Getting to Maybe, viii)
With this quote in mind, please indulge in the possibly Utopic fantasy which follows.
The Trusting Place
Once upon a time, there was a distinct space that existed between the greedy hedonism of the private sector, and the soulless bureaucracy of government. This space was known as ‘the trusting place’ and was built-on an entirely different set of values than those of its counterparts; a place where trust was at the core of how and why people did what they did…
…I’ll skip the fairy tale hyperbole… But let’s think for a minute about what some of our sector’s relationships might look like if they were based on trust (rather than a range of contractual compliance measures)… All I ask is that rather than going to the knee-jerk ‘that won’t work because…’ response, take a minute to think about how much better than the realities you are used to dealing with, these options would be. If we can collectively acknowledge that there could be significant gains made (reaching new people, improving staff morale, discovering new social solutions, etc) from placing a higher premium on trust in our work, *maybe* then we can start to get passed some of the obstacles that have kept it from happening thus far…
- What if managers and the staff they managed got to hold each other accountable on a range of mutually-agreed aims and objectives, rather than this process-happening in one-direction?
- What if we felt we could admit our mistakes, shortcomings and poor judgment calls to those above and below us, without fear of some kind of retribution, backstabbing or disciplinary?
- What if we only addressed problems as they arose, with the people involved, rather than filling reams of paper with ‘what to do in case of worst-case scenario’ policies?
- What if funders and organisations saw themselves as partners, aiming to openly learn from their respective experiences and achieve social change together?
- What if organisations were supported to trial some new ideas before throwing all of their efforts into one approach, helping learn what really works before deeply investing?
- What if funders and trustees supported innovation and the kinds of (often risky) practices that foster it, rather than requiring a predetermined outcome and stressing heavy-handed accountability messages?
- What if people who wanted to help a good cause could just show up and be put to work?
- What if organisations encouraged volunteers to take-on high-level roles or define their own roles, rather than simply offering a ‘one-size-fits-all’ voluntary position?
- What if volunteers made collective decisions on the issues that affect them, rather than having them imposed by management or trustees?
This is clearly a polemic piece…
Some larger voluntary organisations have broken through some of these barriers effectively, and many have not. My instinct is that if a big organisation (and their relevant funders) could put this whole picture into action, the gains would be truly immense.
If you do, let’s not get hung up on ‘why it will never happen’, and start thinking about ‘what steps are needed to make it a real possibility’!
Thursday, June 24th, 2010
‘Human institutions’ are groups that have come together in significant numbers for a common social purpose and maintained a collective focus on the human relationships (within and beyond their limits) that have helped them to flourish. Most of the institutions we know – whether in the public, private or voluntary sectors – seem to have buried these relationships under an array of forms, policies, chains-of-command, jargon and other often-counter-productive formalities, claiming such structures are needed to enable growth. Too many have lost track of the ways people – unmitigated by institutions – interact amongst each other, inadvertently pushing away those less-familiar or comfortable with such structures and preventing new ideas from emerging within their ranks.
Some, however, have managed to strike the delicate balance between growth (financial, geographic-reach and otherwise) and the combined value, passion and diversity of the people that make them up.
This blog is an ongoing attempt to capture some of the recurring themes which seem to be at the core of organisations that have been able to maintain their human element, while still expanding their staff, their income or their remit.
Through the contributions of all and any who are concerned with ensuring the institutions affecting our lives are innovative, adaptable and inclusive, this document will expand on the basis of your feedback and get regularly re-posted in its latest incarnations, gradually taking on the ‘wisdom of the crowd’…
Here are the first 5 traits of a human institution I’ve chosen to highlight:
A rule is only as useful as the willingness that exists to break it, when needed. Sadly, this sentiment is often lost in organisations. The tendency to standardise everything – often benevolently, in the name of equal opportunities and fairness – creates a system that seems to prevent anyone having any advantages over anyone else, but which ends-up excluding people on the basis of its rigidity and the inevitable diversity of potential users’ circumstances.
Though rules are invariably created for good reasons, they all have their limitations. Human institutions recognise these limitations and ensure their staff are empowered to have significant flexibility to adapt to peoples’ circumstances as needed, even if that sometimes means cutting against standard protocols.
2. Mutual trust-based accountability
Accountability is far too often a one-way process that is tied to existing power-dynamics (between funders and funded groups; managers and staff, etc) which seem to assume the worst of the people told to prove their worth. Micromanagement attempts to prevent any method someone could imagine to cheat a system. As more regulations are imposed, people’s ability to work/deliver objectives is hindered by the time spent justifying how their time is spent. So they find alternative (sometimes less-ethical means) of satisfying those imposing these regulations… and no one wins.
Alternatively, being trusted gives people a strong sense of ownership and responsibility over a situation. As does a power shift that allows those traditionally held to account, to also hold their counterparts to account simultaneously. In strong human relationships (the kind that provide the greatest results, in both personal and professional settings), accountability is both trust-based and mutual. In human institutions this is also the case.
Linked to the concept of ‘trust’, is that of autonomy. The assumed practice of hierarchical management structures makes it far more difficult in most organisations for people to pursue creative and new ideas. Though a balance must be struck to achieve organisational objectives, rarely is the space given for staff to work autonomously, towards the organisation’s broader aims, but along a newly-emerging path.
Like with trust, those who feel they have room to determine their direction, often give more than those who have their direction pre-determined by someone with superior rank. Broad organisational objectives give staff more space to work to their strengths, than narrowly-defined outputs and outcomes which too often ignore the involved individuals’ passions and abilities.
4. Experiential diversity
Diversity is important from more than an equal opportunities perspective, and applies to organisations beyond the more-easily measurable differences of race, gender, religion, etc. Having an experientially diverse staff and volunteer team (of individuals who have taken different paths to ending up at your organisation) is crucial to a human institution in two other significant ways:
1) To give newcomers approaching the organisations from the outside, the sense that both people like them and a range of different people are welcome and accepted;
2) To provide a greater range of opinions and internal debate, than a group of people who have had very similar experiences in life tend to, encouraging new ways of working.
As James Surowiecki explains in ‘The Wisdom of Crowds’, even if a minority opinion in a group proves incorrect, “the confrontation with a dissenting view, logically enough, forces the majority to interrogate its own positions more thoroughly.” This has in itself, been found to improve decision making processes in human institutions.
5. Plain communications
The language we use to communicate and promote our work has huge consequences for the people who take it in. Many organisations seem all-too-keen to create new words and phrases and see if they can push them into circulation, without recognising that each additional piece of jargon can serve to push away someone not already ‘in the know’. Human institutions realise that effectively communicating messages and ideas is more about simplicity, than it is about complexity.
If you’re interested in discovering what you can do to create a human institution in your workplace or organisation, register for our new 1/2-day workshop in London, ‘Seeds to Grow a Human Institution’!
Monday, June 21st, 2010
We’re really excited to announce our first public workshop, picking apart the ‘human institutions’ concept and how you can apply it to your work within your organisations!
You can read more about the event, register and share the link on Twitter, Facebook and other social networks (and we’d be grateful if you did!) by scrolling down in the EventBrite box below this text.
Looking forward to working with you!
Liam (and the Concrete Solutions team)