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Dialogue Newsletter                                                    Facilitative Leadership - February 2011Over the pas...
2 2011                                                                                                        -           ...
S       E   Q   U   O   I   A   C   L   U   B                                              •                              ...
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February 2011 CPYF Dialogue Newsletter: Facilitative Leadership


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February 2011 CPYF Dialogue Newsletter: Facilitative Leadership

  1. 1. Dialogue Newsletter Facilitative Leadership - February 2011Over the past few newsletters I have written Q: What do you think is necessary to personal commitment all of which varyabout traditional attitudes of leadership in achieve positive social change? according each own developmental level.contrast to alternative models of thinking.This month I met with Gibrán Rivera, Senior A: Facilitating spaces where ‘human Q; How are sustainable communitiesAssociate at the Interaction Institute for sized’ social change can become palpably forged, and what is needed to supportSocial Change (IISC) and someone who at real. their continued development?first meeting struck me as presencing adifferent way of thinking ... “Human sized” refers to prioritizing people A: Work with groups and individuals at and relationships where emergence is about the level of their development. CultivateDuring the month of February I attended the critical connections, not about critical mass. the conditions for change rather thanIISCs "Facilitative Leadership" three-day As we become more practiced in ways of driving the change itself.workshop. I learned their models and tools “being-with” (presencing, in Theory Ufor how to construct compelling visions, terms), and familiar with what it means to be Effective leadership in organizations orbalance results, process and relationships, authentically connected, we begin to shift communities comes down to creating theasses appropriateness of an intervention, towards a personal leadership that has the conditions for systems to cope with threatsdesign a pathway to action, facilitate capacity to skillfully care for the well-being and to leverage those opportunities foragreement in a contentious conversation, of the whole. This means creating the further and celebrate others. Essentially, we conditions where stakeholders can voicelearned how to hold an effective meeting, their perspectives, talents, take initiative, This means being able to tolerate doingincluding how to move difficult situations make decisions, work with others, and share things differently. Allowing uncertainty totoward consensus. Stay tuned for a overall responsibility for the well-being of exist, creating and holding a safe"Facilitative Leadership" workshop offering the whole. environment for people to accept thein the near future in Taiwan by the CPYF! legitimacy of others’ ideas, perceptions and Leadership as a process of condition feedback in a non-defensive way.Gibrán Rivera considers these skills creation focuses on strengthening theof facilitative leadership as key to creating capacity of teams, organizations, networks I find that what helps in depersonalizing thepositive social change and sustainable and communities to engage in the leadership feedback is to recognize that people arecommunities. This was the basis of his process while inviting individuals to do the talking about their mental models and notcandidacy for Boston City Council where heinner work that enables them to contribute really about you. Therefore, explicitlyled a movement embodying a new approach their unique gifts for the service of the talking about this mental model aloud, so itto being in community. collective. This capacity is a mind-set and is seen for its objective nature then invite heart-set which considers internal group others to join you in reframing it. ThisQ: What is this “new approach to being in dynamics and the larger systemic picture collaborative competency is iterative andcommunity? while maintaining a spirit of receptivity and integrative as ideas build on each other over adaptation that “allows the other to be a time; and breakthrough ideas come out ofA: Beloved Community legitimate other.” the differences of opinion and experience.“I am committed to finding out what it really Facilitative leaders may use a toolbox of Gibrán has found himself a perfect joblooks like to build a beloved community as skills and behaviors, but success comes from working at the IISC, an organizationDr. Martin Luther King Jr. had envisioned:” a facilitative way of being. To cultivate this dedicated to harnessing the power of way of being, Gibran suggests practicing collaboration within the social sector to through the “containers” generated in World create a just and sustainable world. Looks Our goal is to create a beloved community; Café and Open Space events, as well as like the CPYF and the IISC have a lot in this will require a qualitative change in our through in the practices of the Five common, reflecting perhaps the emergent souls as well as a quantitative change in our Disciplines and Appreciative Inquiry which: paradigm that we are collectively lives. ~ Dr. Martin Luther King Jr. • inspire shared visions; experiencing as members of one universal • seek maximum stakeholder & systemic beloved community.Gibrán’s attraction to community stems from participation in decision-making;his experience of moving from Puerto Rico • facilitate foundational agreement among The CP Yen Foundation mission is to fosterto the U.S. at the age of 13 and growing up diverse perspectives; the art of dialogue, facilitate positive socialas a minority in American society. Like Dr. • are processes and experiences that bring change, and forge the development ofKing, he found himself drawn to the idea of out the best in people and embody the sustainable communities. We do this bydemocracy, the work of emancipatory future they collectively desire. providing:politics, and today the application of • tap into inherent knowledge; 1. Dialogue trainingnetwork theory in social change. 2. Dialogue experiences Building leadership capability is a process of 3. Dialogue services self-awareness, skill development andNullam arcu leo, facilisis ut 1
  2. 2. 2 2011 - ” ~ ~ Gibran Rivera ( U )Gibrán Rivera, Gibran IISC Interaction Institutefor Social Change (IISC)IISC : ? : IISC’ : ? IISC : Gibrán … Gibrán 13Gibrán Rivera Gibrán : ? :Nullam arcu leo, facilisis ut 2
  3. 3. S E Q U O I A C L U B • • Gibran IISC IISC http:// - Seth Godin : ? IISC ? : ~ - Humberto Maturana (the MatrizticInstitute ) . 1. 2. • 3. • • • • Gibran IISC • IISC www.cp-yen.ning.comNullam arcu leo, facilisis ut 3