ASSET-BASED COOPERATION
UPDATED Summer 2021
CONTENTS GETTING STARTED What is Asset-Based Cooperation? Initial self-assessment
CORE PRACTICES Build relationships before you need them Allow your values to drive your work Share power: don't do for others... Count higher than two Welcome discomfort and transform conflict Practice iteration and appreciation Communicate effectively and creatively
DOING THE WORK Tools and worksheets Accountability and ongoing practice
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GETTING STARTED
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WHAT IS ASSET-BASED COOPERATION? WHAT is asset-based cooperation? Asset-Based Cooperation is a concept in development, our first attempt at identifying the concrete, specific, actionable practices that organizations of any size and background can use if they want to really solve the problems that we face in our communities and societies. Asset-Based Cooperation is an organizational movement away from competition, isolation, and disempowerment - and towards an environment where everyone has voice and influence. The majority of suggestions in this guide come directly from Dismantling Racism: A Workbook for Social Change Groups, by Kenneth Jones and Tema Okun. We have also used pieces of The Seven Habits of Highly Depolarizing People, by David Blankenhorn, were inspired by The Answer to How is Yes, by Peter Block, and included many uncredited snippets of knowledge of wisdom that we have used for many years within Wisconsin Partners.
WHY do we need it? Our problems are complex, intertangled, and personal - and they will never be solved if we continue to operate in ways that are isolated, exclusive, and competitive. We need spaces where people from different perspectives and experiences can come together and figure things out. We can start doing this now with our organizations and ourselves, shifting away from the very same harmful practices that got us into this mess in the first place and towards practices that help us really understand and address the challenges we face.
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USING THIS GUIDE
1
do an initial SELF-ASSESSMENT
2
BROWSE the whole document
3
FOCUS on one or two priorities
Worksheets are available on the next few pages. This works best if you and your team work on them separately and then compare notes.
Read through each of the organizational practices and spend some time considering them as individual suggestions and as a body of material.
Identify one or two areas where you want to focus your energy for a few months. You might start with a practice that your organization already cares about, where you know you can make traction. Or, you might choose a practice that is furthest from your organization's culture, and really dig into that. Either way, we recommend a narrow and focused approach, rather than trying to do everything at once. You may want to partner with another organization to hold each other accountable. Set a day or time to check in with each other.
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INITIAL SELF-ASSESSMENT For each member of the team
MAP YOUR ORGANIZATION You will create a visual representation of the relationships, goals, and movement of your organization, in order to better understand where things are at. This activity works best if each person on the team works on the task alone, and then you comare maps. Here is one example:
Dots - Individuals. The size of the dot reflects the power or influence of each individual. Triangles - Goals. You may have one big goal, or 20 small goals. The size of the triangle reflects the importance of the goal to the organization as a whole. Circles and lines - relationships. Use a thick line to indicate a strong relationship, and a thin line to indicate a thicker one. Arrows - Direction. Where is everyone going? Where are you putting effort?
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INITIAL SELF-ASSESSMENT To work on individually, in pairs, and then as a group
VALUES What are your top personal values?
What are your organization's values?
How are they similar or different?
UNDERSTAND YOUR MAPS Why did you draw your organization the way you did? Did you include board members? Volunteers? Clients? How do your maps compare to each other? To other people on your team? Why are your ideas of the organization similar or different? Do you notice any trends in terms of who has power or influence? To what extent does your map reflect the values of you and the organization?
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CORE PRACTICES
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ORGANIZATIONAL PRACTICES
To address complex issues in the world, we need complex solutions, figured out by a complex team of people. Everyone in the community has something of value to offer. The following are our recommended practices for any organization committed to deep collaboration and cooperation and are discussed in detail in the next few pages. We recommend you select one or two at a time to focus on.
1
Build relationships before you need them
2
Allow your values to drive your work
3
Share power: don't do for others what they can do for themselves (together)
4
Count higher than two
5
Welcome discomfort and transform conflict
6
Practice iteration and appreciation
7
Communicate effectively and creatively
Where are you doing the best? Which is furthest from your current practices?
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BUILD RELATIONSHIPS BEFORE YOU NEED THEM THE ANTIDOTE TO
REACHING OUT IN CRISIS
When the dams break and our communities flood (literally, in the Driftless, and often figuratively at the capitol), we need to respond quickly and effectively. Imagine what can happen if we know exactly who to turn to. We need to build trusting relationships before things get bad. We need to practice working through conflict. We need to know who's going to really get things done. It's easy to get caught in the rush of our day-to-day transactional work. The practice of Building Relationships seems unimportant in the moment - but if we move to longterm thinking, it is one of the most critical things we can do.
EXAMPLES
OF THIS PRACTICE
Include relationship-building into job descriptions and evaluations Budget time for relationships and honor that, even when things get busy Seek people who have drive, not just title Look for voices different than yours, or perspectives missing in your organization Connect people with one another: recognize that the more elaborate the relational web, the stronger it is as a whole
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ALLOW YOUR VALUES TO DRIVE YOUR WORK THE ANTIDOTE TO
URGENCY, BIGGER IS BETTER, AND QUANTITY OVER QUALITY We live in a culture that tends to prioritize efficiency, production, and quantifiable deliverables. But when we get lost in the rush of deadlines, to what extent do we lose track of our ultimate goals as an organization? When we focus on doing what's easy, do we lose track of what's really most important? Sometimes, we need to pause. We need to ask: what are we really trying to do here? If this is important, can we figure out a way to make it happen?
EXAMPLES
OF THIS PRACTICE
Replace your first question of “how would we do that?” with “do we think this is worth doing?” Create a “living” values statement Include process goals, and find ways to measure them. Your goals can speak to how you want to do your work and who should be included, not just what you want to do Recognize times when you need to get off the agenda in order to address underlying concerns Think big picture: how will these actions impact people in 7 generations? Do they create problems for other communities? Are we really solving the problem we care most about? Continue to center your values, not your deadlines. Set realistic workplans, understanding that things take longer than expected
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SHARE POWER: DON'T DO FOR OTHERS WHAT THEY CAN DO FOR THEMSELVES (TOGETHER)
THE ANTIDOTE TO
POWER-HOARDING, PATERNALISM, AND INDIVIDUALISM We live in a culture that tends to prioritize efficiency, production, and quantifiable deliverables. But when we get lost in the rush of deadlines, to what extent do we lose track of our ultimate goals as an organization? When we focus on doing what's easy, do we lose track of what's really most important? Sometimes, we need to pause. We need to ask: what are we really trying to do here? If this is important, can we figure out a way to make it happen?
EXAMPLES
OF THIS PRACTICE
Provide transparency and avenues to decision-making, especially for people affected by decisions Give people credit for being able to handle more than you think Include power sharing in your organization's values statement Make sure people understand that a good leader develops the power and skills of others, and evaluate people based on their ability to work as a team and delegate to others
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COUNT HIGHER THAN TWO THE ANTIDOTE TO
EITHER/OR THINKING, BELIEVING
IN ONE RIGHT WAY / OBJECTIVITY In the words of David Blankenhorn, "One may be the loneliest number, but in the area of social criticism and conflict, two is probably the most harmful." As we know from interpersonal conflict, two people can be right at the same time. Most of the important things in the world cannot be divided in to two "mutually antagonistic categories." There is gray area, overlap, and third, fourth, and fifth options. The more we seek them out, the more we will see them.
EXAMPLES
OF THIS PRACTICE
Notice when people (including you!) use either/or language and push to come up with more than two alternatives Notice when people are simplifying complex issues, particularly when the stakes seem high or an urgent decision needs to be made. Slow it down, give people a break, and encourage people to think creatively and do a deeper analysis. Avoid making decisions under extreme pressure
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EXAMPLES, CONT. MORE THAN TWO VOICES = MORE THAN TWO IDEAS Realize that everybody has a world view that affects the way they understand things - including you. Assume that everybody has a valid point and your job is to understand what that point is There are many ways to get to the same goal When working with communities from a different culture than yours or your organization's, be clear that you have some learning to do about the communities' ways of doing Never assume that you or your organization know what's best for the community in isolation from meaningful relationships with that community Once the group has made a decision, honor that decision and see what you and the organization will learn from taking that way, even and especially if it is not the way you would have chosen Work on developing the ability to notice when people do things differently and how those different ways might improve your approach Look for the tendency for a group or a person to keep pushing the same point over and over out of a belief that there is only one right way and then name it
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WELCOME DISCOMFORT AND TRANSFORM CONFLICT
THE ANTIDOTE TO
RIGHT TO COMFORT AND FEARING CONFLICT
Humans are highly adapted to seeking inclusion - our continued existence is rooted in our involvement in a group that can help us live and survive. Maybe this is why we avoid conflict, out a root fear of being left out. But when we avoid resolving problems because of this fear, something is wrong. Tension can be a driver of innovation and creativity - we just have to ease into it, appreciate it, and see it for its full potential.
EXAMPLES
OF THIS PRACTICE
Discomfort is at the root of all growth and learning. Welcome it as much as you can. Appreciate that conflict is a space for transformation and creativity. Don't take everything personally Role play ways to handle conflict in advance, and revisit conflict afterwards as a way to learn. Distinguish between being polite and raising hard issues. Don't require those who raise hard issues to raise them in acceptable ways, especially if you are using the ways in which issues are raised as an excuse not to address the issues being raised
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PRACTICE ITERATION AND APPRECIATION
THE ANTIDOTE TO
PERFECTIONISM
We operate in a world of high expectations. We should always dress correctly, act correctly, accomplish everything we ever set out to do - and any misstep along the way is a failure. Humans are not machines. We are flawed, beautiful, and complex. We are always in the process of learning and growing, especially when we are trying something new - and we need to be trying new things. Take a few steps, recalibrate, take a few more. Our teammates can thrive when they feel valued and know there is opportunity to continue trying.
EXAMPLES
OF THIS PRACTICE
Develop a culture of appreciation, where the organization takes time to make sure that people’s work and efforts are appreciated Develop a learning organization, where it is expected that everyone will make mistakes and those mistakes offer opportunities for learning Separate the person from the mistake When offering feedback, always speak to the things that went well before offering criticism Ask people to offer specific suggestions for how to do things differently when offering criticism
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COMMUNICATE EFFECTIVELY AND CREATIVELY
THE ANTIDOTE TO
WORSHIP OF THE WRITTEN WORD
Frankly, this guide is not the best example of this principle. We have relied on the written word to make the information easily and quickly accessible to anyone who wants it - but we don't think that these practices will start taking place in an organization just because someone has read a guide. People learn through art, conversation, and trying things out. Some people love graphs, charts, and pictures, other people are eager for videos and songs. What forms of communication are really working for people within our organizations and outside of them? What haven't we tried yet? If we want to be effective in our communication, we will need to be intentional and creative about it as well.
EXAMPLES
OF THIS PRACTICE
Analyze how people inside and outside the organization get and share information Figure out which things need to be written down and come up with alternative ways to document what is happening Work to recognize the contributions and skills that every person brings to the organization (for example, the ability to build relationships with those who are important to the organization's mission)
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DOING THE WORK
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POST ASSESSMENT To work on as a team
WHAT DOES THIS LOOK LIKE FOR US? For each of the core practices, briefly describe how these are showing up, or not, at your organization:
Build relationships before you need them
Allow your values to drive your work
Share power: don't do for others what they can do for themselves (together)
Count higher than two
Welcome discomfort and transform conflict
Practice iteration and appreciation
Communicate effectively and creatively
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POST ASSESSMENT To work on as a team
PRIORITIZING Where we are strongest already:
Where we have already been doing some work:
Where there is most opportunity for us to grow:
REFLECTION To work on individually Where I am most comfortable or have skills already:
Where I have already been doing some work:
Where there is most opportunity for me to grow:
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FOCUSED ASSESSMENT To work on as a team
PRIORITY AREA #1 Core Practice
What stands out to us about this practice? How do we feel right away when we think and talk about it?
How is this showing up, or not, in our organization? (expand from earlier) What specific behaviors show us that someone understands this concept? Some next steps we can take to embed this practice in our organization
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FOCUSED ASSESSMENT To work on as a team
PRIORITY AREA #2 Core Practice
What stands out to us about this practice? How do we feel right away when we think and talk about it?
How is this showing up, or not, in our organization? (expand from earlier) What specific behaviors show us that someone understands this concept? Some next steps we can take to embed this practice in our organization
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ACCOUNTABILITY To work on as a team
TIMELINE Actions we will take in the next month
Who will take the lead?
Actions we will take in the next 3 months
Who will take the lead?
Actions we will take in the next year
Who will take the lead?
Please contact Wisconsin Partners if you would like additional support and exercises around these topics. info@wisconsinpartners.org
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ACCOUNTABILITY To work on as a team
SELF-ACCOUNTABILITY Why is this so important to us? How can we stay motivated?
What are some barriers we expect? How can we respond to them?
PARTNERS Who can help hold us accountable to moving forward on these practices?
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Thank you for continuing to persist in the stubborn optimism that we can do better, together. Please contact us at any time to connect, share strategies, and build thriving, vibrant communities for everyone.
CONTACT info@wisconsinpartners.org www.wisconsinpartners.org