Some people just hate shouting out ideas in a group. If you need quantity and creativity, and to make sure the quiet thinkers contribute their ideas too, this alternative to the traditional brainstorm is my new go-to technique.
If you want sustainability to move from being a nice-to-have, to being a must-have, at some point you will need to show that there’s a business case for it: that your organisation will meet its core mission better, faster, cheaper by paying good attention to sustainability than by ignoring it.
What does the business case look like in your organisation?
If the IPCC’s Special Report on climate change made you want to do something – anything – to calm the climate, swiftly followed by a sinking feeling that you just don’t know what is both doable and meaningful, and you’d rather not think about it…. You can do something meaningful! Here’s a great way to find your contribution.
Our opportunities to change things can come from unexpected directions. A new CEO who wants to shake things up. A sudden upsurge of public enthusiasm for naked shampoo bars or reusable cups. A cost-cutting drive.
How can you make the most of these changes from elsewhere, and surf them expertly to get things moving in a sustainable direction?
As a participation professional who’s been lurking around NHS Citizen as it develops, one of the most exciting aspects has been the webcasting.
The two worlds I straddle - sustainability and process - interweave in all sorts of ways. And one of those ways involves challenging myself, and other facilitators, about the sustainability of our own practice. And although I've called this blog post 'greening' our practice, of course there are the social and ethical aspects of sustainability as well as the environmental ones to consider.
Contemplating ecological apocalypse, and being really really angry with the bozos who are letting it happen, can make us sustainability people pretty dull conversationalists.
In a bid to learn some new ways of delighting people while helping them stare into the abyss, I enrolled in the marvellous Sustainable Stand Up course, run by my old friend and colleague - and all round laughter fairy - Belina Raffy with support from Dr Steve Cross.
When I first met with Brigid Finlayson and Carolina Karlstrom, to see whether we could work together to create the first She is Still Sustainable, we talked a lot about the kind of event we wanted to make it. And our conversation focused a lot on mood, atmosphere, emotional tone: we wanted it to be “warm, safe, friendly event which is refreshing, inspiring and supportive”.
Lots of the women who came along to She is Still Sustainable said that the highlight was a co-coaching exercise we ran, using a solutions focus approach. People paired up and coached each other, asking positive, future-oriented questions about the sustainability work they wanted to do. The instructions are here.
Any fool can design a workshop. What really tests you is having to redesign it part-way through.
You’ve done a great plan, and prepared your materials. You know how you’d like the space laid out, and your workshop will take the group on a journey towards a convergent, satisfying conclusion.
And then it all goes horribly wrong. Nasty surprises throw your plans into disarray. You need to redesign and you need to do it NOW!
One of the lovely things that we did at She is Still Sustainable last month, was to build a wonderwall of our achievements. And wow! What a lot we have achieved.
Some were very personal – surviving divorce, arranging funerals, raising children....
Some had enormous reach – training 100s of facilitators, systems change programme with Sierra Leone Ministry of Health to improve community health, part of a team delivering a sustainable London 2012...
In a recent coaching session, my client was exploring whether they had permission to do something. And, in an uncertain and fluid situation, how they would know whether they had permission or not. What if they misread the signs?
We developed a two-by-two matrix, to sort out the possibilities.