Inside some organisations, there are networks of facilitators who design and run better meetings. Perhaps you are in such a network, or have worked with people who are. Perhaps you've designed and run training for people who go on to be part of such a network. These are, for the most part, people who facilitate either as a part of their job (and are given management support and time within their job to do this) or on top of their day job (having to carve out time informally, and doing it because they love it). They are not generally full-time facilitators.
I was asked to share some insights about facilitation networks, for SALAR, the Swedish Association of Local Government and Regions. This was done as part of some work that Edward Andersson is helping them with. A link to my presentation is at the bottom of this post.
Facilitation as an essential skill for participative approaches to decision-making
SALAR's interest came from their desire to revitalise dialogue between citizens and local government, in order that decisions taken at a local and regional level are much better informed by people's experiences, insight and preferences. When bringing together a group of citizens to discuss contentious questions like whether and how best to welcome refugees, or what to do about school provision or local transport services, you need a skillful facilitator who can both design a good process and facilitate it 'in the room'.
And the in-house facilitator network I know best - at the Environment Agency* - arose because of exactly this impulse: the need to have much better conversations with stakeholders (both professional stakeholders and communities) about important questions like pollution control, flood risk management and protecting water quality. (The Environment Agency also has a framework contract for Stakeholder Engagement, Advice and Facilitation Services, known as SEAFS, which has professional independent facilitators on it.)
Facilitation for internal conversations
There are also in-house facilitator networks which focus on internal conversations, rather than inside-outside conversations. They help out with specific initiatives or projects - like whole-staff conversations in the run-up to the development of strategic plans - or can be called on for smaller conversations, like project planning or to sort out a problem. Some organisations choose to take a very focused approach to their facilitation, by training facilitators in a specific methodology like agile or design thinking. Others will equip their facilitators with a wider range of tools.
There was a period in the UK when the stars aligned, and there was enough political focus on the role of citizen participation in local decision making that all sorts of public bodies - police, emergency services, health, education, local government and so on - needed to build their capacity to facilitate conversations with stakeholders and the public. A solution which emerged - developed and championed by InterAct Networks - was to train facilitators from a number of different organisations which all covered the same geographical area. So someone from a county council, a health authority and a community group might work together - with no money changing hands - to facilitate a workshop on behalf of an education authority. And when the county council needed external facilitators, they could call on others in the network to help out. This was one (cash-cheap) way to address the need for independent, neutral facilitation, where the facilitator does not have a stake in the outcome of the conversation.
At its height in 2004, there were between 15 and 20 such inter-organisational networks swapping facilitation resources and playing that neutral facilitator role for each other. Often, the in-house facilitators would would alongside professional independent facilitators who would lead on process design while the network members played support roles, for example facilitating table groups in larger workshops.
When I went looking for these kinds of networks again in 2017, I couldn't find any of the original networks still operating. (I did find a different inter-organisation facilitator network, trained by Dawn Williams of Sage Gateshead, informally swapping facilitation services between museums in the North East of England.)
More in-house networks
After my work for SALAR was completed, I found out about some other in-house networks. This was at a fascinating panel discussion as part of the (IAF) International Association of Facilitators conference in Paris, in October 2017. We heard from four organisations about their internal networks: DHL Express Russia, Airbus, Decathlon and ENGIE Global Energy Management. DHL Express Russia has trained 200 in-house facilitators!
As well as networks where the purpose is to build an organisation's capacity to design and run better meetings, there are networks which are essentially there to facilitate peer learning between people who want to improve their facilitation skills. There are loads of these, and they fall into two categories: alumni of a particular training course, e.g. Art of Hosting or TOP; and 'all-comers' peer learning, like the learning meet-ups organised by the IAF in the UK. These are much more likely to include 'all comers' than to be confined to a single organisation.
What makes them work?
There are six key lessons that I took from talking to people who run successful networks and also to those with insights into networks that haven't continued:
- Management support for network members - people need support from their managers to do the training, and then use their new skills for the benefit of colleagues and the wider organisation.
- Coordination doesn't happen by magic. Networks are never 'self-sustaining'. Coordination, leadership, administration takes real people real time. It can be 'hidden' within someone's day job, or done on top of the day job, but it still needs doing.
- The network must have a clear purpose (peer learning; advocating for the use of facilitative approaches; swapping of facilitator resources), and that purpose must meet a real organisational need (otherwise management support will not happen).
- For peer learning networks, people need to think about four things: whether there is an 'entry level' of minimum knowledge, skill or training; how to support members in actively using their skills; encouraging reflective practice and peer or 'client' feedback; and building in face-to-face refreshers where people share skills, learn new ones, and problem solve for each other.
- For 'swapping' networks, whether intra- or inter-organisational, even stronger organisational support is needed. There need to be guidelines for quality control, a protocol for receiving appropriate requests for facilitation support, and time for coordination.
What do you need to think about?
When setting up a facilitator network, the initiators need to think about:
- its purpose - is it about facilitation skills which may be used in any situation, or about promoting public engagement or participative decision-making? is it primarily there to enable continued learning and skills development, or to provide (semi) independent facilitation for each other's teams (swapping facilitator resource)?
- its boundaries - do all the members need to be from the same organisation? or to have gone through the same training? Is there a minimum level of skill or training that they need, to be able to offer themselves to facilitate for others in the name of the network? If there is 'swapping' of facilitators, there are some additional questions: how will 'clients' know about the resource, and how to use it well? How will requests for facilitation be filtered and allocated? How will facilitators get feedback? Does it matter if some members never make themselves available to facilitate in this way?
- the organisational context - consider and explore things like: senior level sponsorship; the learning and development or professional development aspects, and how to get support from this team; making it part of people's 'day job'; if it's about promoting and enabling public and stakeholder engagement, consider how the organisation can integrate public engagement into the decision-making or policy-making cycle; whether or not the organisation has access to external professional facilitation support, in addition to its in-house network, and how this may dovetail with the network.
- its coordination and management - how will the network get the resources to do the coordination and management; how will the coordinator(s) / manager(s) have a mandate from the network members, or from the organisation; who 'owns' the network, and can make decisions about its future?
Find out more
My presentation to SALAR is available here. It's a powerpoint slide show, .ppsx. This page should help if you are having trouble viewing it. The presentation is in three parts, and the participants had a chance to discuss the questions between each section. (For process geeks: we then had Q&A via skype, and doing it this way enabled me to stick to my no flying experiment.)
If you'd like to talk about setting up or revitalising an in-house facilitation network, do get in touch.
*Along with colleagues from InterAct Networks and 3KQ, I have trained in-house facilitators at the Environment Agency, and worked with them to facilitate workshops involving stakeholders and the public.
In the fourth of my series on business and the Sustainable Development Goals, I found out about how Nestle and Mondelez are working to secure their long-term supply of cocoa, about how companies are calling for greater action on carbon emissions and how the pension fund of England's environment regulator is divesting from fossil fuels. This part of the series looks at Goal 13 Climate Action and Goal 15 Life on Land.
For over fifteen years, InterAct Networks worked to put stakeholder and public engagement at the heart of public sector decision-making, especially through focusing on capacity-building in the UK public sector. This work - through training and other ways of helping people learn, and through helping clients thinks about structures, policies and organisational change - helped organisations get better at strategically engaging with their stakeholders to understand their needs and preferences, get better informed, collaboratively design solutions and put them into practice. Much of that work has been with the Environment Agency, running the largest capacity-building programme of its kind.
InterAct Networks was registered as a Limited Liability Partnership in February 2002.
Founding partners Jeff Bishop, Lindsey Colbourne, Richard Harris and Lynn Wetenhall established InterAct Networks to support the development of 'local facilitator networks' of people wanting to develop facilitation skills from a range of organisations in a locality.
These geographically based networks enabled cross organisational learning and support. Networks were established across the UK, ranging from the Highlands and Islands to Surrey, Gwynedd to Gloucestershire. InterAct Networks provided the initial facilitation training to the networks, and supported them in establishing ongoing learning platforms. We also helped to network the networks, sharing resources and insights across the UK. Although some networks (e.g. Gwynedd) continue today, others found the lack of a 'lead' organisation meant that the network eventually lost direction.
In 2006, following a review of the effectiveness of the geographical networks, InterAct Networks began working with clients to build their organisational capacity to engage with stakeholders (including communities and the public) in decision making. This work included designing and delivering training (and other learning interventions), as well as setting up and supporting internal networks of engagement mentors and facilitators. We have since worked with the Countryside Council for Wales, the UK Sustainable Development Commission, Defra, DECC (via Sciencewise-ERC see p10), Natural England and primarily the Environment Agency in England and Wales.
Through our work with these organisations InterAct Networks led the field in:
tools and materials
new forms of organisational learning.
After Richard and Jeff left, Penny Walker joined Lindsey and Lynn as a partner in 2011, and InterAct Networks became limited company in 2012. In 2014, Lynn Wetenhall retired as a Director.
Some insights into building organisational capacity
Through our work with clients, especially the Environment Agency, we have learnt a lot about what works if you want to build an organisation's capacity to engage stakeholders and to collaborate. There is, of course, much more than can be summarised here. Here are just five key insights:
- Tailor the intervention to the part of the organisation you are working with.
- For strategic, conceptual 'content', classroom training can rarely do more than raise awareness.
- Use trainers who are practitioners.
- Begin with the change you want to see.
- Learning interventions are only a small part of building capacity.
Tailor the intervention
An organisation which wants to improve its engagement with stakeholders and the public in the development and delivery of public policy needs capacity at organisational, team and individual levels.
This diagram, originated by Jeff Bishop, shows a cross-organisational framework, helping you to understand the levels and their roles (vision and direction; process management; delivery). If capacity building remains in the process management and delivery zones, stakeholder and public engagement will be limited to pockets of good practice.
Classroom training will raise awareness of tools
There are half a dozen brilliant tools, frameworks and concepts which are enormously helpful in planning and delivering stakeholder and public engagement. Classroom training (and online self-guided learning) can do the job of raising awareness of these. But translating knowledge into lived practice - which is the goal - needs ongoing on-the-job interventions like mentoring, team learning or action learning sets. Modelling by someone who knows how to use the tools, support in using them - however inexpertly at first - and reinforcement of their usefulness. Reflection on how they were used and the impact they had.
Use trainers who are practitioners
People who are experienced and skillful in planning and delivering stakeholder and public engagement, and who are also experienced and skillful in designing and delivering learning interventions, make absolutely the best capacity-builders. They have credibility and a wealth of examples, they understand why the frameworks or skills which are being taught are so powerful. They understand from practice how they can be flexed and when it's a bad idea to move away from the ideal. We were enormously privileged to have a great team of practitioner-trainers to work with as part of the wider InterAct Networks family.
Begin with the change you want to see
The way to identify the "learning intervention" needed, is to begin by asking "what does the organisation need to do differently, or more of, to achieve its goals?", focusing on whatever the key challenge is that the capacity building needs to address. Once that is clear (and it may take a 'commissioning group' or quite a lot of participative research to answer that question), ask "what do (which) people need to do differently, or more of?". Having identified a target group of people, and the improvements they need to make, ask "what do these people need to learn (knowledge, skills) in order to make those improvements?". At this stage, it's also useful to ask what else they need to help them make the improvements (permission, budget, resources, changes to policies etc). Finally, ask "what are the most effective learning interventions to build that knowledge and those skills for these people?". Classroom training is only one solution, and often not the best one.
Learning interventions are (only) part of the story
Sometimes the capacity that needs building is skills and knowledge - things you can learn. So learning interventions (training, coaching, mentoring etc) are appropriate responses. Sometimes the capacity "gap" is about incentives, policies, processes or less tangible cultural things. In which case other interventions will be needed. The change journey needs exquisite awareness of what 'good' looks like, what people are doing and the impact it's having, what the progress and stuckness is. Being able to share observations and insights as a team (made up of both clients and consultants) is invaluable.
The most useful concepts and frameworks
Over the years, some concepts and frameworks emerged as the most useful in helping people to see stakeholder engagement, collaboration and participation in a new light and turn that enlightenment into a practical approach.
I've blogged about some of these elsewhere on this site: follow the links.
- What's up for grabs? What's fixed, open or negotiable.
- Asking questions in order to uncover latent consensus - the PIN concept.
- How much engagement? Depending on the context for your decision, project or programme, different intensities of engagement are appropriate. This tool helps you decide.
- Is collaboration appropriate for this desired outcome? This matrix takes the 'outcome' that you want to achieve as a starting point, and helps you see whether collaborating with others will help you achieve it.
- Engagement aims: transmit, receive and collaborate. Sometimes known as the Public Engagement Triangle, this way of understanding "engagement aims" was developed originally by Lindsey Colbourne as part of her work with the Sciencewise-ERC, for the Science for All Follow Up Group.
- Who shall we engage and how intensely? (stakeholder identification and mapping)
Three-day facilitation training
As part of this wider suite of strategic and skills-based capacity building, InterAct Networks ran dozens of three-day facilitation skills training courses and helped the Environment Agency to set up an internal facilitator network so that quasi-third parties can facilitate meetings as part of public and stakeholder engagement. The facilitator network often works with external independent facilitators, contracted by the Environment Agency for bigger, more complex or higher-conflict work. This facilitation course is now under the stewardship of 3KQ.
More reports and resources
Here are some other reports and resources developed by the InterAct Networks team, sometimes while wearing other hats.
Evaluation of the use of Working with Others - Building Trust for the Shaldon Flood Risk Project, Straw E. and Colbourne, L., March 2009.
Departmental Dialogue Index - developed by Lindsey Colbourne for Sciencewise.
Doing an organisational stocktake.
Organisational Learning and Change for Public Engagement, Colbourne, L., 2010, for NCCPE and The Science for All group, as part of The Department of Business, Innovation and Skills (BIS)’ Science and Society programme.
Mainstreaming collaboration with communities and stakeholders for FCERM, Colbourne, L., 2009 for Defra and the Environment Agency.
Thank you for a wonderful ride
In 2015, Lindsey and Penny decided to close the company, in order to pursue other interests. Lindsey's amazing art work can be seen here. Penny continues to help clients get better at stakeholder engagement, including through being an Associate of 3KQ, which has taken ownership of the core facilitation training course that InterAct Networks developed and has honed over the years. The Environment Agency continues to espouse its "Working with Others" approach, with great guidance and passion from Dr. Cath Brooks and others. Colleagues and collaborators in the work with the Environment Agency included Involve and Collingwood Environmental Planning, as well as Helena Poldervaart who led on a range of Effective Conversations courses. We hope that we have left a legacy of hundreds of people who understand and are committed to asking great questions and listening really well to the communities and interests they serve, for the good of us all.
It's rarely a way of getting things done faster that you would alone! If you are looking to collaboration to solve your speed problem, then you need to seek other solutions.
Fifth of six
This post is the fifth in a series of six, covering the six characteristic challenges of collaborative working.
Speculate to accumulate
Collaboration needs up-front investment in understanding the history, context and relationships between potential collaborators. And once that first phase is over and there's an eager collaborator willing to play, it takes time to explore possible win-wins and work through the details of how you'll work together. Let alone the time to agree on the action you will take together which moves you all towards the agreed outcomes.
The diagram of the loops of collaboration in this post is an attempt to put this into images.
One of my favourite aphorisms, supplied by the wonderful Elspeth Donovan, is that you have to go slow to go fast. Keep this in mind to reassure yourself and your colleagues when the pace of progress is making you twitchy.
What takes the time?
In collaboration, you can't skimp on the time it takes to
- build relationships
- understand the landscape of collaboration
- understand the culture of potential collaborators
- explore possible win-wins
- establish ways of working (formal and informal).
And there are two kinds of time taken up: the time budget (how many hours you have available to work on it) and the calendar time (how much time will elapse before the various milestone decisions or actions occur).
Speaking of the time budget, it takes real people's real time to convene, manage or even just play an active role in a collaboration. This time doesn't need to all come from the initiating organisation: in fact, it's a mistake if it does, because it leads to unhelpful assumptions about whose responsibility it is to keep the show on the road.
Leaders - you can help
If you lead a team who need to initiate and take an active part in collaboration, here are some tips, developed with facilitator extraordinaire Andrew Acland as part of our work with the Environment Agency :
- Give staff time to explore the ‘landscape’ and understand the history
- Be patient – don’t expect delivery, or even significant decisions, too soon.
- Ensure internal reporting processes, deadlines, targets and KPIs are compatible with this reality. You may need to explain this to senior managers, defending the approach and the time it is taking. There is a great guide to evaluating collaboration (or 'collective impact' in the terminology of the Collective Impact Forum), which stresses the different things you may need to look for during the early stages (mostly process and proxies) than the delivery phase (deliverables, outputs, outcomes, impacts).
- Communicate existing work and establish new ‘quick wins’ to maintain interest, support and momentum.
- Be prepared to stay involved and actively engaged after decisions have been made or policies signed off. Don’t take up this way of working unless you see it as a long-term commitment.
- Managers need to have detailed understanding of the organisational, legal and policy context of any collaborative work to be able to make sense of the reality of what their staff will need to do.
- This might mean some ‘front loading’ of manager time in early stages, so they are sufficiently briefed to both lead and support staff. This resource needs to come from somewhere.
- This way of working needs to be planned in, budgeted for and resourced, even if another organisation is ‘convening’ the partnership or collaborative planning process; most collaboration requires work between meetings.
When you're collaborating, there are six characteristic challenges you're bound to come up against. This is the third.
There are some typical challenges in inter-organisational collaboration which it's as well to be ready for. I'll summarise them here, and then blog in more detail about each one over the coming weeks.
- it isn't easy
- decisions are shared
- it depends on great relationships
- it requires high-quality internal working too
- it's a marathon not a sprint
- success may look different from what you expected
These six characteristics emerged from research I carried out with experienced collaborators from the Environment Agency, when putting together some training for their managers on how to develop and support a team culture which supports collaboration. This training was developed and delivered with InterAct Networks (including Lynn Wetenhall) and a small internal client team, and some of Working Collaboratively also draws on this work.
Here's a little about our first characteristic - it isn't easy.
It isn't easy
This may sound a little trite, but there is an important insight here: you choose to collaborate (rather than work alone) when the problem you want to solve or the outcome you want to achieve is something that you can't tackle alone. Why can't you tackle it alone? Most likely because it is complex, systemic, entrenched, wicked, long-standing. And all of those things make it hard.
So you are using an inherently difficult approach (collaboration - see the other five characteristics for what makes it inherently hard) to tackle a hard situation.
Which means: if you are finding it hard, it doesn't necessarily mean that you are doing it wrong!
I say this so you can find comfort in knowing that the hardness is a feature of the landscape, to be expected. Don't beat yourself (or your colleagues, or your collaborators) up.
Instead, discuss the hardness. "Hey team, this is proving hard! What do we need to keep doing, and what do we need to do differently, in the face of the difficulties?". Knowing that it's OK to have this conversation - because the hardness is inherent rather than anyone's fault - will free you up to find new ways to address things or the strength to continue with the things you are already doing.
Does collaboration sound like too much hard work? The examples of collaboration which get most attention are the big, the bold, the game changing.
Which can be a bit off-putting. If I collaborate, will I be expected to do something as hard and all-consuming?
Actually, most collaborative work is much more modest. And even the big and bold began as something doable.
So what kind of work might collaborators do together?
Collaborative Advantage needs to exist, in order for the extra work that collaborating takes to be worth it! My colleague Lynn Wetenhall puts it like this, in training and capacity building we've developed for the Environment Agency:
"Collaborative advantage is the outcomes or additional benefits that we can achieve only by working with others."
Know when to collaborate...
When contemplating collaborating, you need to make at least an initial cost-benefit judgement and this relies on understanding the potential collaborative advantage. Chris Huxham in Creating Collaborative Advantage waxes rather lyrical:
“Collaborative advantage will be achieved when something unusually creative is produced – perhaps an objective is met – that no organization could have produced on its own and when each organization, through the collaboration, is able to achieve its own objectives better than it could alone.”
But it’s even better than that!
Huxham goes on:
“In some cases, it should also be possible to achieve some higher-level … objectives for society as a whole rather than just for the participating organizations.”
So collaborative advantage is that truly sweet spot, when not only do you meet goals of your own that you wouldn’t be able to otherwise, you can also make things better for people and the planet. Definitely sustainable development territory.
...and when not to
There’s another side to the collaborative advantage coin.
If the potential collaborative advantage is not high enough, or you can achieve your goals just as well working alone, then it may be that collaboration is not the best approach.
So it's here! A mere nine months after first being contacted by Nick Bellorini of DōSustainability, my e-book on collaboration is out!
Over the next few weeks, I'll be blogging on some of the things that really struck me about writing it and that I'm still chewing over. In the meantime, I just wanted to let you know that it's out there, and you, dear reader, can get it with 15% off if you use the code PWP15 when you order it. See more here.
It's an e-book - and here's something cool for the dematerialisation and sharing economy geeks: you can rent it for 48 hours, just like a film! Since it's supposed to be a 90 minute read, that should work just fine.
And I couldn't have done it without the wonderful colleagues, clients, peers, critics, fellow explorers and tea-makers who helped out.
Andrew Acland, Cath Beaver, Craig Bennett, Fiona Bowles, Cath Brooks, Signe Bruun Jensen, Ken Caplan, Niamh Carey, Lindsey Colbourne, Stephanie Draper, Lindsay Evans, James Farrell, Chris Grieve, Michael Guthrie, Charlotte Millar, Paula Orr, Helena Poldervaart, Chris Pomfret, Jonathon Porritt, Keith Richards, Clare Twigger-Ross, Neil Verlander, Lynn Wetenhall; others at the Environment Agency; people who have been involved in the piloting of the Catchment Based Approach in England in particular in the Lower Lee, Tidal Thames and Brent; and others who joined in with an InterAct Networks peer learning day on collaboration.
"Who will make sure it doesn't fall over?"
This was a question posed by someone in a workshop I facilitated, which brought together stakeholders (potential collaborators) who shared an interest in a water catchment.
It was a good question. In a collaboration, where equality between organisations is a value - and the pragmatic as well as philosophical truth is that everyone is only involved because they choose to be - what constitutes leadership? How do you avoid no-one taking responsibility because everyone is sharing responsibility?
If the collaboration stops moving forwards, like a bicycle it will be in danger of falling over. Who will step forward to right it again, give it a push and help it regain momentum?
Luxurious reading time
I've been doing some reading, in preparating for writing a slim volume on collaboration for the lovely people over at DōSustainability. (Update: published July 2013.) It's been rather lovely to browse the internet, following my nose from reference to reference. I found some great academic papers, including "Collaborative Governance in Theory and Practice" by Chris Ansell and Alison Gash. This paper is based on a review of 137 case studies, and draws out what the authors call 'critical variables' which influence the success of attempts at collaborative governance.
It's worth just pausing to notice that this paper focuses on 'collaborative governance', which you could characterise as when stakeholders come together to make decisions about what some other organisation is going to do (e.g. agree a management plan for a nature reserve ), to contrast it with other kinds of collaboration where the stakeholders who choose to collaborate are making decisions about what they themselves will do, to further the common or complementary aims of the collaboration (e.g. the emerging work of Tasting the Future).
Leadership as a critical variable
Ansell and Gash identify leadership as one of these critical variables. They say:
"Although 'unassisted' negotiations are sometimes possible, the literature overwhelmingly finds that facilitative leadership is important for bringing stakeholders together and getting them to engage each other in a collaborative spirit."
What kind of person can provide this facilitative leadership? Do they have to be disinterested, in the manner of an agenda-neutral facilitator? Or do they have to be a figure with credibility and power within the system, to provide a sense of agency to the collaboration?
Interestingly, Ansell and Gash think both are needed, depending on whether power is distributed relatively equally or relatively unequally among the potential collaborators. It's worth quoting at some length here:
"Where conflict is high and trust is low, but power distribution is relatively equal and stakeholders have an incentive to participate, then collaborative governance can successfully proceed by relying on the services of an honest broker that the respective stakeholders accept and trust."
This honest broker will pay attention to process and remain 'above the fray' - a facilitator or mediator.
"Where power distribution is more asymmetric or incentives to participate are weak or asymmetric, then collaborative governance is more likely to succeed if there is a strong "organic" leader who commands the respect and trust of the various stakeholders at the outset of the process."
An organic leader emerges from among the stakeholders, and my reading of the paper suggests that their strength may come from the power and credibility of their organisation as well as personal qualities like technical knowledge, charisma and so on.
While you can buy in a neutral facilitator (if you have the resource to do so), you cannot invent a trusted, powerful 'organic' leader if they are not already in the system. Ansell and Gash note "an implication of this contingency is that the possibility for effective collaboration may be seriously constrained by a lack of leadership."
Policy framework for collaboration
I'm also interested in this right now, because of my involvement in the piloting of the Catchment Based Approach. I have been supporting people both as a facilitator (honest broker) and by building the capacity of staff at the Environment Agency to work collaboratively and 'host' or 'lead' collaborative work in some of the pilot catchments. The former role has been mainly with Dialogue by Design, and latter with InterAct Networks.
One of the things that has been explored in these pilots, is what the differences are when the collaboration is hosted by the Environment Agency, and when it is hosted by another organisation, as in for example Your Tidal Thames or the Brent Catchment Partnership.
There was a well-attended conference on February 14th, where preliminary results were shared and Defra officials talked about what may happen next. The policy framework which Defra is due to set out in the Spring of 2013 will have important implications for where the facilitative leadership comes from.
One of the phrases used in Defra's presentation was 'independent host' and another was 'facilitator'. It's not yet clear what Defra might mean by these two phrases. I immediately wondered: independent of what, or of whom? Might this point towards the more agenda-neutral facilitator, the honest broker? If so, how will this be resourced?
I am thoughtful about whether these catchments might have the characteristics where the Ansell and Gash's honest broker will succeed, or whether they have characteristics which indicate an organic leader is needed. Perhaps both would be useful, working together in a leadership team.
Those designing the policy framework could do worse than read this paper.
Spurred on by discussions over at the Involve blog, I want to share a really useful framework for those of you who are thinking about engaging stakeholders or (sections of) the public while you decide what to do about something. At the start, discussions within the organisation which is asking for input need to establish clarity about what's alread fixed, what's completely open and what there are some preferences about but where there is room for change.
Pie Chart: Lindsey Colbourne
Not negotiable - At the start of your engagement process it is likely that what's decided (and thus not negotiable) may be at the level of overall objectives, and timescales. For example, a Government department may have a policy objective and a legal deadline to meet. A local council may know that it wants to revamp a local park, and have a potential funding source whose criteria it needs to meet.
Negotiable - You may have some existing preferences, ideas or initiatives which have been piloted and could be rolled out. There may be some technical information which will inform the decision or be used to assess options. There may be criteria which you are bound to, or want to use, but haven't yet applied to the options.
Open - There will be aspects of the decision which you have no preference about and where the decisions can in effect (even if not in law or within your organisation's own rules) be delegated to others.
Remember that you will also have decided-negotiable-open aspects to your engagement process - the people you talk to, the points at which you engage them, the methods and channels which are used.
The conversation you have internally with your team about what goes in each slice of the pie can often be dramatically useful: flushing out assumptions which have hitherto been hidden, and exposing disagreements within the team in the safety of your planning conversations rather than in the less forgiving gaze of stakeholders.
The pie slices shift over time
At the start of the process, it's likely that the 'decided' slice is slimmer than the other two. As the process unfolds, things usually shift from 'open' to 'negotiable' and from 'negotiable' to 'decided'. Principles and assessment criteria get agreed. Ways of working are negotiated. Working groups or consultation processes are established. Exploratory conversations crystalise into options which get fleshed out and then assessed. Some options get discarded and others emerge as front-runners.
Sometimes, things can move in the other direction: when opposition is so strong that you have to think again, or when new information emerges which shows that ways forward which had seemed marginal are now much more likely to work. In extreme circumstances, this may lead to the initiative being abandoned altogether. The debacle over England's publicly-owned forests is an example of this.
Tell people what's 'up for grabs'
There's no point asking people what you should do about something if you have already made up your mind.
By all means ask for feedback which will help you communicate your decisions more clearly. Understanding people's concerns and aspirations means you can address them directly in your explanations about why you have made a particular decision and how to expect to implement and review it.
Do people the simple courtesy of letting them know which aspects of situation you are most keen to get their feedback and ideas about - which information will most helpful in informing the decision, the dilemmas you'd like to think through with them, the innovative ideas you'd like to test out.
That way, everyone's time is spent where it can make the most difference.
Acknowledgements to Lindsey Colbourne and others at the late lamented Sustainable Development Commission, InterAct Networks, Sciencewise-ERC and the Environment Agency who have been developing and working with this framework over the last few years.
This blog entry is written for a very specific reason: I've just advised a group of people to look at my blog for initial sources on multi-stakeholder collaboration... but reviewing the blog I realise that it'll be quite hard to find the things I mean, and some of them I haven't even written about yet! So, especially for them - and for you, dear other readers - here's a quick brain dump of key sources and ideas which I think form a good set of starting points, mostly from my own experience. Which means that if you have other great resources to tell people about, please do post them in the comments box.
There are some really interesting examples from the UK of the Environment Agency spending quite a lot of time and resources thoughtfully engaging in conversations with communities and other stakeholders when considering flood defences and coastal erosion risk. For example, Shaldon and Medmerry [transparency alert - I worked on the Medmerry project] where engagement with stakeholders was carefully planned so that people could influence the decisions which the project team was making as the plans developed. Both schemes are ongoing. See for example this report from the UK's Sustainable Development Commission which includes Shaldon as an example, and this short case study from the Environment Agency on Shaldon. A search using 'environment agency', shaldon, stakeholder and 'liaison group' will bring up other interesting views on the engagement approach and its success.There's a bit more about the EA's ground-breaking work in this area in this article on DAD/EDD.
Another place-specific collaborative approach is described in this article "Human Systems Intervention And The Natural Step" by Jenny Sardone & Magdalena Szpala, first published in AMED's Organisations and People journal. I believe that it's not available electronically, but I'm trying to chase down an e-version so I can link to it.
Much better known are the FSC and the MSC - now well-established multi-stakeholder organisations which tried to 'get the whole system in the room' to work out credible consensus-based criteria for what might be considered sustainable management of forest and marine resources. They have had varying degrees of success over the years in getting buy-in from all the different interests (environmental, social, economic). I wrote about the MSC a few years ago, an article called plenty more fish in the sea. Current examples include WWF-UK's Tasting the Future, Forum for the Future's work on tourism, and CPSL's work on both climate and insurance. Some of these have crystalised into organisations, others are more fluid than that: fellow travellers collaborating with intention.
Theories, techniques and patterns
Fascinating to ponder on what the circumstances are which bring about authentic whole-system engagement, and what you have to do to get the right people in the room in the first place, and then to keep up the momentum. The best resource I know of at the moment on this is Peggy Holman's Engaging Emergence. But I'm sure there are lots of others: please help me collect them by posting your favourites in the comments box.
Favourite techniques which can help include World Cafe, Open Space Technology and Future Search. I've blogged about the first big Tasting the Future meeting here, which combined a number of techniques.
SDC resources on collaboration, dialogue, engagement
Since its demise, it's really hard to find the engagement resources on the SDC's website. So here are some direct links to some of them:
- SDC's response to National Framework for Greater Citizen Engagement (2008)
- Final report on the SDC's Supplier Obligation stakeholder and public engagement process "Household Energy from 2011", with a description of process and findings. There are links to other documents about this process here. [Transparency alert - I worked on the Supplier Obligation project.]
- An independent evaluation report about the SDC's Engagement in Tidal Power process, which brought together stakeholders and the public to think about criteria and issues in harnessing power from the tides.
- The groundbreaking and really rather wonderful (for process geeks) guidance on designing engagement, published by the SDC but drawing on pioneering work done by InterAct Networks (Lindsey Colbourne, Lynn Wetenhall, Jeff Bishop, Richard Harris and others) and developed through practitioners at the Environment Agency among others. This work continues, for example through work Sciencewise-ERC has done with DECC.
- Some specific gems from this guidance include 'engagement and the policy making cycle' and a 'typology of engagement' and some definitions of different kinds of engagement. [More transparency - I work regularly with Sciencewise-ERC and as of 2011 am a Director of InterAct Networks]
Add your wisdom
This has been a very rapid post, and most of the examples and ideas are those which I'm personally familiar with. There must be lots of others, including some great compilation resources. Please use the comments space to link to your favourites and to critique what I've posted here.