A recent comment to a collective impact article -- "...and let all of the skeptics stay at home" -- hit me with a dull thud.  Can you have collective impact with only "true believers?"
     I think not.
     Nor, it seems to me, can you achieve community outcomes with just the agencies, or schools, or hospitals, or funders, or whatever institutions in a community are dedicated to addressing "the problem," on board.  For I'm a believer in the concept that a core requirement to true sustainable outcomes is a change in community expectations and behaviors.  This can't be done by just a few committed souls.  It is for this reason that I think of this work in the on-going (strategic v. tactical) sense of working differently.  There are too many examples of strong, meaningful impact having an innoculation half life of two to three years (see my blog postings on The Cohort Effect and Return on Investment on Early Education for examples in the sphere of education outcomes).  Impact needs to be embedded into the on-going community context -- not just grafted on as a transitory accomplishment.  When we are envisioning community impact, we are required to think of the entire community -- skeptics and all.
     Thus, engagement, full throated, cross-sector, friend and foe embrace is central to achieving collective impact.  It should be the core capacity of any backbone or community support organization.  But often the path of least resistance (see my review of Linchpin) sub-optimizes on the size of the circle.  To get some help thinking about engagement, I went to Daniel H. Pink's new book "To Sell is Human" (which I'll review through a community collaborative lens in the near future). 
     In discussing engagement, Pink says that there are two methods of attempting to get people to act in a concerted way.  The first, practiced in the vast majority of situations is IRRITATION.  Here you are attempting to engage people to do something that WE want them to do.  Think of the vast number of non-profit or corporate endeavors under the guise of engagement, community outreach, listening sessions, where in fact we are presenting the audience with something we have already decided to do and are seeking their assent.  
     According to Pink, the other, less traveled approach to engagement is AGITATION.  Here you are engaging folks by challenging them to do something that THEY want to do.  "Want to" creates much more energy than "have to."  
     This catalytic energy is one of the reasons why all of the Working Differently communities start at the aspirational level.  In essence, coming to a shared aspiration brings us to a shared understanding of what it is we are collectively trying to achieve -- not in narrow provider or programatic language, but in clarity of what's in it for all of us.  It brings the community to the necessary "want to" energy!

At every community meeting, at every step in the process, we have seen some version of these traps arise and threaten progress. If you keep them in mind, you can see them a mile off and avoid falling into them. Even better, we’ve seen communities where, at every meeting, they designate someone to be “Sergeant At Arms” who will point out when such traps emerge and help everyone steer clear.

Here’s the full list of “traps” that we have encountered.  Over the next week or so, in three entries, I’ll feature a different set of these traps:

o  Let’s Get Comfortable
o  Let’s Put On a Show!
o  We’re Not Ready
o   Oh, That’s Their Problem
o   We Need a New Organization
o   We Need to Collaborate More
o   Data First
o   Money First
o   What If We Get It Wrong?
o   But What Are We Going to Do?

Let’s Get Comfortable

Working differently isn’t easy because it isn’t what we’re used to doing. Whenever community groups meet, they must be constantly on alert not to let discomfort pull them away from the new approach. This is especially a risk with people who are joining the effort mid-stream and may try to devolve the conversation back into an approach with which they are comfortable. You want folks to join the process continually, BUT be sure to orient newcomers appropriately [see earlier blog posting on “Seven Habits of Highly Effective Communities” for more detail on this concept of on-going orientation], and designate participants in each meeting to be the watchdogs or guards who will point out when the conversation is falling back on old, bad habits.

If every other community meeting your members are likely to attend, is focused on the old way of thinking about problems – single-sector activities, scarcity, ideology, blame – it is no surprise that there is a natural inertia in that direction and away from the more successful outcome focus of Working Differently.  We’ve seen where communities have posted their “values” and “method of operation” or take a few minutes at the beginning of each meeting reminding folks that this is a different way of working. (See upcoming “Tools” posts for examples.) 

This is also a real value provided by the community support organization or backbone organization [see earlier blog posting on "Creating the New There." for more detail on this concept of someplace in the community having a catalytic focus on the end result -- the community outcome].

Another derivative of this trap is a long-drawn out process of TRUST Building.  We’ve seen some efforts derailed for years while some well-meaning funder pays for trust building exercises.  (And most consultants are more than willing to prescribe this easy source of consultant-billing).  We have yet to see where this artificial trust is maintained in the face of the hard decisions required to develop a shared definition of the outcome and a meaningful measure.  At best, they are the community equivalent of gathering around the campfire to sing "Kumbaya."  (It's perhaps pleasant once a year, but would be mind-numbing as a sole activity.)  Success comes from jumping right into the central question – what outcome do we want? – and build trust around acting and not falsely around preparing to act.

Let’s Put On a Show!

When we aren’t sure what to do, we can easily fall back on familiar strategies like creating a new program, hosting a conference, holding a fundraiser. But we shouldn’t propose any actions until we know what the outcomes are, and then we should test those actions to measure if they are, in fact, getting us to those outcomes. When we are ready to decide how to reach the outcomes, we should begin with what we already know is working, rather than grasping at new ideas just because they are new. Achieve results from respecting and aligning the work of the community, not covering over the old system with one more layer of programs.  (We'll cover this more fully in future posts.)

We’re Not Ready

Even when we are inspired by the idea of working differently, it may feel like too much, too fast for some communities. Or certain organizations perceived to be critical to success may not feel ready to participate. But if we aren’t ready now – when our kids and elders need help, when families are in distress, when our environment is degrading – when will we be ready? Don’t get held up because some people won’t get engaged right away; some folks won’t take time to get involved until you have some actions to show them.  As we talk about in the earlier “Seven Habits” post, make sure there is always an empty chair at your working differently community meetings for whenever folks are ready to join, BUT we don’t have the luxury to wait.  Get moving. NOW! [link to Habit #2 from the blog post: Seven Habits of Highly Effective Communities.]

From Activities to Aspirations: The Why Test

Nearly all of our community conversations are about activities: "agency Y does this or program X does that."  Yet, when our "working differently" communities want to solve a problem, they begin by developing the highest aspiration possible so that all relevant resources, decision-making, participants, and measurements can be aligned for success. You will know you haven’t reached high enough if you can still answer the question “Why?” about any outcome statement. Here’s an example:

“We need all of our kids to have a nutritious lunch!”

Why? “Well, because if they have the right nutrition, they have the right energy.”

Why do we want that? “Well, if they have the right energy, they’ll be able to concentrate.”

Why do we want that? “Well, if they concentrate, they’ll learn more.”

Why do we want that? “Well, learning more could lower the dropout rate.”

Why do we want that? “Well, lower dropouts means more graduates.”

Why do we want that? “Well, more graduates are more likely to go to post-secondary education or meaningful careers.”

Why do we want that? “Well, to improve self-sufficiency and stabilize our community economy.”

Why do we want that? “Well . . . because we do!”

Ah, so there’s your aspiration: Self-Sufficiency and a Stable Community Economy

It took seven “whys?” to go from activity to aspiration. All the intermediate answers are desirable outcomes that can be targeted and measured and achieved in order to reach the aspiration. Looking back through all the answers, you can begin to see some of the people, resources, and activities that will need to be engaged to reach this aspiration.

Practice the “Why Test” at your next community meeting.

We have learned that some things are absolutely required to truly work differently as a community and, therefore, achieve your goals. These are the irreducible minimums for success. Think of them as the “Seven Habits of Highly Effective Communities.”

1. Reach for It

2. Go With Who Ya Got

3. Hold the Center

4. Keep the Circle Open

5. Avoid the Blame Game

6. Choose Measurable Outcomes

7. Develop a Sense of Urgency & Keep Going

1. Reach for It!

We have yet to work with a community that chooses a higher aspiration than is doable. Every community under-aspires, probably because they have felt defeated so many times in the past. They walk around with the heavy weight of “We’re never going to fix this problem.” Plus they feel they need to keep the aspiration “manageable” in order to please everyone. It’s no wonder they find it hard to reach for the sky.

Know this: High expectations are not unrealistic. You actually can create a great community where all residents thrive to their best ability. Setting a high aspiration inspires the process. It may feel beyond your reach at the beginning, but no one wants to make the effort to work differently for a modest goal.

As your community engages in a process to develop its aspirations, keep focused on the highest common denominator, not the lowest. Don’t we all want smart, capable kids? Strong, healthy families? Fulfilling jobs for all our residents? A joyous, beautiful community in which to grow old? Then let’s say so. And mean it. And reach for it.

Take the “Why Test”

2.  Go With Who Ya Got

So often we hesitate to make decisions when certain key players aren’t participating. We let them control the conversation by their very absence. Instead of waiting for or worrying about their opinions, keep the aspirations front and center, make decisions based on that, and keep the wheels rolling forward. When the absentees see the exciting places you are headed, they will want to jump on the bus.

The key is to place a higher value on achieving the outcome than on deferring to those who are supposedly “in charge” of that outcome. If they alone were truly in charge, would it be the issue that it has become?

3. Hold the Center

Your aspiration becomes the center of your community’s new way of working. You need it to direct your subsequent work, and you can’t live without it when the going gets rough.

"Like the core of a planet, a clear, strong sense of purpose creates the gravitational pull that will bring people, effort, resources, and commitments to the process."

Your aspiration becomes your mantra. The more your repeat it, the more you will believe it. It is posted at every meeting. It appears at the top of every handout and press release. It is incorporated into the logo for your community’s website. It is your guide.

             It is also the beginning and end of every conversation. When self-interested objections arise, or people go on the defensive, or old ways of doing things threaten progress, the aspiration reminds people of what must come first. It is hard to work at the level of community, instead of as representatives of our jobs. But we must continually hold onto that unfamiliar place and plant our feet firmly at that center where we all want the same things, where our aspiration calls us to our higher selves.

The aspiration statement allows you to talk about measurable actions. Without a clear aspiration, courtesy will always trump impact. No one wants to refuse funding to a favorite organization or question the value of a long-time community leader’s work. But without clarity on the goal and the measurements, we reinforce too many people for what they do and not for the results they achieve. However, with that clarity, those favorite organizations and stalwart leaders can see how they can align their work to help achieve the goal—and how to prove the difference they are making.

            By starting the community conversation with aspirations, we also inoculate ourselves from the harm of disrupters. Community members have feared the disruptive tactics of certain individuals who have derailed past efforts. But when the community started with such a clear picture of the goal ahead, they gave disrupters no opportunity to wreak havoc. We have heard people reflect, “So-and-so has always been so difficult before, but in these sessions they’re not.”

By holding the center, we maintain our neutrality about the activities or programs and remain committed to the outcome. It’s not that activities and programs are not important – they are how we get things done – but they are valuable only to the extent that they get us to the outcome. Even the value of collaborating must be tested against progress on outcomes. Collaboration [link to “trap” on collaboration] to gain funding or create programs can be useful, but it must be designed first and foremost around what we want to accomplish.

4. Keep the Circle Open

A community effort must be just that—the work of the whole community. While you can’t force anyone to participate, you absolutely cannot keep out anyone who wants in. This is an inclusive process that takes everyone’s perspectives into consideration but is not held hostage by any one idea or agenda.

            The circle is kept open through communication, invitation, and orientation:

Communication

Every step in the process should be documented and publicly posted on the web. Regular press releases to local media may also keep the effort in the public consciousness. The process will not be a smooth, linear success, and open communication will reveal missteps, re-dos, and changes of direction, but that’s okay. It shows how seriously you are taking this and how deliberately you are working to do it right.

Invitation

Every report, news article, and web page should include information about where and when the next meetings will be held and an open invitation for anyone to attend. You should also make personal invitations to people whose knowledge or expertise would be a valuable addition at each point in the process.

Orientation

New people won’t be used to working in new ways and will need to be caught up on what has happened so far. If they aren’t well oriented to thinking and working differently, to understanding how and why certain decisions have already been made, they will likely drag the conversation backward or in directions that reflect old ways of thinking. This is frustrating for previous participants and slows down the process.

Of course, newcomers’ questions should be answered, and they should be made to feel welcome. But the best strategy for keeping them from derailing the process is to get them up to speed before the meeting.

Plan on perpetual orientation as part of working differently. [pull quote] Phone conversations, materials to read, and half-hour pre-meeting orientations for newcomers are all helpful. Tell them your story, and when you get to the present, add them as a character. Then they can be full participants who will carry forward the process in their own valuable ways.

5. Avoid the Blame Game

Communities have a long history of not reaching their goals. It is easy to point fingers at who isn’t pulling his weight or doing her job. But the blame game only hurts; it never helps. In fact, usually we blame what is most susceptible to the broader failings of the community—the very institutions that are dependent on us as citizens for their achievement. It is the classic lesson of the pointed finger that has three fingers pointing back at ourselves.

We’ve yet to run into any malicious person who doesn’t want everyone to prosper. The ineffective systems we have are not caused by evil people trying to create hurdles. They are the result of all our good intentions put into action without clarity and rigor about what those good intentions will achieve.

Thus, blaming schools for failed outcomes, for example, is our way of avoiding our community responsibility for those outcomes. This new way of working asks everyone to take responsibility for success, so everyone is accountable. “Their children” become “our children.” “Those schools” become “our schools.”

6. Choose Measurable Outcomes

When Nisa Hensley, a Duke Energy executive in Shelby, Indiana, began participating in her community’s new way of working, she shared this realization: 

 “For success in real estate, the one guideline is ‘location, location, location.’ For community solutions, it should be ‘outcome, outcome, outcome.’”

Once you have agreed on what you want to achieve, you must determine how you will know when you’ve achieved it. Like stepping on the scale every morning, measurable outcomes are your guideposts for progress.

They need to be specific and measurable with clarity about how they will be measured:

·      95% of third graders read at grade level as measured by such-and-such test (e.g. NEAP).

·      90% of high school graduates attain at least an associates degree or trades certification within four years    of graduation.

·      95% of families move out of poverty as defined by such-and-such calculator.

·      90% of all residents report getting regular exercise as measured by local survey.

·      No more than five days a year does the air pollution measure exceed such-and-such level.

·      75% of vacant land within the city boundary is repurposed within ten years.

After you have your community aspirations, no other decisions should come before the outcomes, because when you get clear on the outcomes, the next questions – what should we do? how should we do it? who should do it? how can we pay for it? – become much easier to answer.

If we spend money to help send first-generation low-income students to college, but only 19% of them graduate (as is currently true in the state of Indiana), we haven’t invested that money very wisely. But if we commit to an outcome of 80% of first-generation students graduating from college (a commitment made in Grant County, Indiana), we will invest appropriately in the supports needed to help students succeed once they get there.

Sometimes we hesitate to choose outcomes because we worry they aren’t the right ones to measure, or that some good things cannot be measured. But if we are going to do the right thing for our future, we have to abandon the shifting ground and focus on what we can prove. As we learn more, we might decide to move to a different plateau, but we need some permanent measures to begin mapping our progress.

7. Develop a Sense of Urgency & Keep Going

If your community’s goals are worth aspiring to, they are worth invoking a sense of urgency. Each day, month, or year that passes without progress on the outcomes means more children, families, or opportunities are permitted to languish.

"Even so, working differently as a community is not a short-term project. It is not a new program. It is a long-term strategy."

When someone starts a new company, the entrepreneur never thinks, “Well, I hope I can do this quickly and get it over with.” It is just as absurd to think that way about solving community problems. Creating a healthy community is on ongoing commitment with an indefinite timeline. Like a successful company, you should want it to last and last, because it means you are succeeding at working at the community level. This doesn’t mean you can’t see quick results on certain outcomes, and it doesn’t mean you shouldn’t keep the momentum rolling. But you should embrace it as a new way of operating from now on.