This document provides an overview of people-centered organizations and highlights key discussions from recent events focused on this theme. It summarizes (1) a workshop on employee ownership models and how they can benefit both businesses and employees, (2) the National Coalition for Dialogue & Deliberation event on moving past polarization through public engagement techniques, and (3) a Presencing Institute workshop on opening oneself to channel emergent change. The document also shares notes on Clark University's initiative to develop a culture of respectful dialogue on campus.

1. November 2010
People-centered Organizations
A CP YEN FOUNDATION Newsletter
Employee Ownership & Core Principles & Presencing: Collective Inviting Dialogue
National Coalition of Practices for Dialogue & Leadership for Profound Perspectives on the Difficult Dialogues
Dialogue and Deliberation Deliberation Innovation and Change Initiative at Clark University
Page 2 Page 3 Page 7 Page 10
In this Issue....
“People-centered organizations” has been the theme of conversations, activities and reflections
this month.
From participating in a workshop about employee ownership where practitioners shared an
experience of deep connection and purpose in their work, reaffirming that responsibility lies in
ourselves to embody the needed change in the world. As a microcosm of
the larger culture,
People-centered organizations was also the focus of dialogue at the National Coalition for Dialogue allows a
Dialogue & Deliberation (NCDD) event themed from polarization to problem solving: a learning exchange wide spectrum of
possible
on public engagement. The NCDD is a coalition of practitioners (organizations, researchers, public
relationships to
officials, activists, artists and students) working to solve problems through quality deliberation and
be revealed.
collaborative action. At this event I learned tools (summarized in this newsletter), heard about
experiences in difficult contexts and participated in a focus group about internet-based dialogue. It can disclose the
impact of society
Appreciation for people-centered organizations was deepened on a very personal level during my on the individual
participation in the Presencing Institute’s workshop Presencing: Collective Leadership for Profound and the
Innovation and Change where we learned how to open our mind, heart and will; to suspend personal individual’s
voices of judgment, cynicism and fear; and to let go of the past and tune into a future that is impact on society.
seeking to emerge through oneself. This process is called presencing: to act from a state of
awareness in the now: sensing and actualizing emerging futures. How is this related to people- It can display how
centered organizations? “The success of an intervention depends on the interior condition of the power is assumed
intervenor.” Usually we are not aware of the source dimension from which effective leadership or given away
and how
and social action come into being. It is this source that theory U attempts to explore.
pervasive are the
generally
My “aha” was in realizing that opening oneself to be a vehicle for the emergent is of greater
unnoticed rules of
importance than the specific forms they emerge into is. My insight is to engage the variety ways the system that
that I can be a vehicle to my mission: to foster the art of dialogue, facilitate positive social change and forge constitutes our
sustainable communities. I invite you to share with me and the Foundation your thoughts on what is culture.
emerging through you.
But it is most
Lastly, in this article I offer notes on Clark University’s Difficult Dialogues initiative. As one of 27 deeply concerned
programs across the U.S. funded by the Ford Foundation, the initiative raises awareness and with
develops dialogue skills through a range of public programs, faculty development, courses and understanding the
activities in student life. The aim is to foster a culture of dialogue on campus and encourage an dynamics of how
ethos of transparency and collaboration across the community. thought conceives
such connections.
Included at the end of this newsletter is an outline of five dialogue methods so you too can practice - David Bohm
dialogue in your own community! I welcome feedback about your experiences and any questions
you may have during your learning process!
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2. November 2010
Employee Ownership
"Employee ownership" refers to the ownership of a company, directly or indirectly, in part or in whole by
some or all of its employees. Ownership is generally through a formal plan offered by the employer.
Popular types of ownership arrangements in the U.S. are employee stock ownership plans (ESOPs), equity
compensation plans such as stock options, and ownership culture.
Thanks to ownership options, employees are able to experience income growth at levels that would not have been available
through a conventional salary structure. In real terms, this makes the difference between being able to buy a house,
affording college and many other life aspirations dependent on financial ability.
Empirical studies on employee ownership and its consequences have found favorable effects. The effects however, do not
come about automatically and the specific conditions under which they arise are largely unknown. A thesis on this topic is
currently underway by Phd candidate Joe Hsueh (MIT Sloan) to address the question: under what conditions does
employee ownership improve firm performance? Because ownership structure is part of a larger corporate system Hsueh
has developed a dynamic feedback model of a startup company with various compensation and ownership structures
highlighting how each structure influences employee behavior, how they drive business processes, and how those processes
interact with market conditions which generate specific firm performance effects. Joe’s contribution to the fields of
Organizational Design and Strategic Human Resource Management is this model of causal mechanisms between Human
Resource practices and firm performance as well as an analysis of how various combinations of salary, stock options, stock
grants, profit sharing schemes and participatory management influence firm performance overtime under different industry
structures and market conditions.
From Polarization to Problem Solving
Battles for the media attention; simplifying complex reality into polarized extremes; civic
participation being replaced by apathy... our national consciousness has got to have a
better way to evolve. Well, there is, it’s being pioneered across the globe and one of the
actors is The National Coalition for Dialogue & Deliberation (NCDD).
An emergent social shift: Dialogue & deliberation is practiced in conflict transformation, intergroup relations and
deliberative democracy. The Boston NCDD gathering brought together public engagement practitioners—facilitators,
public officials, school administrators, community leaders, and others—to discuss practical methods and policies for
productive dialogue. With the increase in national and local attention to more open, participatory governance and
community problem-solving, the conversation focused in on three topic areas:
1. Quality Public Engagement: What is it and how to broaden adoption?
2. Online Engagement: How can online technology enhance public engagement?
3. Collaborations That Work: How to strengthen connections between public administrators, engagement
practitioners and the public?
What is Public Engagement?
Enabling citizens to have authentic, civil, productive discussions at public meetings ~ even on highly contentious issues.
Techniques include National Issues Forums, Study Circles, Town Meetings, Open Space Technology and World Cafe to
name just a few. These techniques create the space for real dialogue: so everyone who shows up can tell their story and
share their perspective on the topic at hand.
Dialogue builds trust and enables genuine listening to perspectives very different from one’s own. Deliberations are key to
public engagement, enabling people to discuss the consequences, costs and tradeoffs of policy options then to work through
the emotions that tough choices raise. Almost all dialogue & deliberation techniques involve:
- Facilitators and ground rules that create a safe atmosphere for honest, productive discussion;
- Framing the issue, questions and discussion material in a balanced and accurate manner;
- Having citizens and decision-makers on all sides of the issue talk to each other face-to-face in multiple small groups.
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3. November 2010
CORE PRINCIPLES FOR PUBLIC ENGAGEMENT:
created collaboratively by the dialogue & deliberation community
1. Careful Planning and Preparation: 6. Impact and Action:
Ensure the design, organization and convening process Ensure each participatory effort has real potential to make
serve a clearly defined purpose and the needs of the a difference and that participants are aware of that
participants. potential.
2. Inclusion and Demographic Diversity: 7. Sustained Engagement and Participatory
Equitably incorporate diverse people, voices, ideas and Culture:
information to lay the groundwork for quality outcomes Promote a culture of participation with programs and
and democratic legitimacy. institutions that support ongoing quality public
3. Collaboration and Shared Purpose: engagement.
Support and encourage organizations from government,
to business and to community to work together to advance
the common good. Resources for Facilitators:
4. Openness and Learning: - The Skilled Facilitator - by Roger Schwarz
Help all involved to listen to each other, explore new ideas - Facilitators Guide to Participatory Decision-Making -by Sam
unconstrained by predetermined outcomes, learn and Kaner
apply information in ways that generate new options, and - IAF Handbook of Group Facilitation - by Sandy Schuman
rigorously evaluate the process. - Visit http://ncdd.org/rc/best-of-the-best-resources for a list
of what NCDD considers the best resources available to build
5. Transparency and Trust:
skills in dialogue, deliberation and public engagement.
Be clear and open about the process and provide a public
record of the organizers, sponsors, outcomes and range of Reference:
views and ideas expressed. *http://www.thataway.org/files/
Core_Principles_of_Public_Engagement.pdf
Here’s a simple matrix clarifying the application of tools according to different deliberation needs.
Refer to the next page for a detailed description of each engagement stream:
Exploration Conflict Transformation
People learn more about themselves, their community, or an Poor relations or a specific conflict among
issue - and perhaps also come up with innovative ideas. individuals or groups is tackled.
- World Cafe - Sustained Dialogue
- Open Space - Victim-Offender Mediation,
- Socrates Cafe - Compassionate Listening
- Bohm Dialogue
Decision Making Collaborative Action
A decision or policy is impacted, and public knowledge of People tackle complex problems and take
an issue is improved. responsibility for solutions they come up with.
- Citizens Jury - Study Circles
- Deliberative Polling - Appreciative Inquiry
- Consensus Conference - Future Search
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4. Primary To encourage people To resolve conflicts, to To influence public To empower
and groups to learn foster personal healing decisions and public people and groups
more about and growth, and to policy and improve to solve
Purpose themselves, their improve relations among public knowledge. complicated
community or an issue groups problems and take
and possibly discover responsibility for
innovative solutions the solution
Name of
Conflict Collaborative
Engagement Exploration Decision Making
Transformation Action
Stream
Key Features Suspending Creating a safe space, Naming and framing the Using dialogue and
assumptions, creating hearing from everyone, issue fairly, weighing all deliberation to
a space that building trust, sharing options, considering generate ideas for
encourages a different personal stories and different positions community action,
kind of conversation, views. (deliberation), revealing developing and
using ritual and public values, implementing
symbolism to brainstorming solutions. action plans
encourage openness, collaboratively.
emphasis on listening.
Important A group or Relationships among The issue is within The issue/dispute
community seems participants are poor or government’s (or any requires
stuck and needs to not yet established yet single entity’s) sphere of intervention across
When... reflect on their need to be. Issue can influence. multiple public and
circumstance in depth only be resolved when private entities,
and gain collective people change their and anytime
insight. behavior or attitude, community action
expand their perspective is important.
or take time to reflect
and heal.
Examples of Strengthening Political polarization, Budgeting, land use, Regional sprawl,
democracy, value-based conflicts, health care, social institutional
understanding a healing after crises or security. racism, youth
Issues community of trauma. violence,
practice. responding to
crises.
Organizer’s To encourage new To create a safe space To involve a TO encourage
insights and for people with different representative group of integrated efforts
connections to emerge views to talk about their citizens in thorough among diverse
Strategy by creating a space for personal experiences discussions about stakeholders,
people to share their and feel heard. Often, to complicated policy sectors,
thoughts, feelings and set the groundwork for issues. IDeally, the organizations, etc.
perspectives. deliberation and action. process is linked to policy involved in the
making. issue.
Appropriate Conversation Cafe, Sustained Dialogue, National Issues Forums, Study Circles,
Wisdom Council/ Victim-Offender Citizens Jury, Future Search,
Circles, Socrates, Mediation, PCP Deliberative Polling, Appreciative
D&D Processes Cafe, World Cafe, dialogue, Town Hall meetings, Inquiry.
Open Space, Compassionate Charrettes, Citizen
Appreciative Inquiry, Listening. Choicework, Consensus
Bohm Dialogue. Conference.
Key Questions How can we ensure How can the issue be How can we best Who needs to be at
people feel safe framed so that all sides represent the public the table? What
expressing what are brought to - and feel (random selection, kind of power
for Organizers inspires and touches welcomed at - the table? stakeholder rep., recruit a dynamics exist?
them? What will What are people’s needs critical mass)? Should What group/leader/
stimulate listening and & how can healing, public officials institution is most
sharing, without action & respect be met participate side-by-side resistant to
making people effectively? If conflict citizens? What materials change? What
uncomfortable? exists,how overt and need to be developed / group tends not to
volatile is it? How, if at obtained? How to ensure be at the table,
all, to transition people the process influences although they’re
to “what’s next?” policy? affected?
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5. Process Distinctions: *from NCDD’s Engagement Streams Framework: www.cnrep.org/documents/tools/ddStreams1-08.pdf
Transformation
Collaborative
Exploration
Decision
Conflict
Making
Action
Processes Size of Group Type of Session Participant Selection
Hundreds to All-day meeting Open; recruit for
Town Hall thousands in 1 representativenss
X room at small
Meeting tables.
Appreciative From 20 to 4 to 6-day summit. Internal and external
X X 20,000 stakeholders.
Inquiry
Bohm Small Group No set length or number of Open or invitation.
X X meetings
Dialogue
A small team of Intense work sessions last Participants represent a
professionals and 1-3 days typically; some range of organized groups,
a much larger last 1-2 weeks. but others with a stake in
Charrettes X X group of the issue are encourage to
stakeholders. attend.
Multiple small 1 session, ranging from 2 Open; recruit for
Citizen groups. hours to all day. representativenss
X
Choicework
Small Group 5-day meeting Random selection
Citizens Jury X
2 to 200 people; Varies between 30 minutes Open to whoever is drawn;
Compassion usually fewer and 3 days, depending on often listeners are brought
X X than 30 how many people are in to hear the stories of
ate Listening involved. oppressed or oppressors.
Large group. 2 weekends for participants Random selection
Consensus to prepare, 2-4 day
X conference.
Conference
Single or multiple One 90-minute session. Open; publicize to
Conversation small groups encourage
X X representativeness.
Cafe
Up to several Weekend-long meeting Random selection
Deliberative hundred people in
X small groups in 1
Polling room.
60 to 80 people 3 days All inclusive
Future
X X X
Search
5

6. Process Distinctions (continued):
Transformation
Collaborative
Exploration
Decision
Conflict
Making
Action
Processes Size of Group Type of Session Participant Selection
Intergroup Single or multiple Regular weekly meetings of Open; recruit for
X X X small groups 2-3 hours representativeness
Dialogue
National Up to hundreds in 1 two-hour meeting. Open; recruit for
1 room, then representativeness
Issues X break up in
interest groups
Forums multiple times.
Up to hundreds in 3 days Varies
Open Space 1 room, then
X X break up in
Technology interest groups
multiple times.
Public Small Group Multiple 2-hour sessions. Involves all sides of an
existing conflict.
Conversation
X
Project
dialogue
3 to 30 people 1-2 hours Whoever is in the class or
Socrates at the meeting, or whoever
X responds to the flyers.
Cafe
Small Group Numerous 2- 3-hour Open; recruit for
Sustained sessions. representativeness among
X X X conflicting groups.
Dialogue
Victim Small Group Mutliple 2- to 3-hour All inclusive (attempts to
sessions bring in all involved)
Offender X
Mediation
Small Group One or more sessions Usually used with an
Wisdom (3-12 people) lasting 1- 3 hours; ongoing existing group.
X sessions are ideal.
Circle
10-12 people Several-day session with Initial 10-12 are randomly
Wisdom initially (and group of 12, followed by selected from community;
X X X sometimes informal large-scale broader segment is open to
Council periodically) then dialogue. everyone.
entire community.
Up to hundreds in Single event ranging from Often held at vents,
1 room at tables 90 minutes to 3 days. involving all attendees;
World Cafe X of four. otherwise, invitations boost
representativeness.
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7. PRESENCING: COLLECTIVE LEADERSHIP FOR PROFOUND INNOVATION & CHANGE
The Presencing Institute (PI) is a global action research community
applying Theory U for shifting the social field from ego-system to
eco-system awareness. The presencing process is a journey that
connects us more deeply both to what wants to emerge in the world
and to our highest future possibility - our emerging authentic self.
The PI community focuses on refining and co-creating the
presencing technology and making it available to change makers,
innovators and communities around the world. PI works towards
creating a Global Action Research University that addresses the
root causes of the current economic, ecological, social and spiritual
crisis.
The U process is applied in three ways: (1) as a process As we move down the left side of the U we connect to the world
template (Observe, observe > connect to sources of inner knowing that is outside of our institutional bubble. At the bottom of the U
> act from what emerges and in response to prototype feedback); (2) (3. Presencing) lies an inner gate that invites us to drop everything
as a set of principles and practices; (3) as a living connection to that isn’t essential. This process of letting-go of our old ego and
self, and letting-come our highest future possibility (our Authentic
what is emerging from the now. All presencing connects to the
Self) - is felt as a connection to a deeper source of knowing. Once
power of what wants to emerge through oneself as a vehicle. an individual and group operate from this sense of future
possibility they function as an intentional vehicle for an emerging
future. (Visit www.presencing.com to learn more)
Presencing Principles:
Reflections on Practice
1. Practice, don’t preach it.
Listen to others and to what life calls you to do. Listen, connect,
and listen some more. Use the U as a tool to deepen connections
to others, to yourself and to the whole.
2. Observe and listen.
The U process moves one’s focus from the exterior realm (third-
person view) to subtle levels of human experience (second- and
first-person views). In this movement data is experienced as
objective exterior facts (through open mind), as empathic inter-
subjective data (through the open heart) and as the trans-
subjective realm of self-knowledge (through open will). All three
kinds of data requires the cultivation of observation and listening How the U process emerges depends on the quality of our listening:
Listening 1: we download habits reconfirming old opinions &
skills. The impact of deeper levels of listening is profound: they
judgments.
can melt the walls of habitual interactions which separate us:
Listening 2: we listen for facts, as our mind opens up we begin to
from the world, from each other, and from ourselves.
notice differences in how people experience facts.
Listening 3: we begin to see from another person’s eyes; with an
3. Connect to your intention and operate as a vehicle.
open heart we experience empathic listening.
Brian Arthur of the Santa Fe Institute observes “intention is not
Listening 4: is generative listening from an inner source that senses
a powerful force. It’s the only force.” The more I can connect to
the future wanting to emerge. As we connect to this emerging place,
what is essential for me: “Who Am I?” and “What Am I Here
we experience as shift in identity and sense of self.
For?”, the better I can act as an instrument for that emerging
future to come into being.
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8. PRESENCING PRINCIPLES: REFLECTIONS ON PRACTICE
4. When reality opens up , be fully for institutional change match what people constitutes the most critical currency for
present with it - and then act from have real energy for. In designing connecting highly diverse groups of
the now. intervention strategies, connect and follow players and stakeholders - and for helping
When you find yoruself in a situation the flow of energy rather than saying “let’s them to discover common ground. If that
where you feel a significant future fix the system.” To “fix a system” would local leadership does not exist, if instead
opportunity, first say “yes”, then DO it, put you against the collective energy field. the leadership comes from an external
and only after ask whether it’s possible. Instead, align with be enchanted by the factor, say, a consulting company, your
already existing and further emerging project is likely to get into trouble quickly.
energy field of the future.
5. Follow your heart - do what you
13.Use sensing journeys to help
love, love what you do.
10.Use different languages with people see the system from the
Steve Jobs comments that “the only way to
do great work is to do what you love.” different stakeholders - connect to edges & use collective sensing
This also is the most reliable way to them first in terms of what they mechanisms to see the system from
connect to your emerging future path. care about. the whole.
Innovation in complex systems requires us The movement of co-sensing starts with
6. Always be in dialogue with the to be multilingual: to connect to the multiple sensing journeys to the edges of
universe. various stakeholders in the system about the system in order to get people to
Assume the universe is a helpful place. the issues that matter to them. Single-focus empathize and see the system from other
Always stay open to evolving your idea as approaches are almost certain to fail. angles, particularly from the view of the
needed and as suggested by the feedback Instead, master the art of broadening and most marginalized members. Methods for
you are receiving from your environment. deepening the definition as much as collective sensing include (1) stepping into
necessary to include all the relevant parties the shoes of stakeholders, (2) personal
- which need each other to alter the story telling, (3) systems thinking, (4)
7. Create a Level 4 holding space
existing system - committed to participate. scenario thinking, (5) modeling, (6)
that supports your journey.
constellation practices, (7) world cafe, (8)
The most important tool of presencing is
11. If you want to change others, social presencing theater.
your Self - your capacity to access your
highest future possibility. One way to do you need to be open to changing
that is in a daily cultivation practice: a yourself first. 14. Create holding spaces that
moment of stillness or contemplation in If you want to change the behavior of support the team at the top & the
which you filter out all the noise from other players in the system and cannot emerging leaders to lead their
outside and within (your Voice of force them (through the mechanism of individual and collective
Judgement, Voice of Cynicism, and Voice hierarchy) or give them sufficient transformation journey.
of Fear). Another way is through a circle incentives (through bribery or in another Earlier points focus on engaging the
of friends supporting each other with level way), then the only way left is the quality frontline and the edges of the system.
4 listening and facilitating each’s attending of your relationship to them. To change This focal point helps the team at the top
to the deeper calling and journey of their your target, you need to first open up to rise to the occasion and to help emerging
personal lives and their work. being changed yourself. Only by doing leaders throughout the organization
that will you build the quality of become a force of change on that
8. Balance your talking-doing relationship that you can use to effect transformational journey. This support
change at a later stage.
ratio. can be given in many forms. It usually
For every word about ethics, perform at involves a learning structure facilitating
least one act. For every word about 12. Co-initiate through local
leadership from the heart. All leadership teams to reflect on the bigger
spirituality or source, perform three.
successful ventures and multi-stakeholder picture, connect to their individual and
9. Identify the openings to the projects are built on the same currency: collective journeys, connect to their sources of
one or a few local leaders who are highly Self, prioritize what they want to focus on
future and understand the strategic
credible in their own communities because individually & collectively, and learn by
imperatives for institutional
people know they are willing to give their
change. doing and helping each other to lead and
lives to accomplish the common goal. It is
Find areas where the strategic imperatives innovate.
that kind of leadership from the heart that
8

9. PRESENCING PRINCIPLES: REFLECTIONS ON PRACTICE
15. Prototype by being present and functional, cross-level, and cross- gaze, cast downward. Be present and
acting from the now. institutional leadership structures that grounded in the body. Notice the feeling
Prototyping is a process. You only need to pull together key practitioners and of your breathing and rest your
know two things: (1) the big idea, the decision-makers around specific topics attention on that feeling. Whenever you
general direction you are moving, and (2) the and hands-on innovation initiatives. notice that your mind has wandered
immediate next step (the toe-hold you look away from resting with the breathing, let
for when rock climbing), that’s all that 17. Never Give Up, Never Give Up, go of thoughts of the past or future or
counts. The past and the future - which are Never Give Up. judgments and comments about the
the cause of most of our worries, thoughts Every profound journey of innovation present. Let thoughts go and simply rest
and everyday attention - is a waste of energy. and renewal takes an enormous amount with the feeling of the breathing.
In the prototyping process try to tune out all of perseverance. Important ideas, Practice gently without judgment. As
these worries and tune in to the real before being born in to the real world, thoughts settle, experience a more
experience of taking the next step and often begins with many years of failed spacious and open mind.
attending to what is emerging from it - and effort by the innovators. The key is: never
then continue to build on that momentum, give up. Always figure out what you can Open Heart
going with the flow. learn from failure, get back on your feet Begin with a short session of Open Mind
Creating the conditions for the and try again. Allowing yourself to be practice Then bring to your mind
prototyping process to run well requires (1) a discouraged by failed efforts in the past is thoughts of people or situation with
dedicated shelter from noise, (2) a dedicated a waste of energy. It leads to being whom you are directly working -- either a
core group aligned around the same trapped by your own and others’ voice of personal, institutional or global situation.
intention, (3) a network of supportive judgement, voice of cynicism, and voice Reflect on the fact that there is
stakeholders and users from throughout the of fear. Doing this kind of work requires confusion, aggression or suffering of
larger system, (4) a concrete “0.8 prototype” a lot of courage: the courage to jump some kind there. Open your heart to
that elicits feedback from partners into the space of nothingness, the that. Say to yourself that you wish to be
throughout the system, (5) a never-ending courage to let go and to connect to what of the most benefit to those people - to
resolve by the core group to push forward emerges from that nothingness. That bring more clarity, more kindness, more
while integrating the valuable feedback from courage is an important quality that courage - whatever is needed. Send this
stakeholders (“dialogue with the universe”), connects us with the deeper dimensions feeling out to hose people involved with a
(6) a mechanism allowing new partners to of our being - who we really are. strong intention to be of benefit.
join the team, (7) regular review sessions that
look at all the prototypes, conclude what has *Reference: Open Will
been learned, kill what isn’t working, and www.presencing.com/docs/ Open Will practice instantly cuts
strengthen what is working and looks like a research/.../ hesitation and doubt and brings us in
gateway to future possibilities. Presencing_Principles_2010a.pdf contact with Source or genuineness.
Sitting or standing, 1) cut thoughts and
16. Co-evolve the larger system by notice the feeling of the body. 2) Notice
Awareness Practices:
using the prototypes as seeds for the larger space of earth under the body
systemic change through linking and the sky above. 3) Join that sense of
micro-level changes with meso- Open Mind earth & space at your heart level of the
Sit in a straight backed chair with your body. 4) Tune into your own genuineness,
and macro-level leadership.
feet firmly planted on the floor. Feel your own source of knowing. 5) Radiate
The micro and frontline prototype
your feet and legs as well as the that awareness (loving attention) out -
initiatives are the seeds that key leaders
connection to your seat and to the earth. front, sides, and back.
throughout the system (from both the
Sit with an upright back without
meso level such as hospital leadership
and the macro level such as ministry tension, without leaning back on the
chair. Feel the top of your head rising to *This practice is adapted form a practice of
leadership) can support and plant in
the sky. Rest your palms gently on your unconditional confidence from the Shambhala
other parts of the system. Making this
legs. Your eyes are open, with a soft tradition.
work requires dedicated new cross-
9

10. Difficult Dialogues: Promoting Pluralism & Academic Freedom on Campus
The Difficult Dialogues is a program Because the nature of Dialogue is production of knowledge and
launched by The Ford Foundation and exploratory, its meaning and its methods understanding is always a collective
continue to unfold... Its essence is learning... enterprise.
is designed to promote academic
freedom and religious, cultural, and as part of an unfolding process of creative
participation between peers. Our premise is that no lasting shifts in
political pluralism on college and our engagement of difficult issues can
university campuses in the United happen without looking deeply at the
The process of Dialogue is a powerful
States. Topics of dialogue included: unnoticed rules of the system, including
means of understanding how thought current practices of discourse and our
fundamentalism and secularism, racial functions... Without a willingness to explore assumptions about them. These
and ethnic relations, the Middle East this situation and to gain a deep insight into conventions and social norms include
conflict, religion and the university, it, the real crises of our time cannot be many forms of discourse that tacitly or
sexual orientation, and academic confronted, nor can we find anything more explicitly discourage listening, respect,
than temporary solutions to the vast array of sharing power, engagement or shifts and
freedom.
human problems that now confront us. evolutions in thinking.
This report highlights notes from the ~ David Bohm, Donald Factor, Peter In contrast: attentive listening, the
Clark University initiative which Garrett from “Dialogue - a proposal” ability to learn something new (even
explored more mindful and fruitful change one’s mind), willingness to
examine assumptions, suspend
exchanges in classrooms, campus life, judgments, and share power - focus on
faculty governance, and in relationships Perspectives on the process of relating and are the core
with the larger community. Dialogue: a reflection following practices of dialogue & deliberative
the Clark University initiative. processes. These practices are necessary
for empathic relationships,
“This century must be one of dialogue,” urges collaboration, effective action and are
His Holiness the Dalai Lama. But what is crucial to the process of a healthy and
dialogue really... something precise and democratic society. yet for all they offer,
substantial, or simply a feel-good catch-all they are counter-cultural and rare in
concept? most aspects of our public and private
lives.
First, dialogue is fundamentally
committed to acknowledging and Our culture present countless obstacles
examining the assumptions lying behind to our willingness and ability to be
our interpretations and explanation of genuinely present to a dialogic
the world. This exploration of self and exchange. Spaces of commerce,
other emerges out of a deliberate and government, education and even those
respectful effort to excavate the often of friends and family often lack the pre-
unstated foundation of ideas, conditions for dialogue. Resistance to
judgments, values and beliefs. Dialogue the prospect of dialogue is a telling
embraces the complexity of indicator of its potential. To
phenomena. It can contain acknowledge and consciously address
contradiction and even conflict without real or perceived barriers is a necessary
rushing to judge or reconcile differences. passage to its benefits; that transit is a
It involves acquiring skills of controversy microcosm of the work as a whole.
with oneself and others which we also
call critical thinking. To help you construct your next dialogic
experience, follow are a few
Secondly, dialogue reminds us that preconditions for dialogue:
* Read more:http://www.clarku.edu/ thinking is not something done silently
difficultdialogues_2.cfm and by one’s self. By offering an
opportunity to mutually discover what
too often goes unspoken, dialogue
makes explicit the fact that the
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11. INVITING DIALOGUE: The Difficult Dialogues Initiative at Clark University
insights and collective wisdom. In the
Preconditions for words of Jane Goodall: “change
As you experiment with navigating
conversations that matter for you, we invite
Dialogue: happens by listening and then starting a
dialogue with the people who are doing
you to refer to this reference guide as a
handy resource.
something you don’t believe is right.”
Dialogue as presence and And as said by Thich Nhat Hanh: “In
encounter. To continually focus your inner space and
true dialogue, both sides are willing to
Participation in dialogue hinges on cultivate awareness of what you really care
change.” Ancient traditional maps of
presence to oneself and to others. It is energy (Taoist yin-yang, Hindu yantras, about, try the Awareness Practices
mindfulness in action. Conditions for Buddhist mandalas) see this play of on pg.. 9 and open your mind, heart and
trust between participants are: we speak dualities as fueling creativity; the will to the future as it wants to emerge
honestly, listen with respect, release practice of dialogue can do so as well. through you.
judgments, and seek to understand the
other. We do so in good faith, trusting “It’s when we let our guard down and As you invite others to dialogue with you,
there can be benefit in shedding allow our differences and doubts to feel the different ways of holding the space
defenses and in so doing we further surface and interact that something for others by experimenting with the
conditions in which we ourselves can authentic and original can begin to Preconditions for Dialogue (pg.
hear and learn something new. emerge, tentatively, in the spaces 11).
between us. And I’ve found that it’s
Dialogue as reflective thought. often in these fleeting and complicated
As a practice of examining assumptions, moments that the heart and mind can As people speak, what do you sense is the
dialogue positions us to see the process come into synchrony, pointing to difference between listening from level 1,2,
of thought itself. First we become altogether novel possibilities. The key is 3, or 4? Try listening by suspending
conscious of discourse as a practice, ot remain alert to those moments and to notions from the past, see with fresh eyes,
allowing us to makes choices about it. move with them when they arise” - open your senses to the new emerging from
By looking into the structures within our Diana Chapman Walsh. the unknown, and continually let go of
own thinking and patterns of relating, attachments.
dialogue illuminates the unnoticed Dialogue as listening and creative
structures of our society and the power matrix. The process of dialogue can be held
dynamics in which we exist. It In the creative process, as in dialogue, in a number of ways, refer to those listed on
enhances our ability to see clearly what something new emerges through page 5. The aim of each process is to
is happening and to name it. presence and encounter. Both are enable the crystallization of vision and
iterative listening processes, requiring intention.
Dialogue as engagement. presence in the moment as new
Dialogue presumes participants have information and opportunities unfold.
joint ownership of the topic at hand, Then enact this shared vision with
Playful and exploratory, both dialogue
and calls for each participant to take up and the creative process depends on prototyping the emergent by linking the
his/her share. The nonhierarchical willingness to enter the unknown. head, heart and hand. At this point I
space of dialogue empowers an dignifies encourage you to refer to the
its participants. Exploratory, not goal- * http://www.clarku.edu/ “Presencing Principles:
driven, in its essence, dialogue depends difficultdialogues_2.cfm Reflections on Practice” (pg. 7) to
on asking authentic questions, design the support structure for your ongoing
identifying issues, raising awareness and discipline needed for embodying the new.
catalyzing action based on what is held Presencing from the source of your creativity
to be in the common good; thereby will become a habitual and joyful process.
focusing that which is valued in And you will quickly serve the world as a
common and serve as a basis for trust
powerful vehicle continually manifesting the
and solidarity.
new through seeing the whole.
Dialogue as “the space between”.
Through the respectful co-existence of
difference, dialogue generates new
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