Why is place so important?
Places condition our livesThey matter to human experience
Places condition our democracy
Good places attract - Failing places repel
Place is the physical ‘container’ for all the people, institutions and activities that occupy it
Place-making involves economy, society and environment
4.16.24 21st Century Movements for Black Lives.pptx
This place matters - Inverness Presentation
1. INVERNESS
Professor David Adams
Professor Trevor Davies
Diarmaid Lawlor
this place matters
re-thinking local leadership
What do we want our
place to be like?
How do we get there?
3. • Places condition our lives
They matter to human
experience
• Places condition our democracy
• Good places attract
Failing places repel
• Place is the physical ‘container’
for all the people, institutions and
activities that occupy it
• Place-making involves economy,
society and environment
WHY Place Matters
Why is place so important?
4. • Local governance is about more
than delivering services
• It is about making places
successful, now and for the future
• It has to involve everyone
• Learning what makes places
succeed or fail should be at its heart
• It’s often no more expensive to
create successful places than failing
ones. It just needs care and
advance thought
WHY Place Matters
Shaping places is about governance
5. • Leadership drives forward
action, breeds confidence,
reduces risk & widens
participation
• Leadership is about
vision, culture, motivation,
resources.
• This cannot be privatised – it
needs local action within a local
democratic mandate
WHY Place Matters
Shaping places needs leadership
11. • Building
perches
• The ‘feel’ of
Inverness
• Progressive
• Ambitious
• Innovative
• Future
generations
• Digital
• Mentoring
• Pathways
• Congregation spaces
to serve need
• Plinths for ideas
• Clusters for
collaboration
• Venue, entertainment,
economy
• Pause
• Socialise
• Nature
• Spot to look out
• European
symbols beauty engaging
Inverness: the qualities you see
THIS Place
16. • Left out, left
behind,
disengaged?
• “Trouble”
• Eyesores
• Detracts, setting
• Outdated, grey,
boring
• Wasted
resource
• Vacancy, emptiness
• Integration
• Vision
• Services
• Quality
• Reputation
• Not a place to
linger
• Overflow
• Ugly
• Narrow
• Tatty
• Obscured
THIS Place
Inverness: the concerns you have
relations navigation fragment
19. Why does this place matter?
Say why this place matters to you
THIS Place
And find the things in common
THIS Place
20. Where are we going?
In practice, who is leading?
THIS Place
What are the relationships between leaders
and citizens?
In practice, who is leading?
21. Where are we going?
In practice, who is leading?
THIS Place
What are the relationships between leaders
and citizens?
In practice, who is leading?What is local collaboration like?
22. Where are we going?
THIS Place
And how does all that make you feel?
In practice, who is leading?
28. Public Narrative is…
a skill to motivate others…
…to join you in action
Common PurposeProfessor Marshall Ganz
29. story of
self
call to leadership
story of
now
strategy & action
story of
us
shared values &
shared experience
PURPOSE
Common PurposeProfessor Marshall Ganz
30. The Story of your future part 1
What values led you to public action?
And imagine big changes based on those values
Common Purpose
31. The Story of your future part 1
What values led you to public action?
And imagine big changes based on those values
Common Purpose
What is the common ground in your values?
32. What values led you to public action?
Common Purpose
What is the common ground in your values?
Using common ground, dream the big changes here by 2025
The Story of your future part 1
And imagine big changes based on those values
34. action
• Values inspire action
through emotion
• Emotions inform us of
what we value
• Decisions to act are
based on judgements of
value
Values into Action
Common PurposeProfessor Marshall Ganz
35. 35
S Schwartz 2006 adapted by L Higgins
N Pecorelli 2013 for IPPR
Schwartz’s Values Wheel
Prospector
Settler
Pioneer
Professor Marshall Ganz Common Purpose
37. 5 characteristics of successful places
• Places intended for people
• Well connected & permeable
places
• Places of mixed use & varied
density
• Distinctive places
• Sustainable, resilient & robust
places
WHY Place Matters
38. Places intended for people
• Successful places attract
people, and encourage them
to linger and return
• The more diverse the
activities on offer, the more
people will come
• But people want to feel safe,
comfortable & not be
overwhelmed by traffic or
the scale of the environment
WHY Place Matters
39. Well connected & permeable places
• Successful places allow
people to move in & through
them easily, especially on
foot or bicycle
• They have meeting places
and stopping places
• Places that are better
connected and easily
accessible attract more
trade & are more lively
WHY Place Matters
40. Places of mixed use & varied density
• Towns traditionally grew &
developed as a patchwork of
mixed activities & uses
• But, until recently, developers
and planners have preferred to
separate out activities & uses
• Mixing up uses within any
building, street or area brings
variety and vitality to places.
What should be the limits to
this?
WHY Place Matters
41. Sustainable, resilient & robust places
• Sustainable design means
creating places that last for
generations & reduce
climate change
• Places that are resilient
‘bounce back’ from
unexpected change
• Places that are robust are
flexible enough to modified
without excessive
disruption
WHY Place Matters
42. Distinctive places
Successful places places are
distinctive & memorable
But too many places across the
UK are virtually the same, with
the same house types, same
national chain stores, and the
same branded restaurants
Let’s tackle urban monotony by
encouraging places to be
different!
WHY Place Matters
58. The Story of your future part 2
THIS Place
Re-imagine your future.
Be clear on values and characteristics of success
Tell the story of getting from now till then …….
59. Getting there: Actors, Assets, Leaders
THIS Place
Who were the successful change-makers/leaders?
What assets and resources did they have?
What did they do?
What part of your future did they change?
Looking back:
60. THIS Place
BUT THAT FUTURE DIDN’T HAPPEN! Why?
Getting there: Oops!
What were the barriers and blocks to your future?
62. … we don’t use it properly?… our toolbox is empty?
Does place leadership fail because …
Common Purpose
63. To shape places, we need effective
policy tools
How well stocked is our
policy toolbox?
How well used in our
policy toolbox?
Common Purpose
64. What might we expect to find in the well-
stocked policy toolbox?
‘Shaping’
instruments
‘Capacity
building’
instruments
‘Regulating’
instruments
‘Stimulus’
instruments
Common Purpose
65. • Spatial visions, strategies,
plans, frameworks etc.
• Promote integrated thinking and
enable collective action
• Can involve strategic
transformation of whole areas
• Successful strategies have the
‘power of persuasion’ – they
can radically change what
people think is achievable
Shaping tools
Common Purpose
66. Regulating tools
Restrict choices by regulating
what people can & cannot do
Most effective when they
persuade people to follow policy
intent, rather than just give up on
their plans
Require consistent application
and effective enforcement
Common Purpose
67. Stimulus tools
Open up opportunities by ‘making
things happen’ through:
Actions to kick-start development
by direct state intervention
Development grants, taxation
incentives and other price-adjusting
actions
Holistic place management and
other risk-reducing actions
Public-private partnerships and
other capital-raising actions
Common Purpose
68. Capacity building tools
Learn to think afresh, be open to new
ideas, and learn from best practice
Gain knowledge & information,
especially about market actors &
operations
Build networks & relationships across
the public, private & voluntary sectors
Develop skills & capabilities in
leadership, project management &
cross-sectoral working
Local leaders will:
Common Purpose
73. THIS Place
• Voices
• Empathy
• Power
• Connection
• Shared responsibility
• Follow through
• Looking forward to the
bus
• Leadership is us
• Learning place for all
• Access for all
• Connection of thinking
• Recogniseable
leadership
74. THIS Place
Start the conversation from
a different place
Democratic structure
Listening
Delivering the direction
AMBITION
76. THIS Place
Opportunities for
young people;
stay, leave, return
Confidence,
change, nature of
the place
Competitive
pride, chosen to
live here
Wellbeing
Home
pride
Beauty,
passion
Why does Inverness matter to you?
77. THIS Place
Governance gap:
the Belgium
problem
Missing voices
Not just the 5%
Fragmented
Fearful
disengaged
Is there a
shareddirection?
honesty
What is the relation between leaders and citizens?
Good parts,
partnership
78. THIS Place
More than
meeting; follow
through
“empowered
collaboration”:
listened to, make
a difference
City as a whole
Top down/bottom up
Talk regularly
Event specific
Short term focused
Long term: talk,not
do
What is collaboration like?
Authenticity
88. THIS Place
A connection of thinking:
vision-city region/city
Fit for purpose
governance,
recogniseable leadership
Fix locally, and fight
globally
Champion within/without
Quality, ambition, design
Not dumbing down
Leading together
Communities designing
their places, attracting
work and jobs
Values and stories: Part 2
89. THIS Place
• City champion
• Break silos
• Stick with vision
• Small things that make
a difference
• Stabilise communities.
People stay
• Changemaker listened
• University/cultural lead
• Inverness ‘Boris’
Changemakers
Conversations with
completely different
people; leadership
flows
So what is public narrative?
Skill: something we can learn to do – and learn to do better and better. Like any skill it is something that we get better at with practice.
Motivate: we can have the best strategy in the world but if people won’t join us then it is useless.
Join: this is about enabling collective action – not action that we take singly but together.
Action: public narrative is intentional – not using stories because they are funny or tragic or to add flair to a speech. This is about using the power of storytelling to enable real action in the world.
The argument of this workshop is that the effective use of narrative is itself a leadership skill. And we’ll come back and look in much more detail about why that might be.
But first I just want to pause on that word ‘leadership’. The kind of leadership I’m talking about is described on the slide. This is not the kind of leadership that says “look at me” or “do what I say”. This is not about being the single bright star in the sky. This is the kind of leadership that seeks to enable others to join together to take action.
But not action when the outcome is certain. Action in the face of uncertainty. How many campaigns have you been involved in when the outcome was certain? Particularly about things that really matter to you? Almost never.
So let’s look at why STORIES might have something to offer in motivating others to join us in action. To do this let’s think for a moment about the different ways we understand the world around us, the challenges we face and the action we might take. Psychologists tell us that we are capable of understanding the world in two distinct ways – the HEAD mode and the HEART mode.
The head mode helps us with strategy and analysis. It helps us to answer HOW questions. How we should run a campaign or how we can maximise turn out at an election? Leadership obviously requires these skills. But don’t we often act as if this is the only way of understanding the world around us? When we are trying to seek support don’t we act as if only we could find the right argument or piece of evidence surely others would come around to our way of thinking?
One of the reasons why this often fails is because is misses out the second way we have of looking at the world – the heart mode. The heart mode helps us to understand the world in completely different way. In terms of whether things are good or bad for us, hopeful or depressing, attractive or repulsive. The heart mode helps us to answer the WHY questions. Why should I care about this injustice or why should I vote for this candidate? As we’ll explore further during this workshop this is the domain of story rather than strategy.
Effective leadership requires both these modes – the head and the heart in order to move the hands – that is to move others to action.
The heart mode helps us to understand what we value – but how does this help us to move people to action?
Of course we know that all of us will exist on an emotional range from despair to hope. If I ask you to make a difficult choice to join me in action when you are feeling despair – how do you think you are likely to respond? [Answer – higher levels of anxiety, less likely to say yes.]
There are emotions that inhibit us from taking mindful action – ACTION INHIBITORS and, there are emotions that enable us to take mindful action – ACTION MOTIVATORS
Apathy – Anger: if the people you are hoping to move action are feeling apathetic you need to give them the experience of FEELING outrage to provide the emotional information they need to enable them to make the choice to join you.
Isolation – Solidarity: If the people you are hoping to move to action are feeling isolated you need to to give them the experience of FEELING their connectedness with others to enable them to make the choice to join you.
When we are developing our public narrative we are seeking to draw upon those emotions that motivate us in order to help overcome the motions that most often inhibit us from taking action.
So what is public narrative?
Skill: something we can learn to do – and learn to do better and better. Like any skill it is something that we get better at with practice.
Motivate: we can have the best strategy in the world but if people won’t join us then it is useless.
Join: this is about enabling collective action – not action that we take singly but together.
Action: public narrative is intentional – not using stories because they are funny or tragic or to add flair to a speech. This is about using the power of storytelling to enable real action in the world.
This is the basic framework of public narrative – as you can see it has three elements. During this workshop you will learn to tell and link three distinct stories.
Your story of self: a story of why you are called to leadership right here and now
Your story of us: a story about your community and why they are called to take action with you
Your story of now: a story about the action that needs to be taken now and the consequences of taking or not taking it
Understanding the link between values, emotion and action is central to public narrative.
The argument that I am making is that values inspire action through emotion. Let me say that again – values inspire action through emotion.
Let’s think about that for a moment. Call to mind an injustice that you see in the world. What is it? How does it make you feel? Why do you feel that way? Because of the values that you hold. Our emotions provide a kind of information about what it is that we value.
It turns out that people who are unable to feel emotion are also unable to make choices. This is especially important in public narrative because ultimately you will be asking people to MAKE A CHOICE to join you in action. Unless you can provide them with the emotional information they need they are unlikely to do so.