The most effective leaders and healthiest organizational systems work skillfully and mindfully with the ever-present dynamics around power, rank and privilege. To help us all on the journey, the team at Racial Equity Tools has just released another wave of outstanding resources, this time from a growing body of work around implicit bias. As they describe it:
Implicit bias is a concept based on an emerging body of cognitive and neural research. It identifies ways in which unconscious patterns people inevitably develop in their brains to organize information actually “affect individuals’ attitudes and actions, thus creating real-world implications, even though individuals may not even be aware that those biases exist within themselves.”
The research confirms what many have known or suspected – that years of exposure to structural and cultural racialization and privilege have embedded stereotypes and biases in our individual psyches and the broader culture. And because of the link among cultural stereotypes and narratives, and systemic policies, practices and behaviors, implicit bias is one part of the system of inequity that serves to justify inequitable polices, practices and behaviors – part of the complex cycle people are trying to disrupt.
Current research on implicit bias offers at least two pieces of good news. One is that individual neural associations can be changed through specific practices (debiasing). And, if those biases can be changed at the individual level, by definition they can be changed at the societal level given sufficient will and investment. Work around debiasing can contribute to slowing down or stopping a rapid, almost automatic response, including in very stressful situations. For those reasons, some practitioners are embedding work on implicit bias in training with law enforcement, teachers, health care providers and juries. Early evidence indicates doing that can spark behavioral change, a very positive result. The other is that making people aware of the concept of implicit bias seems to open them up to discussions about structural racialization and privilege in new ways. This seems to be a particularly useful way of engaging with people reluctant to participate in those discussions.
I confess, after facilitating last week’s leadership training on skillful listening and peer coaching, this little video had me in complete, tears-running-down cheeks hysterics: It’s not about the nail…
Zingerman’s Westside Farmer’s Market
In my last post I described Collins and Porras’ 4-part model for an effective vision. One component is a vivid narrative description. I’ve seen relatively few organizations create this, particularly in the not-for-profit sector – but its creation is possibly the most fun and engaging. Here’s a lovely example of a narrative vision statement for what became a Zingerman’s-sponsored Farmers Market in Ann Arbour, Michigan:
It’s the longest day of the year; the sun is at its pinnacle of warmth and light. Throngs of people are milling around the Roadhouse parking lot, amazed and excited at the abundance of locally produced goods, ranging from several gorgeous varieties of tomatoes to handmade soap and artisan crafts, to herbs and plants, plus a very strong synergy of Zingerman’s items—cheese from the Creamery, breads from the Bakehouse, and the ever-energetic Roadshow crew caffeinating all the vendors and customers. Every vendor is selling the best of what there is to offer, growing or producing themselves what they sell…”
And by the way: within just four years this vision had become a full, day-glo reality for the lucky farmers and foodies of Ann Arbour.
Quick: think of an organization or business you know and love. Maybe it’s one you actually work or volunteer at. What’s their vision for success? In other words, what’s the specific statement or narrative that they use to describe wild, vivid, success in, say, ten or twenty years? Chances are they have one – but you don’t know what it is of the top of your head, even if you work there. Or they have one – but it’s so broad as to be virtually meaningless. Maybe it’s just a vague platitude, like “an end to world hunger.” True, it’s not easy to come up with a clear, powerful vision. But the process itself can be a wonderfully creative experience. And once developed, an effective vision can be a rich source of fuel and inspiration for years to come.
Truly great organizational visions tend to have 5 key qualities. And, no surprise – – these are the same qualities of effective social change messages of all kinds:
- Visual: This seems like a no-brainer, but visions should, in fact, involve imagery – vivid pictures, told in words, that literally stimulate the visual cortex of listeners. “In 30 years we will have achieved world peace” is certainly aspirational, but it’s not visual.
- Motivating: Effective visions are emotionally compelling, and deeply motivating. They speak to the heart and gut – not just the head. They inspire people to act, to keep going when the going is tough, to dig down a little deeper because with that extra push, the beauty and power of that collective vision feels within reach
- Achievable: Powerful visions are like big “stretch goals” – their achievement may be well out of our comfort zone, it may call for great acts of courage and perseverance – but it is actually possible to get there. They are, in the words of Ari Weinsweig, “strategically sound.”
- Positive: Effective visions are stated in the positive – what we are FOR, not what we’re AGAINST. That’s easier said than done for many social change organizations whose orientation has been focused on stopping oppression or negative environmental and economic development.
- “Spreadable”: Like any good, ‘sticky’ story, effective visions can be repeated, spread like a happy virus from one team member to another, and beyond. If they are too long, boring, or conceptual (versus vivid and grounded in tangible imagery and action), we can be pretty certain they will sit on shelves gathering dust. John Kotter, author of “Leading Change”, suggests that it should be possible to convey a great vision in no more than 5 minutes. That way, they can be communicated as a regular, cherished practice across all levels of the organization. His research suggests that most companies under-communicate their visions by a factor of 10.