HomeMy WebLinkAboutItem A: Goals Workshop Follow-Up
ECC
UGENE ITY OUNCIL
AIS
GENDA TEM UMMARY
Work Session: City Council Goals Retreat Follow-Up
Meeting Date: April 15, 2009 Agenda Item Number: A
Department: Central Services/City Manager’s Office Staff Contact: Jon R. Ruiz
www.eugene-or.gov Contact Telephone Number: 682-5336
ISSUE STATEMENT
This work session is a continuation of the discussion begun on February 6-7, 2009, when the Executive
Team met with the Mayor and City Council at their Annual Retreat to work on improving relationships,
developing purpose and exploring strategies. Also at this retreat, the Mayor and Councilors began work
on updating their vision and goal areas and on discussing outcomes to measure success.
CITY MANAGER’S RECOMMENDATION
The City Manager has no recommendation on this item; however, the following outcomes are proposed:
?
Agree on Eugene Counts framework.
?
Agree on a City Council Vision statement and goal areas.
?
Agree on policy level outcomes to measure success for each goal area.
?
Agree on Eugene Counts process.
SUGGESTED MOTION
No motion is suggested.
ATTACHMENTS
A. Eugene Counts Overview
B. Eugene Counts Framework with annotated Councilor input on proposed vision and goal area changes.
Staff has not edited individual Councilor recommendations.
C. February 6-7, 2009, retreat materials
FOR MORE INFORMATION
Staff Contact: Jon R. Ruiz
Telephone: 541-682-5336
Staff E-Mail: jon.r.ruiz@ci.eugene.or.us
Z:\CMO\2009 Council Agendas\M090415\S090415A.doc
here business thrives.within a sustainable economic structure wn can achieve financial security, enjoy the fruits of their labor, and operate Encourage a strong and vibrant economy,
fully utilizing our educational and cultural assets. We will ensure that every perso ?
EUGENE COUNTS FRAMEWORK
Council Vision
?
Value all people, encouraging respect and appreciation for diversity, equity, justice, and social well-being. We will embrace our differences our common humanity as the source of our
strength, and the basis for our
success recognize our differences as the source of our wealth;
?
Preserve our physical assets and natural resources. We will sustain our pristine water, clean air, beautiful parks and open spaces, livable and safe neighborhoods, and foster a vibrant
downtown, including a stable
infrastructure;
?
Encourage a strong and vibrant economy, fully utilizing our educational and cultural assets. We will ensure that every person can achieve financial security, enjoy the fruits of their
labor, and operate within a
sustainable economic structure where business thrives.
Safe Community Sustainable Development Accessible and Thriving Effective, Accountable Fair, Stable, and Adequate
Community Culture and Recreation Municipal Government Financial Resources
A community where people are
protected and feel safe, valued and
A community with sustainable
A government whose ongoing
welcome, that values the many
A community that recognizes A government that works
systems in place to that meets its
financial resources are based
differences between our residents
that the arts and outdoors are openly, collaboratively, and
present preserve and protect the
on a fair and equitable system
and visitors – including race, creed,
integral to the social and fairly with the community to
local environmental, achieve local
of revenues and are adequate
color, ethnicity, religion, gender,
economic strength and
economic well-being of the achieve measurable and
to maintain and deliver
political belief and socio-economic
independence, value and maintain
community and should be positive outcomes.
municipal services for the
status, and ensures that all persons
the community’s assets and
inclusive and available to all.
are treated as equals and provided
entire community in balance
investments through on-going
the same opportunities for housing,
with protecting the needs and
maintenance and preservation,
employment, availability of activities
rights of the individual.
and value and prioritize social
and access to government services.
needs without compromising the
ability of future generations to
meet their own needs.
Outcomes Outcomes Outcomes Outcomes
?Property crimes/1,000 ?Income cohort ?Participation in neighborhood ?Sustainable budget reserves
Outcomes
population meetings
?Community survey results ?Infrastructure maintenance
?Per capita income as percent
backlog
?Total downtown crime ?Percent of City represented by
?Economic impact of
of Oregon average
active neighborhood
tourism/arts and culture on
?Juvenile arrests as percent of
?Square feet of occupied
association
total arrests Eugene
downtown space
?Number of Police Auditor
?Fire & EMS response time ?Geographic use of Parks and
?City’s/community’s carbon
complaints
Recreation facilities
?Number of discrimination
footprint
?Community survey results
complaints/hate crimes
?Water quality
?Bond rating
?Diversity of commissions,
?City-owned parks/open space
boards, neighborhood
per capita
leadership
?Percent of households spending
?Number of homeless
more than 30% of income on
housing
FY10/11 STRATEGIES FY10/11 STRATEGIES FY10/11 STRATEGIES
(Examples only) (Examples only) (Examples only)
FY10/11 STRATEGIES
(Examples only)
-Implement Cultural Review
-Implement Neighborhood -Adopt street assessment
FY10/11 STRATEGIES
Plan policies
Service Assessment
(Examples only)
-Implement Diversity and
Equity Strategic Plan
-Adopt road O & M
- Complete Climate Action Plan
-
- Expand/support Healthcare footprint
sustainable financing plan
-
-Complete police facility Complete Regional Economic
Development Plan
here business thrives.within a sustainable economic structure wn can achieve financial security, enjoy the fruits of their labor, and operate Encourage a strong and vibrant economy,
fully utilizing our educational and cultural assets. We will ensure that every perso ?
EUGENE COUNTS FRAMEWORK
Council Vision
?
Value all people, encouraging respect and appreciation for diversity, equity, justice, and social well-being. We will embrace our differences our common humanity as the source of our
strength, and the basis for our
success recognize our differences as the source of our wealth;
?
Preserve our physical assets and natural resources. We will sustain our pristine water, clean air, beautiful parks and open spaces, livable and safe neighborhoods, and foster a vibrant
downtown, including a stable
infrastructure;
?
Encourage a strong and vibrant economy, fully utilizing our educational and cultural assets. We will ensure that every person can achieve financial security, enjoy the fruits of their
labor, and operate within a
sustainable economic structure where business thrives.
Safe Community Sustainable Development Accessible and Thriving Effective, Accountable Fair, Stable, and Adequate
Community Culture and Recreation Municipal Government Financial Resources
A community where people are
protected and feel safe, valued and
A community with sustainable
A government whose ongoing
welcome, that values the many
A community that recognizes A government that works
systems in place to that meets its
financial resources are based
differences between our residents
that the arts and outdoors are openly, collaboratively, and
present preserve and protect the
on a fair and equitable system
and visitors – including race, creed,
integral to the social and fairly with the community to
local environmental, achieve local
of revenues and are adequate
color, ethnicity, religion, gender,
economic strength and
economic well-being of the achieve measurable and
to maintain and deliver
political belief and socio-economic
independence, value and maintain
community and should be positive outcomes.
municipal services for the
status, and ensures that all persons
the community’s assets and
inclusive and available to all.
are treated as equals and provided
entire community in balance
investments through on-going
the same opportunities for housing,
with protecting the needs and
maintenance and preservation,
employment, availability of activities
rights of the individual.
and value and prioritize social
and access to government services.
needs without compromising the
ability of future generations to
meet their own needs.
Outcomes Outcomes Outcomes Outcomes
?Property crimes/1,000 ?Income cohort ?Participation in neighborhood ?Sustainable budget reserves
Outcomes
population meetings
?Community survey results ?Infrastructure maintenance
?Per capita income as percent
backlog
?Total downtown crime ?Percent of City represented by
?Economic impact of
of Oregon average
active neighborhood
tourism/arts and culture on
?Juvenile arrests as percent of
?Square feet of occupied
association
total arrests Eugene
downtown space
?Number of Police Auditor
?Fire & EMS response time ?Geographic use of Parks and
?City’s/community’s carbon
complaints
Recreation facilities
?Number of discrimination
footprint
?Community survey results
complaints/hate crimes
?Water quality
?Bond rating
?Diversity of commissions,
?City-owned parks/open space
boards, neighborhood
per capita
leadership
?Percent of households spending
?Number of homeless
more than 30% of income on
housing
FY10/11 STRATEGIES FY10/11 STRATEGIES FY10/11 STRATEGIES
(Examples only) (Examples only) (Examples only)
FY10/11 STRATEGIES
(Examples only)
-Implement Cultural Review
-Implement Neighborhood -Adopt street assessment
FY10/11 STRATEGIES
Plan policies
Service Assessment
(Examples only)
-Implement Diversity and
Equity Strategic Plan
-Adopt road O & M
- Complete Climate Action Plan
-
- Expand/support Healthcare footprint
sustainable financing plan
-
-Complete police facility Complete Regional Economic
Development Plan
ATTACHMENT C
CONSENSUS ASSOCIATES
Beyond Conflict To Consensus
================================================================
==
PO Box 235 Terrebonne, OR 97760 ( 541) 548-7112
CITY OF EUGENE, OREGON
CITY COUNCIL CONSENSUS WORKSHOP
Improving Relationships, Developing Purpose, Exploring Strategies
February 6-7, 2009
Prepared By:
CONSENSUS ASSOCIATES
PO Box 235
Terrebonne, OR 97760
(541) 548-7112
wick5836@aol.com
CITY OF EUGENE, OREGON
CITY COUNCIL CONSENSUS WORKSHOP
Improving Relationships, Developing Purpose, Exploring Strategies
REPORT CONTENTS
DEVELOPMENT APPROACH.................................................................................................. 1
THE WORST POSSIBLE OUTCOMES OF THE WORKSHOP ................................................ 4
THE BEST POSSIBLE OUTCOMES OF THE WORKSHOP .................................................... 5
THE ISSUES WE ARE FACING ............................................................................................... 8
WHAT WE DON’T WANT TO HAPPEN................................................................................ 10
OUR SHORT TERM PURPOSE .............................................................................................. 11
A SUMMARY .............................................................................................................. 11
THE BEST POSSIBLE OUTCOMES .......................................................................... 12
ECONOMIC DEVELOPMENT - DEVELOPING GOALS ...................................................... 14
THE EVIDENCE THERE IS A LACK OF ECONOMIC DEVELOPMENT ................. 14
THE EVIDENCE THAT THE CITY HAS ECONOMIC DEVELOPMENT ................. 15
NEIGHBORHOOD EMPOWERMENT - DEVELOPING GOALS .......................................... 16
THE EVIDENCE THERE IS A LACK OF NEIGHBORHOOD EMPOWERMENT ... 16
THE EVIDENCE THAT NEIGHBORHOODS ARE EMPOWERED ........................... 17
PUBLIC SAFETY - DEVELOPING GOALS ........................................................................... 18
THE EVIDENCE THAT PUBLIC SAFETY NEEDS ARE NOT MET ......................... 18
THE EVIDENCE PUBLIC SAFETY HAS BEEN MET ............................................... 19
ADVICE AND NEXT STEPS TO THE MAYOR AND CITY MANAGER ............................. 20
WHAT I AM WILLING TO DO PERSONALLY..................................................................... 22
ii
REPORT CONTENTS
(cont.)
APPENDIX .............................................................................................................................. 24
* A RELATIONSHIP CONFRONTATION/RESOLUTION PROCESS ....................... 25
* COLLECTIVE STATEMENTS ................................................................................. 28
* DEVELOPING A COLLECTIVE STATEMENT ...................................................... 28
THE COMMUNITY IS TELLING A STORY .............................................................. 31
2
DEVELOPMENT APPROACH
This document contains the information developed by the Mayor, City Manager, City Council
and staff of the City of Eugene in their annual retreat, February 6-7, 2009.
These are collective statements that represent all the statements recorded by the group during the
retreat. At times it was necessary to add words to the brief recorded statements to clarify the
intent. Or, a word might be added to bridge two or more statements together. These added
words are shown in italics. This is kept to a minimum in order to retain the original recorded
thought. Staff statements are also shown in italics in some of the statements. The development
of collective statements is described in the appendix.
This is a brief overview of the process:
PAGE:
4. The Worst Possible Outcomes of the Retreat.
All participants answered the Questions on 3 x 5
cards:
“What Will Be the Worst Possible Outcomes spending 2 days in this retreat? (On one
side of the card.)
This section includes all of the worst possible outcomes that were recorded developed into
collective statements. Worst possible outcomes will always be instantly imagined in any event.
These fears are instinctive, autonomic, without thinking. They are the outcomes we don’t want to
happen.
This activity brings our fears into our consciousness. They can become a “hidden” purpose,
developing the beliefs and behaviors of people so that they become self fulfilling prophecies.
They are possible, and if we are conscious of them, we can manage them differently. A choice
must be made to change the direction to one that is positive.
5. The Best Possible Outcomes of the Retreat.
All participants answered the Questions on 3 x 5
cards:
“What Will Be the Best Possible Outcomes of investing 2 days in this retreat? (On the
other side of the card.)
purpose
This describes the that the team members intend to foster by “investing their time”
instead of “spending it.” Before describing how to make something happen, we need to know
what outcomes we want to create. These outcomes are the "ends", while the strategies and
actions are the "means" to get to the ends.
1
DEVELOPMENT APPROACH (cont.)
These best possible outcomes are possible. They are probably already present, at some level, in
the environment. These outcomes affect relationships so that information exchange is facilitated,
and this fosters the best possible outcomes of an issue. They create the reactive force that
develops the new beliefs, behaviors, strategies and actions of the participants.
8. The Issues We Are Facing:
This task allowed each member of the team to express how they
view the present situation. A panel of 4 participant pairs spoke to each other, each also acting as
a listener. These panelists then managed one of 4 small groups, where all participants were able
to speak and answer the questions:
What are the issues in the present situation that need to be addressed?
How do you feel about them?
When all had spoken, each person recorded on a 3 x 5 card the answers to these questions:
What are two issues or concerns you heard from others that you agree with?
What is one or more issues or concerns that you expressed?
This assures that all were heard, and imprints the information in the minds of the listeners. This
information is developed into the collective statement in the report.
10.The Worst Possible Outcomes of Bringing the Cultures Together:
A key issue is the rift
between two cultures, the original “conservative” families and the new “progressive” families.
This has caused other rifts between the different segments of the community. The retreat
participants answered the question, recording directly to the small group flip charts.
What are the worst possible outcomes of bringing the cultures together?
These statements describe what we don’t want to happen. They will be instinctive, autonomic,
without thinking. This activity brings our fears into our consciousness. They are possible, and
if we are conscious of them, we can manage them differently.
11. The Best Possible Outcomes of Bringing the Cultures Together
: The retreat participants
answered the question on 3 x 5 cards, then recording them directly to the small group flip charts.
What are the best possible outcomes of bringing the cultures together?
2
DEVELOPMENT APPROACH (cont.)
These statements describe what is desired. They are a purpose for the Council’s actions. These
outcomes will positively affect relationships so that information exchange is facilitated, so that
goals and strategies can be designed. They create the reactive force that develops the new beliefs,
behaviors, strategies and actions of the participants.
14. Developing specific and measurable goals:
The Mayor and City Council are seeking to work
toward their adopted visions and goals. This activity allowed the participant to focus on three of
those goal areas: Economic Development, Neighborhood empowerment, Public Safety. Three
groups were formed, consisting of elected officials, City Manager and staff to explore specific
measurable goals for these areas.
The groups first answered these questions in small groups.
What is the evidence of a lack of Economic Development (Neighborhood Empowerment,
Public Safety) in the community? (On one side of the card.
What will be the evidence we accomplished Economic Development (Neighborhood
Empowerment, Public Safety) in the community? (On the other side of the card.)
When all had spoken, they recorded their individual views on 3 x 5 cards. This information was
developed into collective statements. This exploration results in goal statements that can be made
measurable.
20. Advice to the Mayor and City Manager:
Each participant recrded on a 3 x 5 card their answer
to the questions:
What is your advice to the Mayor and City Manager on the next steps to take to
accomplish their purposes? (On one side of the card.)
What are you willing to do to support the purpose?
This provides strategies and actions that can be initiated immediately to accomplish the purposes
of the group.
22. What I am willing to so personally:
This question allows each person to commit themselves
to taking personal actions to foster their purposes.
3
THE WORST POSSIBLE OUTCOMES OF THE WORKSHOP
WHAT WE DON’T WANT
Nothing is accomplished. There is a lack of direction with no product, vision, or goals.
That I learn nothing and nothing is accomplished and we gain nothing together. We leave angry
and frustrated, with a lack of accomplishment and no change.
We wasted our time.
We would regard the whole exercise as a waste of time and people leave
discouraged. There is the general sense of time having been wasted. Time is wasted because
lessons are forgotten within a few days. We would not be any better off, experience a loss of
sleep and a return with a disgruntled partner at home.
There is no consensus.
We will have no collaborative team, or a team that lacks cohesion.
There was no real discussion of issues, or too many goals ~ like last year. There will be
excessive focus on consensus in our meetings and as a result, we achieve no consensus.
Trust is lost if it doesn’t go well.
The issue of trust is not addressed. We experience anger and
lack of trust and teamwork. We are ridiculed for our work by those that are not here.
We do not strengthen relationships.
We leave without an understanding of how we can work
together effectively and not respect each other and not know this group better. We leave with
dysfunctional relationships and damaged relationships.
There will be a catastrophic Meltdown!
We fight and people leave or there is meltdown of the
group resulting in a catastrophic event. People who at the moment get along and respect each
other develop disrespect for each other and shame each other. We have a giant earthquake, city
hall collapses, and we all die.
4
THE BEST POSSIBLE OUTCOMES OF THE WORKSHOP
OUR PURPOSE - WHAT WE DO WANT
(A Summary)
A summary can be created for any collective statement. This is done by taking
bold
the first sentence in each paragraph, normally in CAPS, in , underlined, or
otherwise highlighted. This first sentence normally summarizes the intent of the
paragraph. It is sometimes necessary to include other statements if they represent
a different perception than the first sentence. The summary provides a more
focused view of the collective statement. Each of the statements can be seen as a
goal.
1.We believe in the best of each other. Our collective behavior serves as a model for
our community and allows us to successfully address complex challenges.
2.We will be able to do our work better, with enlightenment to each others views and
less repetition which equals satisfaction!Relationships are improved and
relationships and trust developed help us achieve our goals.
We have a vision for the community, a clear sense of purpose, a clear focus on
3.
priorities and clarity about our direction.We foster positive outcomes for the
community with goals that we believe will together move our community forward
and we will have community support.
We will achieve a list of realistic goals (city goals) that most ~if not all of us~ can
4.
support. We will have the ability as a group to look back on this process when
things get off track.
5.We believe the best in each other.
5
THE BEST POSSIBLE OUTCOMES OF THE WORKSHOP
OUR PURPOSE - WHAT WE DO WANT
We believe in the best of each other.
Openness and increased trust is gained. We work better
together with respect and trust. We have improved listening (which doesn’t mean agreement),
learn to listen to each other and learn to communicate different points of view better. We
establish the greatest possible trust with each other.
Our collective behavior serves as a model for our community and allows us to successfully
address complex challenges.
We can learn to work together as a trusting collaborative team,
and to develop and/or improve skills. There will be trust, common respect and understanding that
as a group that will enable us to accomplish work/goals.
We will be able to do our work better, with enlightenment to each others views and less
repetition which equals satisfaction!
We understand individuals and group priorities so we can
lead the organization in the most effective way. We value relationships and partnering together
to make good decisions for the community.
Relationships are improved and relationships and trust developed help us achieve our
goals.
We have great and supportive. We have a better understanding of one another. Good
working relationships where you feel people are honest, respect and feel valued. We know each
other better and establish friendships and stronger personal relationships.
We have a vision for the community, a clear sense of purpose, a clear focus on priorities
and clarity about our direction.
We have new ways of working positively together on behalf
of our city. Clear outcomes, clear goals and objectives from council create clarity and
excitement around council goals. These goals inform and drive our budget and we stay focused
on the future.
We foster positive outcomes for the community with goals that we believe will together
move our community forward and we will have community support.
Consensus goals begin
to find solutions to our community challenges. Only one achievable goal will benefit the city.
(This statement means literally one goal is not the priority of many.)
We will achieve a list of realistic goals (city goals) that most ~if not all of us~ can support.
We will learn new ways to process information and lead us beyond conflict with others that gets
us all to consensus accomplishment. Goals are fewer and focused and a set of concrete
achievable goals is established. Identification of unified goals can blend short term initiatives
into long term goals.
6
THE BEST POSSIBLE OUTCOMES OF THE WORKSHOP (cont.)
We will have the ability as a group to look back on this process when things get off track.
There will be staying power and we retain lessons learned. We will be re-energized and feel
good about our investment of time. Council and executives learn to work together to enable the
council and city to accomplish council goals. All council members demonstrate unqualified
support and admiration for our staff.
We believe the best in each other.
7
THE ISSUES WE ARE FACING
We spend too much time reveling in the negative aspects of the community.
There is no
over arching fissure dividing this community, but a series of smaller fissures, with shifting
disagreements of supporters and opponents of each fissure. We have many small fractures rather
than one large chasm in our community. Not just one large crack, but lots of little cracks. Any
little cracks are huge to some people.
We as a community are not in the same room yet.
Sometimes I am not sure whether we are in
the same room looking at different walls or in different rooms. Many people in this town are not
in the same room so they can’t even see the same walls.
We have a diverse community with ultimate goals but varying ways to get there.
We are
diverse with conflicting goals and values, but commonality in some areas (overlapping circles.)
Community members have varying opinions on every subject, but can we get there form here?
Long Tom Watershed could be a model of divergent points moving together.
The community is not linear but more like a Ven diagram with many circles, some that
overlap, but some have no overlap.
The area of most overlap is the seed of the solution.
Intersecting circles create kernels to grow form. And people have such different values that do
not overlap at all. The different inputs result from differences in outlook on outcomes.
As a community, we are all going in the same direction, but in different ways.
We have a lot
in common. People in Eugene have more in common than they realize but since they won’t
really listen to each other, they don’t know it.
The differing views in the community are not the problem.
The problem is the lack of
tolerance of differing views. There is Council discourse (R-G etc.). We are experiencing not
just a lack of respect for historical families, but a clash of values and cultures. It is normal to
have rifts in college towns. It is the college town phenomena.
There is a lack of value for those in resource based industries and their contribution to our
community and economy.
People with different sets of values can’t be expected to change
them to appease the other group. The community is split and we need to find a way to move
forward realizing we can achieve success through balance. Those who disapprove of growth are
not always the new people to the community.
8
THE ISSUES WE ARE FACING (cont.)
The University has brought in people who don’t appreciate the contributions of older
families.
I learned at U of O about natural resources but not in the context of deep family
heritage as described by Jennifer. We are seeing natural resource industries versus the newer
political environment. 50/50 is not just based on length of time in town. It is not old versus new.
Long term results are more important than immediate profit. Environmental stewardship
is the next important principle.
It is possible to both enjoy a rugged hike and a nice cup of tea
on the same trail i.e. new growth ~ thus people can also enjoy Oakway Water Center. I agreed
th
with many of every person points, loved 5 street market and also Oakway.
Council cannot be expected to solve the perceived “culture war” but can be a model for
cultural discourse.
Council needs to be a role model for problem solving. We focus too much
on the bad, and we label ourselves. I heard Andrea say that she was uncomfortable having this
conversation. I am discouraged. There is “dismay” that we are focused on the divided council
as a subject matter.
Council role is to model how the community can work together and we should be that
model for good governance and leadership.
Let’s show leadership by focusing on our
collective interests and potential. The community really wants the same thing…a goal for a great
community. We need to recognize that we share that.
We are saying a lot of the same stuff so let’s focus on sameness for progress.
9
THE WORST POSSIBLE OUTCOMES OF BRINGING THE CULTURES TOGETHER
WHAT WE DON’T WANT TO HAPPEN
Bringing groups together will set up high expectations that are not achievable.
We think we
are together and the rift goes underground and all communication breaks down and we have a
bigger problem. We seek to achieve the lowest common denominator and people don’t trust the
city to make the right decisions.
If it fails we lose trust and credibility.
Nobody feels advocated for and some segments of the
community feel like they are ignored. What causes people to perceive we are dysfunctional?
We disenfranchise each other as councilors and we disenfranchise the community when they are
not listened to.
When people don’t care or when they feel powerless, there is a downward spiral.
How do
we keep people caring and feeling like they have a voice? We get polarized viewpoints rather
than the majority in the middle.
We could miss opportunities because we spend all our time arguing.
We spend a lot of
money and time trying to do this and leave many other things undone. It would be ugly. The
question is how to get to 4-4 votes, without the sense there were winners and losers. This is less
an issue of what we do but rather how we get there.
If we don’t focus on the incremental small wins along the way and question the premise,
which is natural for councils, there will be catastrophe!
The problem would be economic.
We could be another Flint, Michigan if nothing happens downtown; stagnation.
There will be system failures with politics as the driver rather than community interests.
If
city council doesn’t get it together we will have time sensitive issues that we aren’t addressing.
This is a national phenomenon sensationalized by the media in sound bites.
We spend so much time trying to get everybody to agree that the outcome gets completely
watered down.
We tend to burnout our elected city and staff leadership. Are we afraid of
success or don’t we know how to define it?
10
BEST POSSIBLE OUTCOMES OF BRINGING CULTURES TOGETHER
OUR SHORT TERM PURPOSE
A SUMMARY
bold
This summary is created by using the first sentence in each paragraph, in .
This first sentence summarizes the intent of the paragraph. The summary
provides a more focused view of the collective statement.
Eugene is a city that is safe, supporting, wholesome and enabling. We would have a vision
of where we are and where we are going and we would be broadly supported.
We effectively solve common problems, share and recognize common principles and
accomplish common goals.The community is working toward achieving shared priorities.
The City will make significant progress in accomplishing council goals and mission.
We would enjoy our diversity, the strengths we have as a community and build on them.
All segments of the community feel like a welcomed, valuable member of our society. All
segments of the community will feel respected, valued and that they are listened to.
We expect the best of each other and see an effective, congenial, efficient city council that
models good governance and is a national leader for governing through difficult times.
There is sincerity, respect and tolerance in debating issues.
Citizens trust their local government and understand the direction of the city because the
council articulated it.Citizens would support council and staff’s goals financially and
intellectually because competence would have been demonstrated and trust and confidence
restored.
We have a strong vibrant diverse economy that benefits all parts of the community.We
would speak humbly but well of ourselves and our aspirations as a community.
11
THE BEST POSSIBLE OUTCOMES OF BRINGING CULTURES TOGETHER
OUR SHORT TERM PURPOSE
Eugene is a city that is safe, supporting, wholesome and enabling.
There is community
contentment ~ a community that universally enjoys and feels satisfied in their life. Eugene is a
welcoming, safe, vibrant and exciting city. Eugene is a destination for rewarding and sustainable
employment. We agree we all want a better place to live.
We would have a vision of where we are and where we are going and we would be broadly
supported.
We can look at the community in segments and come together with a vision.
Perception matches reality leads to achieving vision and goals.
We effectively solve common problems, share and recognize common principles and
accomplish common goals.
If we all agreed to work toward our adopted visions and goals
instead of going in all directions, we would accomplish more…on the other hand, as for agreeing
on everything, I do not consider that a desirable goal.
The community is working toward achieving shared priorities.
There is a clear sense of
direction and an example to follow; and agreement on priorities. There is a unity of purpose,
priorities and values. Various segments of the community realize they are able to come together
to solve community problems on their own without looking to the council to solve. We would
see challenges as an opportunity to work together on solutions and we would achieve them.
There is progress on achieving the city’s “vision and goals.”
The City will make significant progress in accomplishing council goals and mission.
We
show real progress toward our vision and goals and successfully address complex issues like
homelessness, public safety, sustainability, race relations. We take on and solve world class hard
problems like homelessness, sustainability and human rights and solve them.
We would enjoy our diversity, the strengths we have as a community and build on them.
The community welcomes and utilizes a diversity of opinion to achieve a respectful, sustainable,
equitable and safe community. The disenfranchised feel heard and respected. Cops are
appreciated and respected.
All segments of the community feel like a welcomed, valuable member of our society.
All
segments of community, particularly vulnerable populations feel safe. The community
recognized its success, realized its aspirations and community businesses feel welcomed.
Children, seniors and veterans are honored, and we all stand together for the better of all.
All segments of the community will feel respected, valued and that they are listened to.
All
people are considered valuable members of our community and all people are validated,
respected and celebrated and protected, cared for and we provide opportunity to our most
vulnerable community members, and celebrate together in more regular ways.
12
THE BEST POSSIBLE OUTCOMES OF BRINGING CULTURES TOGETHER (cont.)
We expect the best of each other and see an effective, congenial, efficient city council that
models good governance and is a national leader for governing through difficult times.
We
are modeling the highest representation of leadership at consensus building. We may not agree,
but we will find ways to move forward. Fear and suspicion would be rare.
There is sincerity, respect and tolerance in debating issues.
Diversity of opinions is valued.
That we can speak of the dignity, value, good intent and character of those with whom we
disagree. We are all in this together, we seek and believe in the best in all people and diverse
interests are heard.
Citizens trust their local government and understand the direction of the city because the
council articulated it.
They are empowered and trusted to effectively serve the community with
excellence. Trust is restored and wins would not be anyone else’s loss. Citizens pass money
measures and invest in the community.
Citizens would support council and staff’s goals financially and intellectually because
competence would have been demonstrated and trust and confidence restored.
The
community trusts the city that we are good stewards and representative of the whole community.
Everybody feels they are a part of the community and takes pride in it and trust it.
We have a strong vibrant diverse economy that benefits all parts of the community.
We are
able to enable the community to achieve economic success, safety healthy and satisfying
lifestyle, including steady growth in jobs that enables everyone an opportunity to work. We lead
the development of strong regional partnerships and tap the collective wisdom of the community.
We would speak humbly but well of ourselves and our aspirations as a community.
When
people say “cool, you are from Eugene” we say “yes” and “you should see what we are doing
now!” We recognize the good and stop spending so much time on what we are not.We will
celebrate the positive rather than focus on the negative, develop a higher level of tolerance for
different perspectives and celebrate successes and we don’t dwell on the negative.
13
ECONOMIC DEVELOPMENT - DEVELOPING GOALS
THE EVIDENCE THERE IS A LACK OF ECONOMIC DEVELOPMENT IN EUGENE
There is a loss of community identity.
There is growth in homelessness and poverty.
There is an increase in poverty rate. More
people need to be subsidized which is leading to an untrained work force.
There is a decreased population ~ the community is seeing a population drop.
The
community is seeing fewer people able to buy homes. This leads to a decrease in the local tax
base.
Businesses (more than average or comparable) are leaving our city to grow or stay afloat.
Businesses with choices choose to locate elsewhere. Existing businesses are moving to other
cities and no new businesses locating here. There are vacant buildings and properties and a loss
of local business.
There is decreased job loss and increased unemployment.
Decreased job loss, increased
unemployment, increased need of social services and unemployment is at 9.5%. There are few
large employers and lots of underemployed. The unemployment rate is high and climbing.
There is no increase in numbers of those employed in good jobs.
Average pay is lower than comparable communities.
There is a high unemployment rate and
lower paying jobs. Many in our community are under employed. There are loss of jobs in the
community and the unemployed. Decrease unemployment. Decrease in median income.
There are commercial and retail vacancies downtown.
There are office vacancies all over.
Downtown is undeveloped and downtown is a disgrace. There is a loss of property values and a
reduction in homeowner properties. There are vacancies downtown.
14
THE EVIDENCE THAT THE CITY HAS ECONOMIC DEVELOPMENT
More people owning homes.
Great schools and infrastructures would attract more business.
Increase in expansions of
existing businesses and new business coming in. Businesses with a choice to locate will choose
Eugene. New businesses are relocating to Eugene.
We have a bustling retail activity and see decreased vacancy rates and increased rents.
There is a failure to maintain adequate supply of “unconstrained” buildable land large enough to
meet the needs of business. Businesses more than average expand here. We will have 3 cranes at
one time in downtown.
Eugene will see a very low jobless rate.
Unemployment is lower and falling. Kids could get
jobs here. We see a very low jobless rate. We also will see an increase in the median income.
Eugene will have a stronger economy.
There is an increase in the employment rate. There will
be new sectors growing in green jobs. People are prospering in the local economy so there will
be less demand for social services. There is a reduction in subsidies. Pay is comparably higher.
It is the “Peter Principle” full tilt.
People are proud of their community and you can feel and see the increased vibrancy.
Perception and reality equals vision! There is a decrease in blighted and underutilized areas so
70% or more of folks are proud of downtown and show it off to visitors. There are no pits!
Kids are doing well in school.
15
NEIGHBORHOOD EMPOWERMENT - DEVELOPING GOALS
THE EVIDENCE THERE IS A LACK OF NEIGHBORHOOD EMPOWERMENT IN
THE COMMUNITY
Neighborhoods do not have identities ~where each one is special and unique.
There is no
neighborhood feel or pride.
We continue to hear the same concerns from neighborhoods, year after year, at budget
committee and through mayor and council emails.
It is the same people with the same issues.
Neighborhood associations have had the same officers for years.
Some neighborhoods do not have active neighborhood associations or there is a lack of
participation in active neighborhood associations.
There are inactive neighborhood
associations or no associations in some neighborhoods. Some associations see a lack of
attendance. There is insufficient attendance at neighborhood meetings. Neighborhood
association meetings are attended by only a handful of neighborhood residents.
There is a lack of knowledge by neighborhood associations about land use rules.
Neighbors
don’t know what is going on. Residents of neighborhoods don’t know what is happening in the
neighborhood. Neighborhood associations are not engaged in or aware of applications for
permits in neighborhoods.
Neighborhood associations don’t support city initiated projects because they were not
engaged in the best ways.
People fight decisions more than plan for their future. There are
always contentiousness and legal issues. Neighborhoods feel powerless to effect development in
their neighborhoods that effect livability.
Not all neighborhood associations come to council to express their positions on issues.
Priorities are not driven by neighborhoods. Neighborhood Associations do not feel they impact
city policies that directly impact their neighborhoods. There is a lack of follow up on the
neighborhood summit. There is a lack of refinement plans or incompatible development.
There is a lack of funding for neighborhoods and neighborhood associations.
There is a
lack of money for newsletters and also a lack of staff assistance or interest.
16
THE EVIDENCE THAT NEIGHBORHOODS ARE EMPOWERED
IN THE COMMUNITY
Participation increases as the community starts to trust that the council and staff make
decisions collaboratively.
As a result there are fewer conflicts. Neighborhoods have identities.
Neighborhoods 1mpact development plans so it enhances neighborhood livability. There is time
left for visiting and refreshment after a formal meeting.
There is more attendance at neighborhood meetings and more active neighborhood
associations.
Associations are active with vibrant full meetings and the meetings cover a broad
range of topics. Every neighborhood association is active. Every neighborhood has an active
neighborhood association with participation by a broad and significant number of neighborhood
residents.
Neighborhood priorities are known and in line with policies.
City policies are in alignment
with neighborhood priorities. Neighborhood associations are aware of and decide whether to
comment on all development proposals in neighborhood.
More money equals more newsletters and more communications. Newsletters are read and
useful. There are interesting newsletters. As a result of being informed, more people are running
for office.
There are more neighborhood celebrations such as Bethel.
Neighborhoods have pride and
find improvement projects like parks, signage, school partnerships, clean up and bike paths.
17
PUBLIC SAFETY - DEVELOPING GOALS
THE EVIDENCE THAT PUBLIC SAFETY NEEDS ARE NOT MET
There is a perception by the community of being unsafe.
There is a feeling of lawlessness
and fear for personal safety. There is ongoing public concern regarding livability and feeling
safe in the community. Survey results in public perception the city is unsafe.
There is public distrust and no respect for police.
The high number of police complaints and
the citizen complaints unaddressed. There are complaints from the community about response
times and lack of enforcement.
There is an increase in fire and EMS response reliability.
Increase in response time has lead
to an increase in morbidity and mortality. There is an inability to meet response metrics. There
is slow fire and medic response leading to unnecessary loss of life. There is a decrease in
transportation system providing for response or a lack of response to certain calls for service.
We have insufficient and unfunded jail space.
There is an increase in time from arrest and
citation to court date and prosecution. Criminals are back out on the street.
There is an increase in property crime and an increase in certain types of violent crime.
We
see a high percentage of crime (especially personal property). There are increased levels of
crime, increase in number of repeat offenders, and increase in non compliance for sentencing.
There is an increase in crime and decrease in traffic safety. Outrageous and shocking crimes are
more common.
There is a structural and funding problem in ATF.
We have a structural funding problem.
We have a non- sustainable ambulance service.
We have low morale within the department.
There are ongoing EPD recruitment issues and
turnover (morale). There are issues with the staffing level of police. Finally, we there have been
In adequacy comments from EPD and morale.
18
THE EVIDENCE PUBLIC SAFETY HAS BEEN MET
There is an increase in public perception of safety.
There is a community perception of being
safe. There is increased public confidence and trust in public safety because people actually
getting help from the District. There are positive public survey results because of the high
feeling of safety at home, neighborhood, city and downtown. Public safety is high. Community
perception is happy!
We have achieved “best” individual standards for response time with police, fire and EMS.
Fire and EMS response time is under 4 minutes @ 90 and fire and EMS response reliability
above 90% in all incorporated areas. Fire and EMS response is world class. Response time for
Fire, EMS and EPD has improved greatly. We are responding to calls in a timely fashion.
There are a low number of police complaints as confidence, respect and trust in police is
high.
Reduction in all crimes is below the national average. There are a low number of priority
crimes (nuisance complaints.) There are lower crime rates. We see a decrease in crime (lowest
crime rates in the country.) Either a zero crime rate or vastly reduced crime rate. Alarm
companies have become redundant.
The recidivism rate is below the national average.
The arrest to prosecution time is below the
national average. We see more certain incarceration and adjudication. Reduced need for jail bed
space ~ A four jail beds are more than enough.
The ATS problem is resolved.
There is low fire loss. There are low morbidity and mortality
rates. Mortality rates related to EMS is low.
There is high morale within the department and officers all feel like they have made a
difference.
There is no longer a discussion about the need to add officers but talking about how
to assign officers in more proactive roles. We have adequate funding to ensure sustainability
allowing for more time to do community outreach. EPD is employer of choice because EPD
staffing level is in line with national standards.
We have happy employees: EMS, Police and Fire.
19
ADVICE AND NEXT STEPS TO THE MAYOR AND CITY MANAGER
(Staff advice is in italics)
Work session on GMP’s.
Get together with staff to synthesize information, place data in groups, develop specific
statements, present to Mayor for review and then to council for discussion.
Schedule quickly a work session to re-write council vision documents.
Schedule work sessions on key topics for vision, goals and strategies.
Follow up work session for council to review the “re-worked vision, goal and outcome”
document to refine it and get agreement and buy in from council so that there is clear
direction for council, staff and community about the direction council wants to go and
how we will get there.
Be sure to include council in your deliberations.
Direct staff to compose a vision, goals, strategies, actions and outcomes document based on
what we learned today.
Ensure staff produces the “new” or “revised” council goals in clear, concise format
reflecting each councilor’s input in a precise manner. Refer to these goals often (budget,
agenda setting, etc.) Bring back “strategies” for cc approval (separate list.)
Develop a set of tangible outcomes so that staff has clear direction on next steps.
Endeavor to produce goal statements with clear, deliverable outcomes. Provide as much
clarity as possible regarding goals and initiative so we recognize when we achieve our
outcomes and can celebrate our success.
Link outcomes ?to strategies? to goals? to vision.
Reflect outcomes in the budget overtly and specifically.
Rework and get buy in on new vision and goals statements.
Ensure council votes to ratify goals.
Let us vote on priorities for the immediate future. Then condense.
Come to closure on vision, values and goal. Inventory current issues and consider how
they fit with goals and whether focusing on worst or best.
Help us (staff ) focus on CC vision goals.
Communicate vision, outcomes and strategies to the public and report progress on a
regular basis.
Share work with department staff as it progresses to get feedback. Share final or draft
with community and neighborhood groups.
20
ADVICE AND NEXT STEPS TO THE MAYOR AND CITY MANAGER (cont.)
(Staff advice is in italics)
Develop more opportunities for council and executive interaction.
This is an opportunity for engagement. Continue conversations at cc table to push these
issues ahead, and evaluate what has already been done so we know where to start on
each issue.
Act to ensure we continue to strengthen relationships.
Build strong functional relationships between council and staff.
Decide how and plan to use these new skills at our next meeting.
As you lead us don’t forget to use the work we did around best case outcomes.
Focus on possibilities and resist worst outcome thinking.
Somewhere down the road, revisit this process with CC to see where we are.
Model the way.
Adjust time of agenda items to allow for this.
Maybe pick one issue to “solve” using our new skills.
Look at the process to see how we can reinforce the learning like the 3 minute rule,
communications, etc.
Hold both staff and council accountable about listening.
Keep listening. Encourage listening so we truly understand each others perspective.
Be brave and bold. Be clear and brief. And trust.
Celebrate achievements!
I don’t have any suggestions. I guess I am too new. (George B.)
21
WHAT I AM WILLING TO DO PERSONALLY
(Staff commitment is in italics)
We will work together to achieve CC goals and the vision for the community.
Provide any and all information that would be helpful in developing clear, deliverable
meaningful outcome statements. Stay positive and work to achieve best outcomes.
For the change process, provide support to meet our goals. Support all groups in
achieving community goals with the community.
I will do whatever I can to achieve the council goals. I will give you the information you
need and be available, responsive and open.
Support all the strategies.
Provide my best advice and effort as to how to make them succeed.
I will help write this up.
Use my skills to work more effectively with executives and the council.
Support council goals and initiatives in organization and community and be an
ambassador for council in the community.
Do my best to ask questions, gain clarity to best support the council.
Use the outcomes in budget and policy deliberating and decisions.
Study each issue with a view to placing it in overall budget and goals picture.
Trust more and be respectful.
I am willing to try something at least once. I am willing to give everyone the benefit of
the doubt and believe that we all want to do things differently (better) and that we will
honestly try.
Use the skills we learned yesterday and today to strengthen trust and relationships with
the community and within the department.
Focus on what is possible and best case.
I am willing to listen carefully to council about where it wants to go and then provide council
with whatever support I can to help the council accomplish that talk, goal and action.
Listen better. Listen and use the advice. We will listen more actively and help the group
and/or individuals with understanding.
Listen to and encourage input from constituents, colleagues and staff.
Listen. Really listen to understand. “Listen” to what others say!
Allow all to have a voice in the room.
Use active listening. Work harder at being an active listener.
Be committed to the goals and to use the gained listening skills.
22
WHAT I AM WILLING TO DO PERSONALLY (cont.)
Help take it out to the community and attend neighborhood meetings.
We will explain positions in emails and by phone.
Commit my time, professionally and personally to make community progress successfully.
Vote on priorities.
Hold CC, staff and myself accountable for progress on strategies, especially the WRT
budget linkage.
Assume the best in those with whom I disagree.
Look for the chance to hear those I haven’t before.
We will help celebrate achievements, model the way and continue to develop relationships.
Tell you thank you more often.
“Look” for commonality on all issues.
“Learn” from what is obtained from listening and looking.
Support and promote the work and the work team.
Be bold and brave. Be accountable.
Work as always! Do I have to do everything???
23
APPENDIX
24
* A RELATIONSHIP CONFRONTATION/RESOLUTION PROCESS
The participants have explored the nature of their relationships, and developed the beliefs and
behaviors that would foster their desired outcomes. In doing so, they have experienced listening
with respect, creating a new and shared knowledge base. They have experienced being trusting,
open and honest.
The educators are now asked to experience confronting the conflicts that are unresolved in their
relationships. They experience a process for resolving relationship conflicts by actually
confronting the conflicts between them.
This is the process that was demonstrated and experienced:
STEP 1: The individuals in conflict are asked if they would be willing to confront their
issue with the larger group. The process was first explained to them. At this
point, the participants readily agree to the experience.
STEP 2. The conflict persons select 1-2 individuals to listen for them. These people play
the role of allowing the persons in conflict to be natural and reactive when
speaking to the other about the conflict. They hear the left brain material that is
hidden in the right brain and reactive tones of voice.
STEP 3. The first person having the issue with the other begins by expressing the nature of
the relationship conflict as she sees it, and describes how she feels about it.
STEP 4. The listener for the other person repeats what she heard the first person say.
STEP 5. The other person responds by providing his reaction to the situation as expressed
by the first person, providing his view of the situation, and how it makes him feel.
STEP 6. The listener for the first person expresses what he heard the other say.
STEP 7. There are a number of options here, some, or all, of which can apply:
25
* A RELATIONSHIP CONFRONTATION/RESOLUTION PROCESS (Cont.)
o The first person reacts and responds to what was said. The listener again
repeats what she heard to the other. The other person responds and reacts
to the new information. This is repeated by the other listener. This allows
each person to clarify information, to get other feelings out, to maybe even
be more confrontive now that it feels safe.
o The listeners are asked to state what they feel are the key issues between
the parties. This provides pro-active information to the protagonists, and
helps them process the conflict.
o Other members of the group are asked to state what they heard, how they
feel about it, and what some resolution of the problem would be.
o If others were mentioned by either of the two protagonists, they are given
an opportunity to provide their view of the situation and how they feel
about it.
STEP 8. The first person is asked to express the needs of the other that she heard need to
be met. This is an expression of the other's best outcomes in the relationship. She
then expresses the needs she has that the other person can meet to help the
relationship.
STEP 9. The other person states the needs he heard the first person has, and states what his
needs are. He then states what he is willing to do to meet the needs.
STEP 10. The first person repeats the needs she hears the other has, and states her
willingness to meet those needs.
STEP 11. (OPTIONAL) Each person describes the relationship they will have with the
other in a set period of time. This description may be recorded. This provides a
best outcome or mission of the parties.
STEP 12. Each person who participated states how they feel about the confrontation and
resolution, and what they learned from the experience. Each of the listeners
speaks first, then the parties in the conflict close the discussion.
26
* A RELATIONSHIP CONFRONTATION/RESOLUTION PROCESS (Cont.)
o How do you feel about this experience?
o What did you learn that will make the group successful?
STEP 13. The parties are honored by having them go to the center of the room. This allows
them to make some physical gesture of resolution.
The facilitator manages this process. It is important that the individuals agree to the process in
the beginning. Once the individuals start to speak, they are allowed to continue without
interruption. It is not unusual for the other person to want to immediately set the record straight
as the first person talks. The facilitator must encourage this person to listen until the first person
is done.
Sometimes another member of the group wants to interrupt and set the record straight. Again,
the facilitator must ask the person to wait until the protagonists themselves have spoken before
letting others be involved. Each person is allowed to speak, but in turn, when the individuals in
conflict have had their say.
Sometimes one of the parties wants to go back over old ground. It is best to move the parties on,
cautioning against the natural desire to remain in the conflict. The individual may be allowed to
add information, even if repetitive, provided the solution is given at the end of the statement. It
is the responsibility of the facilitator to encourage the participants to move ahead, while still
being respectful of the need to confront.
27
* COLLECTIVE STATEMENTS
Collective statements are based on the belief that each of us sees the world from a different
viewpoint. Our individual views are like pieces of a puzzle -- when we fit them all together we
get the full picture.
In most meetings our views tend to be seen as competitive. When someone speaks, another
person responds with a counter-statement, and the meeting progresses with each trying to
convince the other of his or her rightness. This behavior is based on a belief in the "one right
answer" to all questions. Only one of us can be right, so our intelligence is used to establish that
rightness firmly. It becomes a competition in which each person's ego and intelligence are at
stake.
This is either/or thinking -- either you are right or I am! Often, two or three people will capture
all the time in a meeting with this either/or conflict, while others listen, get bored, and drop out.
It is a time-consuming, ineffective process. The meeting ends with some vaguely worded
compromise that relieves the participants. They leave with little commitment to it.
Collective thinking assumes we can all learn something from each other. We have different
views of a situation, and all views are right.
This is done with many of the workshop tasks. The collective statements are the result of adding
individual statements together, keeping each person's words to the best extent possible, creating a
statement of the total group.
* DEVELOPING A COLLECTIVE STATEMENT
A collective statement process is based on the notion that we all have different views of a
situation, and all views are right. Each of us perceives the world through our experiences, our
values and beliefs and our desires.
In some tasks, statements made by each individual participant are recorded as accurately as
possible. These statements are first segregated into common groups. The individual statements
are then added together, keeping each person's words to the best extent possible, creating a
statement of the total group.
At times it is necessary to add words to the brief recorded statements to clarify the intent. Or, a
word might be added to bridge two or more statements together. This is kept to a minimum in
order to retain the original recorded thought.
While some grammatical improvements may be made, the original statement and the original
words are kept as close as possible.
28
DEVELOPING A COLLECTIVE STATEMENT (CONT.)
As an example, these were the original recorded statements from another workshop for the
"Senior Citizens Worst Outcomes of the Situation":
SENIOR CITIZENS WORST OUTCOMES OF THE SITUATION:
1. Unsafe community to live in
2. Will regress, if no progress
3. Things fine, no higher taxes
4. Our senior programs will be cut--lack of funds
5. My needs as senior will not be considered and taxes rise--skyrocket
6. More leave town, higher crime, higher taxes, less facilities
7. Leads to collapse of government
8. If not forward, then backwards.
9. Become retirement community, kids leave, no industry,
10. Uncertain, unhappy future
The statements are segregated to become like groups of statements:
SENIOR CITIZENS WORST OUTCOMES OF THE SITUATION:
2. Will regress, if no progress
8. If not forward, then backwards.
3. Things fine, no higher taxes
9. Become retirement community, kids leave, no industry
5. My needs as senior will not be considered and taxes rise--skyrocket
4. Our senior programs will be cut--lack of funds
1. Unsafe community to live in.
6. More leave town, higher crime, higher taxes, less facilities
7. Leads to collapse of government
10. Uncertain, unhappy future
These statements are now linked together to form the final collective statement. Words that are
added in the process are shown in parentheses:
29
DEVELOPING A COLLECTIVE STATEMENT (CONT.)
THE SENIOR CITIZENS WORST OUTCOMES
:
(The community) will regress, if (there is) no progress. If (we do) not (move) forward, then (we
slide) backwards.
(We all think that) things (are) fine, (as long as there are) no higher taxes. (We) become (a)
retirement community, (the) kids leave, (there is) no industry.
My needs as (a) senior will not be considered and taxes will rise, skyrocketing. Our senior
programs will be cut (because) of (a) lack of funds.
(This will be an) unsafe community to live in. (More business and people) leave town, (because
of) higher crime, higher taxes, less facilities. (This) leads to a collapse of government. (We
face) an uncertain, unhappy future.
30
THE COMMUNITY IS TELLING A STORY
For years I sought for a way to help people understand at an integrative, or organic level, the
value of the collective statements, and all of the activities that lead up to it. It was the story
telling approach of an Indian elder that helped me to see how to do this.
Everyone Is Telling a Story
: I ask 6 to 8 people who are seated together in the circle to stand
and move one step into the circle. I walk out into the center of the circle and act as the director
of this story.
“I have learned, over time, that every conflict has a community of interest, that it brings
together those who are influenced or impacted by the decision. I am asking these people
to represent a community of interest.
Another thing I learned is that each community that is brought together around a conflict
has a community story to tell, but the individual members do not understand that. They
they have the entire story in themselves,
each come to the gathering believing that and
they are there to convince the others of the “truth” of what they know.
To demonstrate this, I am going to ask this group to tell a story. They are going to do
this like we did when we were in kindergarten, and the teacher asked us to each tell a
part of the story. We begin with Rob, who will repeat the first sentence that I give him.
This is the beginning of the story. Then, Kathy will add her sentence to the story,
followed by Laura adding a sentence, and so on, until Crista, the last person in the line,
will create an ending for the story.
“A porcupine walked into the meadow.”
I state for Rob the first sentence for the story:
Rob: A porcupine walked into the meadow.”
Kathy: (Thinking first) It was a warm and sunny day.”
Laura: “He saw another animal in the meadow.”
Jon: “It was a bear, an angry bear just waking up from a winter nap.”
Debbie: The bear growled at the porcupine when he approached.”
Dawn: “This frightened the porcupine, so he climbed a tree to get away from the bear.
Crista: There he met a female porcupine who became his mate for life.”
31
With the ending of this story the large group will normally laugh and applaud. The members of
the story group are often nervous about speaking and really think, trying to come up with the
“right” sentence that makes sense.
I repeat the learning I have had about communities of interest.
“I have learned that every conflict has a community of interest, and that community
which is drawn together has a community story to tell. But, they don’t know that. They
each think they have the full story.”
Everyone thinks they have the whole story:
I have Rob and Crista step out in front of the
story tellers, turning to face each other. I encourage them to repeat their sentence to each other,
to let the other know what the “true” story is.
Rob: “The porcupine walked into the meadow.”
Crista: There he met a female porcupine who became his mate for life.”
They both look at me, and I encourage them...... “The other person has not got it yet.” Keep
repeating it until he gets it.
Rob repeats to Crista: “The porcupine walked into the meadow.”
Crista repeats: “There he met a female porcupine who became his mate for life.” with a tone of
voice that is impatient.
Rob repeats with more vigor: “The porcupine walked into the meadow.”
Crista, her hands on her hips leans forward and repeats firmly: “There he met a female porcupine
who became his mate for life!”
Rob: “NO!!! The porcupine walked into the meadow!!” He speaks with steely confidence....
this is the truth!
Crista, before he is done, loudly with emphasis and pointing her finger into his chest: “There he
met a female porcupine who became his mate for life.”
Rob, leaning forward now, with more emphasis and a loud voice: “The porcupine walked into
the meadow.... and that is all there is to it!!”
Crista, now leaning nose to nose with him, and just as loudly: “There he met a female porcupine
who became his mate for life.”
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The group laughs, often applauds, they recognize themselves, they have seen this in many
meetings. I ask them, rhetorically, “Have you ever experienced this kind of argument before?
They all nod their heads.
Everyone wants the group to repeat their story line:
I have Rob and Crista return to the story
teller group. I turn to the others:
“What Rob and Crista both want is to win this argument, and have everybody else repeat
their sentence as the entire story line.”
I ask Rob to repeat his sentence, and for the others to repeat it exactly as he said it.
Rob: A porcupine walked into the meadow.”
Kathy: A porcupine walked into the meadow.”
Laura: A porcupine walked into the meadow.”
Jon: A porcupine walked into the meadow.”
Debbie: A porcupine walked into the meadow.”
Dawn: A porcupine walked into the meadow.”
Crista (resisting): NO WAY! There he met a female porcupine who became his mate for life.”
Again, the community laughs. They understand the implications of this activity. Now, they
she
know, Crista wants everyone to repeat her sentence, because has the truth.
The story is all mixed up:
In addition to everyone wanting to be right with their “story line,”
when the group meets, they are seated out of order. I move the standing participants around,
mixing their order. Then I ask them to repeat their sentence:
Debbie: The bear growled at the porcupine when he approached.”
Laura: “He saw another animal in the meadow.”
Rob: A porcupine walked into the meadow.”
Dawn: “This frightened the porcupine, so he climbed a tree to get away from the bear.
Kathy: “It was a warm and sunny day.”
Crista: There he met a female porcupine who became his mate for life.”
Jon: “It was a bear, an angry bear just waking up from a winter nap.”
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Now, this discussion doesn’t seem to make any sense, especially if you are the manager who
needs to make the decision. These people all appear to be in conflict with what they are saying.
There is no similarity. Who should you believe? What can you base your decision on?
In the consensus process, we encourage each person to express their view, and, we record as it is
being expressed. These are the different perceptions of the entire community. Then we take that
information from this group, and any other group, and write a collective statement. When we do
that it sounds like this:
(I move the story tellers to their original position and have them repeat their sentences)
Rob: A porcupine walked into the meadow.”
Kathy: “It was a warm and sunny day.”
Laura: “He saw another animal in the meadow.”
Jon: “It was a bear, an angry bear just waking up from a winter nap.”
Debbie: The bear growled at the porcupine when he approached.”
Dawn: “This frightened the porcupine, so he climbed a tree to get away from the bear.
Crista: There he met a female porcupine who became his mate for life.”
This collective statements tells the “whole story” and is inclusive of everyone views. Now that
you know the whole story as a manager, you can begin to take action to do something about what
is happening. “It sounds to me like we have an angry bear up in the meadow. We better tell
other humans about this to keep them away. Or, better yet, have the bear removed to a safer
place, so the porcupines can climb down the tree and return to their home.”
If We Exclude Others, We Don’t Get the Whole Story:
I then remove 4 members of the
group. Rob is removed because he looks like a hippie, and we certainly don’t want to give him
any recognition. Jon is always looking for the negative in things, so leave him out. Then, Deb is
a member of the public, what does she know about these things? Finally, don’t include Dawn,
she is part of that rabid environmentalist group. So, we are left with this story:
Kathy: “It was a warm and sunny day.”
Laura: “He saw another animal in the meadow.”
Crista: There he met a female porcupine who became his mate for life.”
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Now,... is that the same story? It is certainly a warm and positive story, but it is incomplete, and
leaves out important information. If you made a decision to send a group of people up to this
meadow, would they have all the information they need?
Coalitions Form and a Battle Begins:
The four people who were excluded find they have a
common purpose. They were not included, acknowledged, or their information listened to. They
form a coalition to get the attention of those who make the decision. They form a line facing the
“included group” and begin shouting their sentences at the same time to the others, wanting
attention and acknowledgment of their views.
All
Rob: A porcupine walked into the meadow.”
Spoken
Jon: “It was a bear, an angry bear just wakng up from a winter nap.”
At the
Dawn: “This frightened the porcupine, so he climbed a tree to get away from the
bear.
Same time
Debbie: The bear growled at the porcupine when he approached.”
This causes the “included group to come together as a block, expressing their point of view just
as loudly, and at the same time. No one listens, if they did it would just sound garbled.
All spoken
Kathy: “It was a warm and sunny day.”
At the
Laura: “He saw another animal in the meadow.”
Same time
Crista: There he met a female porcupine who became his mate for
life.”
Again,the message is visually and intellectually clear to the larger group. If you exclude people,
do not hear or acknowledge their information, they will form coalitions and oppose you. In
doing so, while all the needed information is expressed, little of it is actually heard.
Including everyone, hearing the whole story, results in community.
I bring back the
excluded members and they are integrated into the whole story. I remind them that the collective
statement includes all words expressed by the individuals in the group. The purpose of the
collective statement writer is to write the story.
A porcupine walked into the meadow. It was a warm and sunny day. He saw another animal in
the meadow. It was a bear, an angry bear just wakng up from a winter nap.
The bear growled at the porcupine when he approached. This frightened the porcupine, so he
climbed a tree to get away from the bear. There he met a female porcupine who became his
mate for life.
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When this is done, Kathy sees her statement is in the story. It is between Rob and Laura’s
statements (I have Kathy hold Robs hand and Laura’s hand). She is part of the story connected
with them. In like manner, Laura is connected by the story to Jon, and Jon to Debbie, etc. Soon,
all the storytellers are connected with their hands.
“This,” I emphasize, “is community.” Everyone has had their say, been listened too and
acknowledged. And, what they have said has been put into a collective statement, linking
them together. Now, they can decide what to do about this story they have created.”
I ask those standing to take a bow, still holding their hands, and then ask the members of the
group to honor these people for helping them learn. They all stand and applaud.
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