Community Building Through Convening

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Community Building Through Convening

Definition

The Three Functions
of Convening

What Does it Take
To Be A Convener?

Preliminary Planning
Conference

Accommodating

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The word "convene" stems from the two Latin words con meaning "with" or "together", and venire, "to come". Its two major meanings are:

to come together, to assemble as in one body, usually for some public purpose
to cause to assemble

The phrase "usually for some public purpose" points to the objective of the art of convening — improvement in the public realm.

Background:
In early American history, perhaps the most influential convening was accomplished in 1633 by John Maverick, a minister in Dorchester, Massachusetts. In October 1633 the community faced a major problem… cows and goats were slipping through fences and grazing on the village green. At that time, there was no local government body to deal with such matters. Looking at the disturbance, John Maverick said, "We have a problem. We need to talk about it. Let's meet on Monday." From Maverick's calling people together about cows and goats on the green, grew a basic American political institution — the town meeting. Town meetings spread throughout New England. Their political power, based on grassroots citizen participation, shaped the structure of our constitutional system. To this day, many town meetings in Massachusetts start on a Monday.

David Mathews, President of the Kettering Foundation used this illustration in an article entitled "Our Shared Life in All Its Forms" (Foundation News, July/August 1987). Mathews described the indispensable functions of this "Independent Sector" in creating the public realm:

The public realm is pre-governmental, even pre-political; it is the environment out of which government grows. The public life is our shared life in all its forms. What is called the Independent Sector (more accurately termed the Public Sector) performs the most basic functions for the body politic, and is much older and larger than the structures of government.

Three Functions of Convening

David Mathews stresses the need to improve the quality of "public talk". To round out the concept, I would emphasize improving the quality of "public listening". The union of speaking and listening is noted in the frustration of a professor of public speaking. He observes, "I spend all my time trying to improve the skills of would-be public speakers, but nobody is improving the listening skills of the public.

Convening, well conducted, improves "public talk" and "public listening". In so doing, it provides the following three functions:

1. Convening brings together people representing different interests and perspectives into a discussion over common concerns.

In the routine of daily life, we talk mostly within our own circle of friends and associate with others who think like we do in various social, political or activity groups. Our conversations tend to reinforce our own ideas and opinions. Where few occasions take place for inter-group sharing, the society drifts apart as each group becomes caught up in its particular concerns. The examples of clan feuds of mountain folks or the rival youth gangs of the city show the extremes of social division. But the subtler, ongoing separation of groups creates less noticeable but still pervasive community disintegration. In consulting with people within the same organization, the most repeated complaint is "poor communication".

Good convening brings together people from different parts of the community. Convening fosters participation, shakes open closed opinions, seeks a common ground, and creates shared judgment. Convening guides self-interest toward a general interest; convening prevents a "hardening of the arteries in the life-blood communication flow of a community.

2. Convening explores and develops constructive thinking and discovers new solutions.

Mathews, in describing "public talk", claims "Public talk is not a bull session or a gripe session. It is not talking about an issue but through an issue. . .". Good convening fosters talking through, listening through, and thinking through the problem. Convening opens up a situation and lets people inside to see the structure of an issue and to understand its interconnected parts.

From this in-depth exploration, alternatives appear and possible solutions emerge. Often convening receives an in-breaking of the "new", a new idea, a new arrangement, a new procedure. Such breakthroughs can bring about changes in customary social procedures.

3. Convening builds motivation and the will for common action.

After bringing people together to talk and listen, convening builds a common commitment for action. Individuals encouraged in expressive and reflective thought develop a desire to work and contribute toward a solution. As a result, convening provides an arena for individuals to demonstrate their skills and knowledge, new civic leaders emerge from the process.

Effective convening can benefit any community in solving problems and improving communication.

What does it take to be a Convener?

A convener is one who is able to call "to assembly" the leaders and the led, elected officials and voters, professionals and receivers of services, rival political and interest groups, and institutional executives in the public and private sectors. The ability to call others to come together may flow from an official capacity — such as that of a judge or a mayor — but we are considering conveners who are not in elected or appointed governmental positions. Some community individuals who are conveners have power because of the respect and trust granted them by their fellow citizens. This esteem is earned day-by-day over time as one lives, works and serves in the community.

Convening is not for Everyone

Some people should not attempt to be conveners. Convening requires a nosy but non-offensive attitude toward people and demands an attraction toward the fouled-up situations of life. You have to loosen your grip on your closely held ideas. It means working with people you disagree with and with folks you don't like. You discover that your service is for everybody, not only for your friends. You find that serving the community takes place in all activities, and not just in your convening activities. To be a convener you need to stop demanding acceptance by others of your opinions. If easily offended, perhaps convening is not for you.

A convener maintains an open attitude towards the array of beliefs, ideologies, and political opinions held by individuals and various groups. Differences do not disturb a convener… differences are understood as enriching a pluralistic society…. the caldron from which comes change. The convener stays close to a universal, non-exclusive outlook upon humanity. In practice, a public convener is not effective when operating within a narrow, rigid ideology. (S)he must appreciate the ambiguity of all humankind. One's own views — or a particular group's interpretation — should not be identified as being "right". Such pride frustrates the reconciliation and progress hoped for in the art of convening.

Types of Convening

Convening is a flexible way of dealing with issues and problems. The nature of the concern indicates who should be convened, the size and scope of the convening, and the range of possible results. Often convening is used as an action in response after something has happened. Such situations might be a neighborhood demand for a traffic light following serious accidents at a street intersection, or an entire community aroused by the news that toxic or surface wastes are polluting the water supply.

In other instances, convening can be used to get out in front of a problem. The citizens of one community convened to provide an emergency, on-call ambulance service to transport patients to the regional hospital several miles away. In another town, citizens gathered to plan and explore practical, economic arrangements for preserving tracts of open land.

The size of the convening depends upon the scope of the issue. Some are neighborhood-size, others city-wide or even county or region-wide. Convening can be tailored to fit any situation. The issues suggest who needs to be involved. There can be different objectives:

gathering political pressure for change
providing for health care service
reducing conflict between groups
giving voice to the poor and powerless
planning future directions for the community

The process itself will determine what the goals should be and how to bring about positive results. An experienced convener who has built a network of relationships will know whom to call to get things started.

Convening: The First Three Stages

As you live and work within a community, the sense arises that a situation needs general public attention. The following is a brief description of the first three stages in launching a convening process:

testing with a "trial balloon"
the preliminary planning conferences
the first public session

1. The "Trial Balloon"

Your network of relationships tells you who should be concerned about this issue. You also know the people who have the power to help in the situation — they are usually the leaders of social, professional or interest groups. Others may have special knowledge or skills which would be useful. In some way they are "key" people with a special standing and respect in the community to whom others listen. You contact these key people and arrange to see them individually.

The purpose of these conversations is to measure the interest in doing something about the problem. During this stage, you will be looking for people who could share in the planning and management of the process. In these discussions the type of issue will determine the nature of the appeal to be made. The appeal may be one of fairness, safety, preservation, improving a service, or mounting a political pressure for change.

In these talks, it is important to allow the people the freedom to genuinely respond to the issue. They may back away from it or not see it as a vital concern. They may identify with the problem, think it's important and indicate a willingness to help. Whatever the response, assess it accurately; your own interest should not cloud your judgment. During these preliminary discussions you can mention the others you are approaching in this "trial balloon" stage. Then, as the individuals meet in the community, they will begin to talk about your suggestions. The "public talk" will have begun.

2. Preliminary Planning Conference

Gather together a preliminary planning conference of "key" people who are willing to work as a steering committee. This meeting will lay out the steps leading to the first public session. The group reviews the entire issue and addresses the critical question of sponsorship. What organizations, public or private, should issue the call for this convening? On general public matters it is preferable to have several sponsors.

Careful thought is given to the best way to present the issue. What is the historical background? What are the points of view and opinions which need to be presented for a well-rounded picture of the problem? Who are the individuals, because of their special knowledge or their leadership positions, most able to make the initial presentations? What should be the order of the presentations? A design for the public session is outlined with the list of suggested presenters.

The expenses of the convening should be estimated and a tentative budget drawn up. People or groups who might fund the effort should be identified.

Following the preliminary conference, the plan is shared with the leadership of the different groups, the presenters, and others in the community. As knowledge of the convening effort gets around, you'll be testing the response to it from a larger number of citizens. If no major stumbling blocks appear, proceed with the public session.

3. The First Public Session

The sponsors and presenters are now committed to the event. Cooperation is underway for the first public session. Now it is time to oversee the final details.

A place to meet is chosen large enough to accommodate the expected size of the gathering. A weekday evening is usually best for the initial general meeting. Newspaper, radio announcements and posters will attract the community at large and raise public consciousness. The presenters are responsible for preparing the needed graphics, handouts, charts, or slides.

A basic design for a first session would include:

a welcome
a recounting of the events which led to this assembly
an introduction of the presenters
description of the purpose of the session
an historical review of the situation
the presentations
a time for questions and discussion
a summing-up time to gain a sense of the meeting and to suggest ways to proceed

The convener of the session should be a person held in respect in the community. Good qualities for this moderator include a sense of humor, firmness, and the ability to listen and to allow people to express clearly what they are trying to say.

The summing-up time is critical. You listen, trusting in the "process of convening", believing that a direction will emerge which will guide you and the other leaders toward the appropriate next steps.

Let's now look more specifically at the skills and abilities required of a convener.

Skills and Abilities for Convening

Active Listening: Active listening is a primary skill for any effective conversation. It is an essential ability in all human relationships, but in convening it is important in networking, in organizing activities, and especially during the convening sessions.

Skillful, active listening is sensitive and intense. It involves focused concentration on a person or a group. It pays attention to more than spoken words; it is receptive to a wide range of communication, such as body language, eye movement, and emotional tone. Active listening closely follows thought patterns, the logic of step-by-step linear thought and the less rational reasoning of unspoken self-interest, habitual ideology, and unexamined prejudices.

Active listening notes the intuitive production of novel ideas, desired hopes, and guiding visions. This listening deciphers code words of the current jargon ("replicated", "revenue enhancement") and hears behind the fad phrases of the day ("the new paradigm"). Active listening hears the silences between the sounds, marks the hesitation in the flow of words while following the rhythms and cadence of speech. It hears the quality of voice: flat, excited, despondent, pressured. It knows that words both reveal and hide what is going on underneath. Active listening is attuned to the deeper experiences of others.

Active listening is always useful in the next skill: networking.

Networking: The activities of networking were described earlier. The following is a brief outline of the abilities needed.

developing rapport with a variety of types of people
gaining information and knowledge through sincere concern and curiosity
discerning how the entire community functions as a social system; knowing how groups and institutions relate to each other
staying in communication with people in the network on an ongoing basis

As you move toward the first convening session, skill in procedure planning is needed.

Procedure Planning: Procedure planning begins by envisioning the physical setting — the room, hall, or auditorium — where the assembly will be held. Imagine the setting:

the people as they gather
the physical placement of the people in the room when the session gets underway
the speaker's location in the hall
where the projectors and visual aids will be located and most effectively displayed

After choosing the best physical arrangements, the agenda is laid out step by step. This planning includes deciding what information is needed, who should make presentations, as well as what printed material and visual aids will clarify the issues and lead to productive discussion.

As the time for the convening session draws closer, make sure there is a skillful moderator in place, prepared to lead the assembly.

Moderating: Being a moderator requires "traffic cop" skills in guiding the flow of public talk during the convening. Guiding means:

making sure that people are understood
helping to show where an opinion or idea fits into the entire picture
making connections between the various contributions
helping people stick to the issue
keeping track of important ideas
keeping the discussion focused by brief summaries and transitions which help people keep their bearings
restating main points and summing up the conclusions
helping to clarify recommendations for policy direction, decisions, and proposed action

A good moderator discerns the direction of the talk, spots things which need more investigation, and identifies the next steps.

Accommodating: This word has multiple meanings. One is "making room for others". There is a place for everybody, and if there isn't, there should be.

Accommodating is the ability to relate to diverse people, giving them voice, assisting them to "find a place in the sun". Accommodating works at learning to dwell together with less conflict, with increased respect and appreciation for one another. An accommodating person interprets opposing opinions, clarifies differences, explains the reasons behind the differences, and helps people whose views differ to engage in constructive dialogue.

Convening includes conflict resolution. Skills in conflict management are a part of accommodating: helping groups negotiate, test new ways of relating, trying new methods of doing things. These skills help people open up to new ideas, attitudes and values.

A convening effort benefits from all these abilities. By practice and evaluation, you can increase your skills. But you don't have to have all these capabilities… rarely do they reside in one person. You may be strong in one or two of these areas, yet all these skills should be available. Ergo, enlist people who have the other needed skills to be on your leadership team.

Excerpts from The Ministry of Convening by John E. Soleau