Working yet Homeless in Banff, Alberta
Banff, Alberta. Located in one of the most beautiful areas in Canada. People come from all over the world by the bus loads. There is money being made for sure. Nothing wrong with making money, right?
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Banff, Alberta. Located in one of the most beautiful areas in Canada. People come from all over the world by the bus loads. There is money being made for sure. Nothing wrong with making money, right?
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“Would you have sex with a person whom you knew for certain had AIDS and your only protection was a condom?” That was not a question I had expected, though I had responded to plenty of difficult questions in the preceding three hours of the meeting. For two years I had been piloting a sexuality education curriculum to prepare it for wider dissemination and replication in public schools.
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Wicked, persistent problems that diminish the quality of life in our communities often frustrate leaders accustomed to achieving change within their own organizations and institutions. While they know that homelessness, blight or hunger cannot be addressed as quickly as the strategic challenges they resolve within their company, hospital or university, they understandably wonder why progress on civic challenges is so elusive. And if these leaders travel or talk with colleagues from across the globe, they may also wonder why some communities make progress on wicked, persistent problems and others don’t.
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“People become the stories they hear and the stories they tell.”
- Elie Wiesel
Over the past several weeks I have had the opportunity to learn, and be inspired by, examples that illustrate how powerful the simple act of engaging in heart-felt conversation and listening can be when it is is rooted in compassion and curiosity.
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Those of us engaged in the work of Collective Impact (CI) know that, having this clear and comprehensive framework, is an essential roadmap for effectively tackling complex issues. However, applying the CI Framework to your own issue and developing wide consensus around a plan of action can still be challenging work. If you find yourself nodding in agreement to the previous statement, then you will want to be sure to read my latest paper, Developing Collective Impact Strategies in which I share tools and approaches designed to help with the development of collective impact strategies.
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After attending Tamarack's Collective Impact 3.0 conference in May, as a systemic facilitator, coach and consultant, I began to wonder if there might be something I could offer that could be integrated into the processes already used by Tamarack? My answer is yes! I facilitate a process, tool and methodology called Systemic Constellation Work (SCW)1 that offers a way for individuals, organizations, institutions, communities, and cities to experience and engage collectively in systems change.
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