9. COMMITMENT TO ACTION
An individual and/or collective agreement to be responsible and accountable for the way forward
WHY DO WE NEED COMMITMENT TO ACTION?
For the harvest of our creation to be of value, we are compelled to take committed action. Without commitment, the creation that has emerged from our time together may be lost or greatly diminished.
This final Aspect of the Convening Wheel generates new circumstances and situations that may well offer opportunities for further relationships. Since we are working with a wheel rather than a linear model, finding ourselves at the last Aspect does not bring us to the end. In fact, we may find ourselves returning again and again to the Convening Wheel as a resource as we navigate the meetings, gatherings, and conversations of our lives. Like the wheel, the human experience is more a continuing journey than a destination.
Commitment to Action may take many forms. It can be a decision to do something or a decision to do nothing. It can be one person agreeing to be accountable or many people agreeing to be accountable—individually or as a collective whole. It can be shared, or it can be private. More than a casual item on a to-do list, the Commitment to Action could be a question we commit to asking ourselves or a determined stake in the ground.
As Conveners, we guide ourselves and the group through an internal and external journey so that we are all prepared for authentic engagement, where crucial connection and trust can be achieved. We then tend and nurture the Creation of something new that emerges from the group, which leads to the possibility and promise of Commitment to Action. Learning how to have committed action that develops through alignment is the gift of our authentic engagement, is effective, and is deeply satisfying. True buy-in, true understanding, and focused energy are the byproducts of our time together, and committed action will bring this energy into the future.
CHALLENGE
Absence of alignment
Have we aligned ourselves with the way forward? If commitment is a product of alignment, we must stay alert for what has been created that is new, is worthwhile, and has the highest potential for alignment within the group. We look for surprises and breakthroughs, and for something new that is energizing to us and to the rest of the group. Again, we intervene and/or regroup if we discern a break in authentic engagement or if something is still missing that the group needs in order to be aligned.
The creative process for the Convener can be a time of letting go and letting come, as well as a time to move things along. In its most elegant form, moving from creativity to commitment can be an effortless natural flow that seems logical and apparent to all participants, based on the seamless unfolding of the convening process. We may also encounter resistance, pushback, and conflict.
while we wait for the celebration
that will burst forth when
the world is set aright
perhaps it would be good and wise
to set a place at today’s table
where those who will do the work
can be fed
and
since we are those people
perhaps right here
around these sturdy tables
and glowing campfires
and sacred spaces
and living rooms everywhere
right now is a good time
to engage in conversations that matter
to speak of possibilities
to give language to our hopes
and with our words
to begin to BE THE CHANGE
we wish to see
—Minx Boren1
During this phase, we may very well experience the greatest expression of movement and energy. As the close of the meeting is upon us, there is a natural tendency to want to come to a conclusion or wrap things up in a tidy bow. We’ve spent our time together for a purpose, and the desire for action may be the driving force now.
Our encouragement and support for the creative process is crucial. As the Conveners, we keep our eyes and ears open for dissent and inertia while allowing for chaos as well as order. Engagement and a sense of discovery within the community are held as necessary components of completion.
PRINCIPLE
Shared actions and behaviors create movement toward a common future of consequence and accountability.
We’ve come to this point, at the close of our gathering, having traveled a path around the Convening Wheel. If all has gone well, there is an understanding among the participants of what is needed. Meaningful action comes through the alignment of the group with something new for which we all are willing to share responsibility.
The participants in our gathering enter Commitment to Action because we want consequence as a result of our gathering. As the Conveners, we find the new that has emerged in alignment within the group, and we ask the participants to be accountable to bring that new into a shared future. Making a Commitment to Action that is inspired through an alignment with others, because we have authentically engaged, is effective and deeply satisfying.
ESSENTIAL QUESTIONS
What is needed to allow for the highest level of commitment, responsibility, and accountability?
What is already occurring or has been put into action?
What actions will I take that will make it more likely that people will act?
We ask ourselves what we have been noticing that others may have not. There is no set form for the action to take; however, as Conveners, we are in a position to determine what is needed at this time and declare or invite action. We design the form of the Commitment to Action to capitalize on the alignment of those present toward a common way forward.
During this Aspect, it is vital to determine what will be the method of bringing to light the Commitment to Action from the participants. The commitment can be verbal, written, collective, or individual. It can be undisclosed or shared. The responsibility of the Convener is not to hold the participants accountable or for the participants to hold each other accountable. The Convener is the conduit or facilitator of the process, and his or her role is to hold the possibility for alignment and Commitment to Action.
If true commitment is to come forth, the participants will all hold themselves accountable. This kind of Commitment to Action, where people are truly responsible and accountable for their future, cannot be achieved by coercion, motivation, or manipulation.
MAKING IT REAL
The design for purposeful action is embedded in the collective wisdom of the group and in the energy generated toward a common shared future that all can see and agree upon. Our journey around the Convening Wheel has brought us to this moment of decision, a place of firmly taking a stand. As Conveners, we want to be clear within ourselves that our foundational purpose and intent are reflected in the outcome to which we are now willing to be responsible, accountable, and committed. Have we inwardly and collectively come to resonance and integrity, so that the Commitment to Action that each is willing to take will reflect the alignment of the group?
This is a good time to determine the level of commitment needed and desired. Honoring different stages of readiness fosters individual empowerment and collective action. The Convener is now paying close attention to where the determination of the group is most alive and in what areas the group is most willing and able to make a commitment to move forward.
GOOD WILL FINDING
A major manufacturing company had merged with another organization. Each of the two human resources (HR) departments had its own culture and way of doing things, and a seemingly irresolvable conflict had arisen. A three-day offsite retreat was called to bring the two departments together to develop a common human resources strategy for the whole organization. Craig was asked to convene.
He knew that the group had to experience a “We’re all in this together” attitude in order to achieve the objective of the retreat. He used the power of the Convening Wheel to engage the participants. For two days, the group practiced the Art of Convening methods, and achieved and maintained authentic engagement. At times, passions ran high, and at others, the atmosphere was thick with frustration. Craig’s challenge was to maintain a high level of involvement by continually reinforcing the protocols and bringing the conversation back to Hearing All the Voices. The participants’ habitual tendencies to multitask, along with the differing and conflicting personalities, kept Craig focused on his intent while simultaneously slowing the pace and deepening the conversation.
Neither Craig nor anyone else knew what the outcome would be and how it would be carried into the larger organization, but he had faith that the group members would determine that for themselves.
On the last day, however, when it looked as if there might be a mandated command-and-control outcome during an open discussion with the full circle of participants, the answer came. The HR director of the parent organization offered that she and her team had learned a great deal from the other HR team during the two days, and were ready to begin collaboration on the creation of new principles and strategies that would be consistent with the common values and behaviors they had been able to identify through the weekend of open—and often charged—discussion.
She said she was prepared to make a personal commitment to work together in good faith, acknowledging that there would be disagreements ahead and their work had just begun.
Knowing that creation had taken place and the moment for a collective commitment to action was at hand, Craig requested a moment of silence for everyone to reflect on the offer and commitment that had just been made. He then asked the participants to speak to how they felt at the moment. Not necessarily about what she had said, but how they were feeling at that moment about the process.
The energy in the room was electric with possibility.
One by one, as each spoke in turn around the circle, the participants said how good it felt to be asked about what they thought and then to be heard! Quite spontaneously, each then spoke of his or her commitment to help make the new principles and strategies a reality.
The power of hearing these voices was indeed an Arc of Recognition. It was the recognition that they were now one group. They had become aligned and committed to a way forward together.3
If we are still struggling with a group, then we accept that what is new may need further work to bring alignment with it. We may decide to return to a previous Aspect to bring us and the group to congruence, or ask for the Commitment to Action to be the commitment of the participants to continue their work together in a new way or with a new spirit of good will. It is still an important Commitment to Action, even out of our disagreement, to be accountable to continue to show up—as long as we are not just postponing.
REFRAMING COMMITMENT
The commitment phase of most meetings is often associated with pressure and performance. A reframing of the concept of commitment may be helpful. Instead of thinking of another thing to add to our (and others’) already-packed to-do lists, we might ask the group to consider these questions as a form of commitment:
• What is my stake in the ground for the next 30 days?
• What is something that stretches me, creating new learnings and growth?
• What is something that creates value for myself and/or my group?
Heartland makes use of two effective practices, each getting at bringing Commitment to Action in different ways. Commitment Statements and the Commitment Cards process are used at the close of most of our meetings and gatherings.
The Commitment Statement is a powerful tool for bringing focus and closure to any group meeting, regardless of the content or meeting methodology employed. Simply invite each person to speak briefly about a specific commitment he or she is willing to make. We normally use the Stringing the Beads practice of allowing each person to speak in turn without interruption. In this case, the art is in the formation of the right question for that group.
Here are a few sample questions that may get at a few popular issues:
• “Based on what we know is needed to execute/complete this project/strategy, what is a commitment you are willing to actualize toward its success in the next __ days?” (Unless something needs to be completed immediately, 30 days is often a useful time frame that allows for an idea or strategy to develop and be implemented.)
• “What is a commitment you are willing to make in the next 30 days to enhance the esprit de corps of your team at least twofold?”
The Commitment Card process has become a popular feature at each Thought Leader Gathering. Prior to closing the final Stringing of the Beads, we pass out blank Commitment Cards and envelopes. The intention is to build cognitive commitment and to reinforce the muscle of commitment by having participants write a commitment to themselves. The question often is, “What is a commitment, in my life and/or work, that I’m willing to actualize in the next 30 days?”
A COMMITMENT TO COURAGE
In times of change (whether perceived positively or negatively), it’s critical that team members are empowered, embrace their role as change leaders, and understand that they have control over their own actions, which have an impact on and influence our culture/ environment. This is one of the greatest takeaways from the Art of Convening training.
The AoC also provides an opportunity to connect with my colleagues and peers so that I feel like part of a larger community—like we are all in this together; they provide a safe space to share and reflect (something we frequently miss out on during the chaos); and they provide tools and skills that support my personal development, which I can apply in our business environment.
I have learned a tremendous amount about listening and how to have productive, meaningful conversations. As a communications professional, I would have thought I was better at this naturally. I attribute much of the positive change in my attitude, perspective, and approach to learnings from this training and our dialogue in general.
In return, my commitment to you is to have courage, to lead the way, to embrace and effect change. Thank you for empowering and equipping me to do so.
—By Lauren Kettner4
As Conveners, we will continue to learn, hone, and develop each Aspect of the Convening Wheel for our next gatherings, knowing that authentic engagement creates a foundation of form and function; meaningful experiences; and breakthrough, transformational outcomes.
WHERE WE ARE ON THE CONVENING WHEEL
1. At the Heart of the Matter—We have explored who we are and how we will be in relationship with others.
2. Clarifying Intent—We have identified an intention consistent with At the Heart of the Matter that has substance and is acted upon.
3. The Invitation—We have extended a sincere invitation with genuine hospitality, generosity, and conviction.
4. Setting Context—We have clearly communicated the form, function, and purpose of our gathering.
5. Creating the Container—We have prepared a physical space with beauty and life, and we have agreed on terms of engagement or protocols that bring safety for our time together.
6. Hearing All the Voices—We have spoken and heard every other person speak in our gathering, creating an authentic whole.
7. Essential Conversation—We have entered into a meaningful exchange in an atmosphere of trust.
8. Creation—We have observed and nurtured the emergence of something new in our gathering.
9. Commitment to Action—We have concluded the gathering with an individual and/or collective commitment to be responsible and accountable for the way forward.
Commitment to Action is the final Aspect of the Convening Wheel. However, as in all circles, the end brings us to the beginning, At the Heart of the Matter, the hub of the Convening Wheel that has informed and supported us throughout this journey.
Things to Remember
Challenge: Absence of alignment. Have we aligned ourselves with the way forward?
Principle: Shared actions and behaviors create movement toward a shared future of consequence and accountability.
Essential Questions:
• What is needed to allow for the highest level of commitment, responsibility, and accountability?
• What is already occurring or has been put into action?
• What actions will I take that may encourage others to act?
Aspect-Strengthening Exercises
Checklist for the Gathering at Hand
• Do I know what commitment means to me?
• Do I know what methods or processes I will draw upon to enable the group to take collective or individual action?
EXERCISE 1: REFLECTIVE QUESTIONS
Answer these questions to build the experience of commitment:
• What is my role in creating change?
• What do I say I will do, and how do I hold myself accountable?
• Recalling the commitments I have in my life, what do they mean to me?
EXERCISE 2: PRACTICE REFRAMING COMMITMENT
Reframe commitments from “another thing to add to the to-do” list, to the following:
• What is my stake in the ground for the next 30 days?
• What is something that stretches me, creating new learnings and growth?
• What is something that creates value for myself and/or my group?
Brainstorm other ways to make a commitment that are reasonably meaningful and doable even for people with packed schedules and to-do lists.
EXERCISE 3: 10X COMMITMENT
Our friend Bill Veltrop, of Pathfinders and the Monterey Institute for Social Architecture, developed the “10X Commitment” mindset and practice. Use this practice as an exercise for developing your capacity for commitment.
10X Commitment
Knowing that what we aspire to can be more significant and motivating than what we can easily achieve, think of a commitment you have made or want to make to do or accomplish something meaningful to you—personally, socially, or practically. Now, mentally multiply that commitment by 10. That is your 10X Commitment.
Your 10X Commitment should feel impossible. That’s the point. By aspiring to something that seems unattainable, we establish conviction and motivation that could last a lifetime. It is a generative mindset that can bring more vivid wonder to our lives than we could ever predict.
Tips for Working with 10X Commitments
• Think of your 10X Commitment(s) as an ongoing, ever-evolving process—more a state of mind than a specific goal, more a privilege than a grudging duty.
• Provide for a long gestation period (some experience it as a lifelong process).
• Find or create ongoing groups where the 10X Commitment is or can be a core design element. We are not intended to do this alone.
• Within these groups, design for the ongoing sharing of stories of our ever-evolving relationships with our respective 10X Commitments.
• Develop an appreciative, service-centric mindset. Look for and expect to discover the extraordinary in self and others.
EXERCISE 4: 30-DAY COMMITMENT
As practice, next time you meet in a group and you sense an alignment around something new, try out this method of 30-Day Commitment Statements:
• Ask a focusing question for reflection: “From what I know is needed to support the gathering today, what is a commitment I’m willing to make for the next 30 days?”
• Next, ask each person to speak his or her commitment.
• Optionally, give the participants an index card so that they can write down their commitment to take with them when they leave the meeting or gathering.
Journaling Questions
• Has there been a time in your life or practice when you had the experience of a group’s total alignment, commitment, and accountability to the collective outcomes of a meeting or engagement?
• What challenges—inertia, distractions, pressing commitments, or overwhelming activities—did you have to overcome in the creative process to reach a true commitment to action? Did you overcome them?
• What are some ways you can think of now to overcome these challenges?