Encouraged by your comments on the post ‘Communication, KM, monitoring, learning – The happy families of engagement’, here is a follow up post attempting to complete the picture of the families of engagement. And despite my immediately previous post, this is the real final blog post for 2011.
So, the three main branches of the family have been mapped out (1): communication, knowledge management and monitoring. But as in any fascinating family, the engagement family has lots of extended branches that enrich the colourful engagement family tree. Here are just a few more that are worth considering:
The Capacity development branch. This branch aims at beefing up the potential of people to do their job better. And since work is better done together, it also focuses on engagement to get more people in its network. This part of the family kept changing names through history. It was originally known as training but its members said it was too restrictive a name for what the whole family does – so the first son kept that name but the whole family itself was re-baptised capacity building, but then it was accused of suggesting that capacity had to be built from scratch. So it became capacity development.
- Training remains the most prominent son. Under pressure, however, it changed its approach. Where it used to bring people together intensively for two to three weeks, it now invites people for a couple or more days but repeats this exercise across a more extensive period and with more sustained interactions in and between training sessions. It seems to work out better for him now: Engagement around a process rather than just an event. Despite those more recent changes, it is still challenged by other branch members.
- A sister in the lot is coaching. She has been around for a long time, in fact a much longer time than training although in the old age she was rather known as mentoring and apprenticeship. Her objective is to follow the practice of people over much longer time, to assess that practice in situ, identify good practices and provide a safe space to make mistakes and improve; her approach thus aims at giving better advice, going more deeply in the perspective of excelling at a function and of benefitting from others’ experience. Coaching is thus all about deep, not wide engagement.
- Quite a few even younger siblings are coming to light: exchange visits, job rotation etc. For this branch of the family, learning is also essential. And it has become increasingly virtual in the past few years. The capacity development branch has been in touch with the distance learning relatives and this is really bringing engagement across various means of communication. Some are jealous of the booming business of this branch – certainly in the development/cooperation arena.
In contrast, the organisational development branch is not enjoying much wind in its sails these days. It is very close to the organisational learning brother in the KM family and it is basically concerned with all the ways that an organisation can perform more effectively. In fact, some argue that this is not really a branch in its own but rather a clan bringing different relatives together from the KM, communication, capacity development and monitoring branches.
- The one person that rallies all of them under this banner however is the ambitious organisational leadership. Driven by entrepreneurship, this cocky lad is quite happy to shine brightly and show its managerial capacities. But it does so with a purpose: to bring the organisation to the next level. So it’s not pure flash and tack. He knows that without having a sincere goal that transcends self interest, it will never manage to bring the people that form organisation to that next level – so engagement has to be its mantra.
- To ease this job, he is backed by his more distant cousin group dynamics, who knows how to get teams to work together and contribute to the bigger organisation. It is easier to rely on well-functioning teams than high individual performers only. Yet it’s still not enough.
- Organisational learning is thus part of this family enterprise to make sure that group dynamics works in accordance with the goal and perceives the value of its successful efforts and the lessons of its not so successful ventures.
- Change management also joins the club sometimes, to give advice from a system perspective, because the branch realises that it’s not possible to develop an organisation without adopting a broader perspective of systemic change. He is however much more related to the next branch of the family, the institutional change.
Some views on this branch even relate it to action research. It’s unclear where exactly this branch fits… and it is handing over to…
The Institutional change branch: close to the ‘organisational development’ branch, this family has a slightly broader look. It really aims at having a wider effect than the organisational clan. This branch believes in large scale engagement and logically talks a lot about systems thinking, change management and complexity. Subsequently, it is sometimes accused of being delusional (‘how can you achieve change at such a large scale?’) or too intellectual (‘you and your systems!‘). But for all this, it is enjoying a great wave of popularity at the moment.
- The patriarch of this branch is institutional development. He is a reformed organisational development relative who has decided to branch out and look outside the organisational box. He quickly perceived the importance of the context surrounding the organisation if change is the overall objective. Engagement was in his DNA and he first looked at the edges of the organisation: the networks and personal relations that evolve as conscious or unconscious satellites of the organisation. He moved into networks and foundations, collective units of organisation, including legal aspects (statutes) etc. He has now brothers and sisters that adequately complement his ambitions technically and ethically.
- Multi-stakeholder processes are the twin brothers and sisters that want to bring all kinds of people together to connect, learn and act together. They are very demanding, they eat a lot of resources (time and money) and they really need someone to help facilitating their interactions. But they offer a relatively practical solution for this branch’s objectives of wide scale engagement. Next to institutional development’s approach of changing organisations, they propose to combine forces between organisations; and that just fits the family ethos.
- Social change is the turbulent little sister. She cries for social justice, she craves freedom, empowerment and engagement in favour of the (more) socially-deprived. Engagement is her main strategy and she wants to mobilise all her family members to help in this. She’s not considered very serious by some family members, but she knows that some extraordinary figures from the past are on her side, the likes of Gandhi, Martin Luther King and Nelson Mandela. And she also knows that focusing on changing people one by one is a long but right track to flip institutions over too.
A family in transition?
It’s worth noting a few trends affecting the main families of engagement:
In the main communication branch, two trends are moving things around. Every family evolves over time to espouse the zeitgeist and practical arrangements that come with it:
- On the one hand, the communication branch is going ‘strategic’. This is the new motto to bring all family members in the same car for a journey to visit their contacts (their audiences) and have them come together as one, to align their methods and skills. In practice, having all members onboard does not mean that they play a melodious tune together. And the journey can be quite chaotic. But you have to praise the comms family for its intention to have one whole family experience. There’s chances that if they keep doing such journeys, one day they will play a beautiful tune together.
- On the other hand when the family goes on a journey to developing countries, and perhaps as a result of going ‘strategic’, the communication family is really moving away from their original ‘messages’ approach. It was too uni–directional. They have all realised to some extent the value of genuine bilateral engagement.
- Some elements of the family are coming back in the picture. It’s the case with coaching but also with the wild cousin storytelling mentioned in the previous ‘happy families’ post. is actually an age-old family member who’s been passing through the history of his engagement relatives time and time again to tell his tales and disappear again. He is celebrated again these days – is it yet another hype or is storytelling going to stick around this time?
Finally, much could be said about all the other clans evolving next to the engagement family. Some commenters mentioned artistic expression, psychology, I would add humour and jokes and all kinds of other related groups that gravitate around the engagement family and other families too.
At the end of the day, regardless of the specific portrait of each family, and regardless of their current and possible future transitions, what matters is that all these families contribute to more engagement across the board and in a networked way. In this sense, the elephant in the room that Harold Jarche mentioned in a post about managing engagement is perhaps indeed the networked approach that all engagement family branches are trying to follow, consciously or not. But perhaps the real elephant in the room is the collective sense-making and mobilisation of energies directed at a wider goal – in this sense social change is perhaps leading the pack.
But we’re not quite there yet, neither in the networked ways nor in the networked social change. Now we’re still at the stage of nurturing engagement, and such a family seems on the right path. For what good and what worth offers a family if not a place to develop deep relationships, trust in each other and trust in life, starting with the most basic steps of engagement?
- Again, this family tree does not pretend to be exhaustive nor the way to look at engagement.
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