« S'aligner sur la direction du groupe : comment décider de ce que vous voulez et comment vous y arriverez » : différence entre les versions

Version du 30 décembre 2023 à 19:41

Ce qui suit répond aux questions soulevées lors de nos ateliers sur la structure et la stratégie par des membres de groupes nouvellement formés ou qui n'ont pas encore adopté une orientation claire. Cette ressource a été développée à partir des recommandations incluses dans les ressources développées par les organisateurs, des idées des activistes et de la consultation directe d' Amara Possain, conseillère du HUB. L'article ci-dessous contient des suggestions pour formuler une vision et une mission, déterminer les valeurs et la conduite de votre groupe, élaborer une théorie du changement et des conseils pour faciliter ces réunions.

Réflexions préliminaires

1. N'oubliez pas que tout ce travail préparatoire n'a de sens que lorsque vous commencez à agir ensemble ! Vous pouvez toujours revenir sur vos accords et vos orientations à un moment ultérieur. Il est important de ne pas s'enfermer dans le processus d'élaboration des déclarations « parfaites » au point de ne jamais passer à l'action. Essayez une action qui convient au groupe et débriefez après coup pour savoir si elle correspond à vos principes, à vos valeurs et à votre objectif. Les mots n'ont pas de véritable signification tant que l'on n'agit pas. -Amara Possain, consultante pour le HUB

2. Incorporez des occasions de se réjouir et d'établir des relations tout au long du processus. Il est important d'instaurer la confiance afin que les gens s'engagent dans le processus et ses résultats !

Étape 1: Se mettre d'accord sur le processus

Un bon point de départ est de se mettre d'accord sur le fait que votre groupe souhaite construire quelque chose collectivement ! La responsabilité de la facilitation de ce processus doit être partagée par au moins deux personnes. Tout au long du processus, pensez au développement du leadership en plus du processus de construction de votre groupe. Dans cette perspective, faites tourner les responsabilités pour que les membres acquièrent des compétences. -Amara Possain, Consultante pour le Hub ^[1]

Conditions favorisant l'alignement des membres

1. Alignement sur l'objectif et la vision	Accord sur ce que nous voulons réaliser ensemble.
2. Clarté des opérations de prise de décision	Accord sur la manière dont les décisions seront prises. Veuillez consulter les pages wiki suivantes relatives à la prise de décision : prise de décision par consensus (suggestions pour les petits groupes) et prise de décision par consensus modifiée (suggestions pour les grands et les petits groupes).
3. Concentration et limites	Sur quoi essayons-nous de nous aligner ? Quelles sont les décisions à prendre ? Qu'est-ce qui est sur la table ? Qu'est-ce qui n'est pas sur la table ? Définissez clairement ce que vous espérez réaliser dans le cadre du processus d'alignement (c'est-à-dire la rédaction d'une vision, d'une mission et d'une théorie du changement, ainsi que la mise en œuvre d'un processus de prise de décision).
4. Confiance	Les questions de confiance doivent être traitées directement sinon elles entravent le travail du groupe.
5. Attentes du groupe	Se mettre d'accord sur les attentes concernant le processus et le comportement du groupe.

Que se passe-t-il si un membre de notre groupe n'est pas d'accord avec la plupart des décisions du groupe ?

« Il n'y a pas de mal à avoir de nombreux groupes qui abordent le changement social de différentes manières. Lorsqu’une personne se présente et veut changer complètement de direction, nous devons rappeler qu'il existe de nombreuses façons différentes de s'organiser et de travailler ensemble et que si la personne n'est pas d'accord avec l'approche, elle peut créer son propre groupe ! » -Amara Possain, consultante pour le HUB

Étape 2: Visualiser l'endroit où vous irez, ce que vous ferez et pourquoi (s’aligner sur l'objectif et la vision)

Une déclaration de vision explique ce que votre groupe aspire à réaliser. Il s'agit de phrases courtes qui expriment vos espoirs pour l'avenir. Erreur de référence : Balise fermante </ref> manquante pour la balise <ref>

Compris et partagée par les membres de votre groupe
Suffisamment large pour inclure une grande variété de perspectives
inspirante et stimulante pour toutes les personnes qui participent à votre effort
Facile à communiquer (pas plus de trois phrases).

Par exemple...

« Un monde de sociétés justes, inclusives et bienveillantes, où la suprématie blanche et le patriarcat appartiennent au passé et où les gens peuvent vivre libres du colonialisme, de l'exploitation et de l'inégalité sous toutes leurs formes. Un monde où nos sociétés fonctionnent dans le respect des limites des ressources de la terre et soutiennent la survie de toutes les formes de vie. Un monde où aucune population ne prélève et ne consomme une quantité démesurée aux dépens des autres et où toutes les personnes, où qu'elles vivent, sont protégées des effets du changement climatique et de l'épuisement des ressources. » - La déclaration de vision du HUB

Une bonne déclaration de mission est <ref> https://ctb.ku.edu/en/table-of-contents/structure/strategic-planning/vision-mission-statements/main:

Concise, but longer than vision statements.
Outcome-oriented. Explain the fundamental outcomes your group is working towards.
Inclusive and broad. Don't limit your statement in the strategies/sectors that may become involved.

For example...

“Stand.earth challenges corporations and governments to treat people and the environment with respect, because our lives depend on it.”

-Stand.earth |- style="height: 28px;" | style="width: 19.6976%; background-color: #99e1d9; height: 28px;" | 4. Form your vision and mission statements! | style="width: 80.3024%; height: 28px;" | The following exercise by Mob Lab can be used to formulate your vision statement:

a) Give everyone a sheet of paper and things to write/draw with (or asked folks to take notes or draw in front of them if virtually meeting). Have each person draw their vision for the future. This is intentionally left vague, with no time frame, to allow participants to define the scope of the vision. Maximum 10 mins for the drawing exercise.

b) Everyone presents and talk about their drawing or writing (2 minutes each). While this is happening a facilitator takes notes on flip chart or virtual post-its capturing the highlights of what people say.

c) Once everyone has presented all images are posted on the wall (or virtual board) together. Ask participants what similarities they see. These should be big picture themes related to the long term vision.

d) From discussion, identify biggest themes and write them as statements that describe the long term vision for the campaign where everyone can see and access it.

Want an alternative to the above exercise? Check out the following exercises by ACT tools: 'future travel' exercise & magazine article exercise.

The following questions by ATC tools can be used to guide discussion and formulate your mission statement:

Who do we serve? Who do we not serve?
What do we provide? What do we not provide?
What’s the benefit of what we provide?
We are unique because…
What are we really good at? What are we not really good at?
What will we do to fulfill our goals?

|- style="height: 55px;" | style="width: 19.6976%; background-color: #99e1d9; height: 55px;" | 5. Revisit your vision and mission statements | style="width: 80.3024%; height: 55px;" |

We suggest revisiting your vision at least once a year to reflect on how your team is engaging with it. See the following

vision assessment tool from ATC.

A good rule of thumb is to restate your mission with your members at least once a month. It helps to keep members aligned and motivated.

|}

Step 3: Determining what is important and how you'll work together (decision making, boundaries and expectations)

To define what's important and how you'll work together, you'll need to outline your collective values, principles and protocols. This is usually compiled in the form of a collective working agreement or a code of conduct. ^[2] These components help to form the basis for the team culture you hope to build.

Reminder: it's important to remember not to spend too much time bogged down on writing perfect working agreements! Start with what is most important to your collective. These agreements can be revisited and modified as concerns arise.

Coming up with a working agreement/code of conduct:

Hold initial reflections ^[3]	Why do you do this work? What motivates you personally? What is most important for us for a good team environment? What behaviours do we need to take individually and as a team to support and live our values?
Understanding components of a working agreement	Principles help to establish purpose and to further shape the overall mission. For example, fairness, integrity, and honesty. Principles drive values. Values are beliefs and opinions that people hold regarding specific issues or ideas. For example, we value authentic relationships and the rights of Indigenous Peoples to free, prior, and informed consent. Principles and values are often written together. It is likely that you'll be able to draw principles and values from your discussions held to define your vision and mission. Protocols are the ways that principles and values look in action; i.e. order, boundaries, practices; the how of working together. By this stage if you haven't already, it would be helpful to choose a decision making framework that you'd like to use to work together. Please see the following wiki pages related to decision making: consensus decision making (suggestions for small groups) and modified consensus decision making (suggestions for large and small groups). See below for a suggested framework that can be implemented with some ease (if you do not have experience with decision making models).
Review example group principles and protocols	Example protocols from #Asians4BlackLives: "Embrace Frontline Leadership, Center Blackness We understand that the path to liberation for all communities travels through the liberation of Black communities in America. When Black people have justice and liberation, we all move one big step closer to real freedom. To us, solidarity encompasses understanding that we will never be truly free till Black people are free. We will keep our messages and slogans on the theme of Black Lives Matter, not All Lives Matter. We are committed to centering frontline leadership, and in this struggle that means centering Black organizations locally and nationally linked to this movement. With this commitment, we also understand that Black leaders and movements are not monolithic and we recognize some Black-led groups are also in (trans)formation stages. We respect and appreciate the diversity in their voices, strategies, and tactics, We will stay accountable to these diverse priorities specifically in relation to goals, vision, message, tone and choreographing of actions. We will raise our voices with, not above, those of Black people in this movement." Other examples of protocols might include, for example Erreur de référence : Balise fermante `</ref>` manquante pour la balise `<ref>` A TOC is your hypothesis about how to organize your resources to affect those who hold the resources/power to solve the problem. See our definitions page on theory of change for an overview. The general format for a TOC is: if we do (TACTICS) then (STRATEGIC GOAL or CHANGE) because (REASON). Turning alignment into action: planning a campaign Once you've drafted a rough TOC, you can begin to define the strategy you'll use to put the alignment of your team into action. Please see the following wiki page for information on these next steps: What is the right way to come up with a campaign strategy? In sum, you'll want to define some short/mid-term campaign goals and strategies based on your TOC, and with consideration for your available resources, capacity and leverage points. If your team is divided on a campaign direction, create working groups that carry out separate campaigns, reporting back to and seeking support from the whole team. Facilitation pointers for the alignment process and beyond General pointers from Adrienne Maree Brown's Emergent Strategy ^[4]

↑ https://atctools.org/wp-content/uploads/toolkit-files/creating-group-alignment.pdf === It is suggested to hold some reflective discussions to solidify what you hope this process will achieve. Some potential goals for the alignment process include:
↑ https://medium.com/the-mission/the-difference-between-principles-and-values-789b95452422
↑ https://commonslibrary.org/creating-a-team-culture/

↑ https://www.akpress.org/emergentstrategy.html :

Reflect on: Why are we meeting? What can this group uniquely accomplish? Initial meeting goals can include relationship building, to strengthen trust within the group and therefore resilience and capacity to move together. Develop an adaptable, spacious agenda so participants can shape meetings. Most conversations need about 1.5 hours to cover orientation around content, identify what's needed, and next steps. "There is a conversation in the room that wants and needs to be had. Don't force it, don't deny it. Let it come forth." Be honest about the group's capacity. Assess how much time people have regularly to put into the work ahead of time. "Know when to say yes and when to say no. Yes to those things that deepen the gathering- cultural grounding, local welcome, clarifying questions." "Yes to singing, bio breaks (bathroom, fresh air, snacks, self care), ending early (when the group has run out of energy for the day)." "No to judgment, delays, circular conversations, and people who are rejecting the process while offering no alternatives." Always finish with discussing elegant next steps, or those which acknowledge "what is known and unknown, and what the capacity of this group actually is." "Your mission should be brief and clear, so that you can refer to it at moments of decision, at forks in your organizational road. It should resonate with everyone in the organization."

Key conversations to hold as a team (that should be held once a year):

-Meeting for reflection and evaluation -Meeting for applying lessons from reflection to the next steps (planning) -Meeting for visioning, emerging, skill development etc. -How do we do our best... visioning? Learning? i.e. some members might prefer reading/watching and reflecting together, others might prefer open dialogue, others might prefer being given something to reflect or create from

The following is an example agenda template applying these pointers:

-Welcome (honor the land, place and people) -Introductions -Overview of goals, agenda, agreements -Framing: Why us, here and now? -Brainstorming discussion -Harvesting ideas -Meaning making -Closing with appreciations for each other and the land

For more on holding group meetings, see the following resource featured on the Commons Library.

If you have any suggested revisions or additional resources to share related to the above content, please email them to kenzie@lehub.ca.

This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

Back to Homepage

[1] ttps://atctools.org/wp-content/uploads/toolkit-files/creating-group-alignment.pdf === It is suggested to hold some reflective discussions to solidify what you hope this process will achieve. Some potential goals for the alignment process include:

[2] ttps://medium.com/the-mission/the-difference-between-principles-and-values-789b95452422

[3] ttps://commonslibrary.org/creating-a-team-culture/

[4] https://www.akpress.org/emergentstrategy.html :

Reflect on: Why are we meeting? What can this group uniquely accomplish?

Initial meeting goals can include relationship building, to strengthen trust within the group and therefore resilience and capacity to move together.

Develop an adaptable, spacious agenda so participants can shape meetings. Most conversations need about 1.5 hours to cover orientation around content, identify what's needed, and next steps.

"There is a conversation in the room that wants and needs to be had. Don't force it, don't deny it. Let it come forth."

Be honest about the group's capacity. Assess how much time people have regularly to put into the work ahead of time.

"Know when to say yes and when to say no. Yes to those things that deepen the gathering- cultural grounding, local welcome, clarifying questions." "Yes to singing, bio breaks (bathroom, fresh air, snacks, self care), ending early (when the group has run out of energy for the day)." "No to judgment, delays, circular conversations, and people who are rejecting the process while offering no alternatives."

Always finish with discussing elegant next steps, or those which acknowledge "what is known and unknown, and what the capacity of this group actually is."

"Your mission should be brief and clear, so that you can refer to it at moments of decision, at forks in your organizational road. It should resonate with everyone in the organization."

Key conversations to hold as a team (that should be held once a year):

-Meeting for reflection and evaluation

-Meeting for applying lessons from reflection to the next steps (planning)

-Meeting for visioning, emerging, skill development etc.

-How do we do our best... visioning? Learning?

i.e. some members might prefer reading/watching and reflecting together, others might prefer open dialogue, others might prefer being given something to reflect or create from

The following is an example agenda template applying these pointers:

-Welcome (honor the land, place and people)

-Introductions

-Overview of goals, agenda, agreements

-Framing: Why us, here and now?

-Brainstorming discussion

-Harvesting ideas

-Meaning making

-Closing with appreciations for each other and the land

For more on holding group meetings, see the following resource featured on the Commons Library.

If you have any suggested revisions or additional resources to share related to the above content, please email them to kenzie@lehub.ca.

This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

Back to Homepage

[5] Reflect on: Why are we meeting? What can this group uniquely accomplish?

[6] Initial meeting goals can include relationship building, to strengthen trust within the group and therefore resilience and capacity to move together.

[7] Develop an adaptable, spacious agenda so participants can shape meetings. Most conversations need about 1.5 hours to cover orientation around content, identify what's needed, and next steps.

[8] "There is a conversation in the room that wants and needs to be had. Don't force it, don't deny it. Let it come forth."

[9] Be honest about the group's capacity. Assess how much time people have regularly to put into the work ahead of time.

[10] "Know when to say yes and when to say no. Yes to those things that deepen the gathering- cultural grounding, local welcome, clarifying questions." "Yes to singing, bio breaks (bathroom, fresh air, snacks, self care), ending early (when the group has run out of energy for the day)." "No to judgment, delays, circular conversations, and people who are rejecting the process while offering no alternatives."

[11] Always finish with discussing elegant next steps, or those which acknowledge "what is known and unknown, and what the capacity of this group actually is."

[12] "Your mission should be brief and clear, so that you can refer to it at moments of decision, at forks in your organizational road. It should resonate with everyone in the organization."

[1]

[2]

[3]

[4]

@@ Ligne 1 : / Ligne 1 : @@
-''EN COURS DE TRADUCTION''
+Ce qui suit répond aux questions soulevées lors de nos ateliers sur la structure et la stratégie par des membres de groupes nouvellement formés ou qui n'ont pas encore adopté une orientation claire. Cette ressource a été développée à partir des recommandations incluses dans les ressources développées par les organisateurs, des idées des activistes et de la consultation directe d' [https://www.amarapossian.com/ Amara Possain], conseillère du HUB. L'article ci-dessous contient des suggestions pour formuler une vision et une mission, déterminer les valeurs et la conduite de votre groupe, élaborer une théorie du changement et des conseils pour faciliter ces réunions.
+== Réflexions préliminaires ==
+. N'oubliez pas que tout ce travail préparatoire n'a de sens que lorsque vous commencez à agir ensemble ! Vous pouvez toujours revenir sur vos accords et vos orientations à un moment ultérieur.''' Il est important de ne pas s'enfermer dans le processus d'élaboration des déclarations « parfaites » au point de ne jamais passer à l'action.''' Essayez une action qui convient au groupe et débriefez après coup pour savoir si elle correspond à vos principes, à vos valeurs et à votre objectif. Les mots n'ont pas de véritable signification tant que l'on n'agit pas. -Amara Possain, consultante pour le HUB
+. Incorporez des occasions de se réjouir et d'établir des relations tout au long du processus. Il est important d'instaurer la confiance afin que les gens s'engagent dans le processus et ses résultats !
+== Étape 1: Se mettre d'accord sur le processus ==
+'''Un bon point de départ est de se mettre d'accord sur le fait que votre groupe souhaite construire quelque chose collectivement !''' La responsabilité de la facilitation de ce processus doit être partagée par au moins deux personnes. Tout au long du processus, '''pensez au développement du leadership en plus du processus de construction de votre groupe.''' Dans cette perspective, faites tourner les responsabilités pour que les membres acquièrent des compétences. -Amara Possain, Consultante pour le Hub  <ref>https://atctools.org/wp-content/uploads/toolkit-files/creating-group-alignment.pdf ===
+It is suggested to hold some reflective discussions to solidify what you hope this process will achieve. Some potential goals for the alignment process include:</ref>
-<br><br>The following responds to questions raised in our structure and strategy workshops from members of groups that are either newly formed, or have not adopted alignment on a clear direction. This resource was developed from recommendations included in organizer-developed resources, from activist insights, and from direct consultation with HUB advisor [https://www.amarapossian.com/ Amara Possain]. Included in the below article are suggestions for formulating a vision and mission, determining your group values and conduct, forming a theory of change and pointers for facilitating these meetings.
+<span style="font-size: 12pt;" >'''Conditions favorisant l'alignement des membres '''</span><br>
+{| class="wikitable" style="font-size: 14.4px; width: 100%; height: 194px; border-color: rgb(0, 0, 0);"
-== Introductory thoughts ==
-. Remember that none of this prep work is meaningful until you start doing things together! You can always revisit your agreements and direction at a later time.''' It's important not to get stuck in the process of making the 'perfect' statements''' to the point of never actually taking action. Give an action that is agreeable to the group a try, and debrief afterwards how it stacked up against your principles, values and purpose. Words don't have real meaning until you do something. -Amara Possain, HUB advisor''''''
-. Incorporate joyful, relationship-building opportunities throughout this process. It's important to build trust, so that folks are committed to the process and it's outcomes!
-== Step 1: Agreeing on your process ==
-'''A great place to start is agreeing that your group wants to collectively build something! '''Responsibility for facilitating this process should be shared by at least 2 people. Throughout the process,''' think about leadership development in addition to the process of building your group.''' Rotate responsibilities to skill up members. -Amara Possain, HUB advisor
-=== Conditions that support alignment <ref>https://atctools.org/wp-content/uploads/toolkit-files/creating-group-alignment.pdf ===
-It is suggested to hold some reflective discussions to solidify what you hope this process will achieve. Some potential goals for the alignment process include:
-{| class="wikitable" style="font-size: 14.4px; width: 100%; height: 194px; border-color: rgb(0, 0, 0);"
 |- style="height: 52px;"
-| style="width: 21.3321%; background-color: rgb(197, 31, 132); height: 52px; border-color: rgb(0, 0, 0); text-align: left;" | <span style="color: rgb(255, 255, 255);">'''1. Alignment on purpose and vision'''</span>
+| style="width: 21.3321%; background-color: rgb(197, 31, 132); height: 52px; border-color: rgb(0, 0, 0); text-align: left;" | '''<span style="color: rgb(255, 255, 255);" >1. Alignement sur l'objectif et la vision</span>'''
 | style="height: 52px; width: 78.5901%;" |
-*<span style="color: rgb(0, 0, 0);">Agreement on what we want to achieve together.</span>
+*Accord sur ce que nous voulons réaliser ensemble.
 |- style="height: 10px;"
 | style="width: 21.3321%; background-color: #c51f84; height: 10px; border-color: #000000; text-align: left;" |
-<span style="color: rgb(255, 255, 255);">'''2. Clarity on decision-making operations'''</span>
+<span style="color: rgb(255, 255, 255);">'''2. Clarté des opérations de prise de décision<br>'''</span>
 | style="height: 10px; width: 78.5901%;" |
-*Agreement on how decisions will be made.&nbsp;
+*Accord sur la manière dont les décisions seront prises.
-*Please see the following wiki pages related to decision making: [[consensus decision making (suggestions for small groups)]] and [[modified consensus decision making (suggestions for large and small groups)]].
+*Veuillez consulter les pages wiki suivantes relatives à la prise de décision : [https://fr.wiki.lehub.ca/index.php/Mod%C3%A8le_pratique_:_prise_de_d%C3%A9cision_en_petit_groupe_(consensus) prise de décision par consensus (suggestions pour les petits groupes)] et [//Mod%C3%A8le%20pratique%20:%20prise%20de%20d%C3%A9cision%20en%20grand%20groupe%20(consensus%20modifi%C3%A9) prise de décision par consensus modifiée (suggestions pour les grands et les petits groupes). ]<br>
 |- style="height: 76px;"
 | style="width: 21.3321%; background-color: rgb(197, 31, 132); border-color: rgb(0, 0, 0); text-align: left; height: 76px;" |
-'''<span style="color: rgb(255, 255, 255);" rgb="" 255="">3. Focus and boundaries</span><br>'''
+'''<span style="color: rgb(255, 255, 255);" rgb="" 255="">3. </span><span style="color: rgb(255, 255, 255);" >Concentration et limites</span><br><br>'''
 | style="height: 76px; width: 78.5901%;" |
-*What are we trying to align around? What are the decisions that need to be made? What’s on the table? What’s off the table?
-*Define clearly what you hope to achieve in the alignment process (i.e. writing vision, mission and theory of change statements and implementation of a decision making process).
+*Sur quoi essayons-nous de nous aligner ? Quelles sont les décisions à prendre ? Qu'est-ce qui est sur la table ? Qu'est-ce qui n'est pas sur la table ?
+*Définissez clairement ce que vous espérez réaliser dans le cadre du processus d'alignement (c'est-à-dire la rédaction d'une vision, d'une mission et d'une théorie du changement, ainsi que la mise en œuvre d'un processus de prise de décision).
 |- style="height: 28px;"
 | style="width: 21.3321%; background-color: rgb(197, 31, 132); border-color: rgb(0, 0, 0); text-align: left; height: 28px;" |
-'''<span style="color: rgb(255, 255, 255);">4. Trust</span>'''
+'''<span style="color: rgb(255, 255, 255);">4. Confiance<br></span>'''
 | style="height: 28px; width: 78.5901%;" |
-*Issues around trust need to be dealt with directly, otherwise they will impede the group's work.
+*Les questions de confiance doivent être traitées directement sinon elles entravent le travail du groupe.
 |- style="height: 28px;"
 | style="width: 21.3321%; background-color: rgb(197, 31, 132); border-color: rgb(0, 0, 0); text-align: left; height: 28px;" |
-'''<span style="color: rgb(255, 255, 255);">5. Group Expectations</span>'''
+'''<span style="color: rgb(255, 255, 255);">5. Attentes du groupe<br></span>'''
 | style="height: 28px; width: 78.5901%;" |
-*Agreeing on expectations for group process and behaviour.
+*Se mettre d'accord sur les attentes concernant le processus et le comportement du groupe.
 |}
-=== What if a member of our group disagrees with most of the groups decisions? ===
+=== Que se passe-t-il si un membre de notre groupe n'est pas d'accord avec la plupart des décisions du groupe ? ===
-''"It's okay to have many groups that approach social change in many different ways. When someone shows up and wants to change the direction entirely, we have to remind that there are many different ways to organize and work together and if someone disagrees with the approach, they can make their own group!"'' -Amara Possain, HUB advisor
-== Step 2: Visioning where you'll go, what you'll do and why (aligning on purpose and vision) ==
+''« Il n'y a pas de mal à avoir de nombreux groupes qui abordent le changement social de différentes manières. Lorsqu’une personne se présente et veut changer complètement de direction, nous devons rappeler qu'il existe de nombreuses façons différentes de s'organiser et de travailler ensemble et que si la personne n'est pas d'accord avec l'approche, elle peut créer son propre groupe&nbsp; ! » ''-Amara Possain, consultante pour le HUB&nbsp;
-A '''vision statement '''explains what your group is''' aspiring '''to achieve. They are short phrases or sentences that convey your hopes for the future. <ref>https://ctb.ku.edu/en/table-of-contents/structure/strategic-planning/vision-mission-statements/main
+== Étape 2: Visualiser  l'endroit où vous irez, ce que vous ferez et pourquoi (s’aligner sur l'objectif et la vision) ==
-<br>
+Une '''déclaration de vision''' explique ce que votre groupe aspire à réaliser. Il s'agit de phrases courtes qui expriment vos espoirs pour l'avenir. <ref>https://ctb.ku.edu/en/table-of-contents/structure/strategic-planning/vision-mission-statements/main
 <br>
-'''Mission statements''' describe what the group is going to do and why it's going to do that. In other words, '''what you'll do, why, and for who'''. Your mission statement reminds members why you’ve come together.''' <ref>https://ctb.ku.edu/en/table-of-contents/structure/strategic-planning/vision-mission-statements/main</ref> '''
+<br>Les '''déclarations de mission''' décrivent ce que le groupe va faire et pourquoi il va le faire. En d'autres termes, ce que vous allez faire, pourquoi et pour qui. Votre déclaration de mission rappelle aux membres pourquoi vous vous êtes rassemblés. <ref>https://ctb.ku.edu/en/table-of-contents/structure/strategic-planning/vision-mission-statements/main '''
-=== Stages of forming vision and mission statements ===
+===Étapes de l'élaboration des déclarations de vision et de mission===
 {| class="wikitable" style="border-collapse: collapse; width: 100%; height: 429px; background-color: #ffffff;"
 |- style="height: 23px;"
 | style="width: 19.6976%; height: 23px; background-color: #99e1d9;" |
-'''1. Reflect and brainstorm ideas'''
+'''1. Réflexion et remue-méninges<br>'''
 | style="width: 80.3024%; height: 23px;" |
-*In our learning circle on [[Mobilizing and activating members: recruitment and retention 101]], when prompted with the question "'''why are you here'''?", many people responded with their desire to be with others who share similar values, who care about what they care about, and to navigate climate grief and fear by taking action with others.&nbsp;
+*Lors de notre cercle d'apprentissage sur [https://fr.wiki.lehub.ca/index.php/Recrutement_et_r%C3%A9tention_101 Recrutement et rétention 101], à la question « '''pourquoi êtes-vous ici ?''' », de nombreuses personnes ont répondu qu'elles souhaitaient être avec d'autres personnes qui partagent les mêmes valeurs, qui se préoccupent de ce qui les préoccupe et qui veulent surmonter le chagrin et la peur liés au climat en agissant avec d'autres personnes.
-'''Other questions to reflect on:'''
+'''Autres questions à méditer :'''<br>
-*What is the dream for our community?
+*Quel est le rêve de notre communauté ?
-*What would we like to see change?
+*Qu'aimerions-nous voir changer ?
-*What do we see as the community's major issues?
+*Quels sont, selon nous, les principaux problèmes de la communauté ?
-*What do you see as the community's major strengths and assets?
+*Quels sont, selon vous, les principaux atouts et forces de la communauté ?
-*What do you think should be the purpose of this organization (or effort)?
+*Quel devrait être, selon vous, l'objectif de cette organisation (ou de cet effort) ?
-*Why should these issues be addressed?
+*Pourquoi ces questions devraient-elles être abordées ?
-*What would success look like?
+*À quoi ressemblerait le succès ?<br>
 |- style="height: 23px;"
 | style="width: 19.6976%; height: 23px; background-color: #99e1d9;" |
-'''2. Write down sentences that summarize ideas from your discussions'''
+'''2. Rédigez des phrases qui résument les idées issues de vos discussions.<br>'''
 | style="width: 80.3024%; height: 23px;" |
-*You can do this individually and come together, or collectively. Ask for feedback to adapt the statements.
+*Vous pouvez le faire individuellement et vous réunir ou collectivement. Demandez un retour critique pour adapter les déclarations.
 |- style="height: 23px;"
 | style="width: 19.6976%; height: 23px; background-color: #99e1d9;" |
-'''3. Review good vision and mission statements'''
+'''3. Examiner des bonnes déclarations de vision et de mission<br>'''
 | style="width: 80.3024%; height: 23px;" |
-A good vision statement is <ref>https://ctb.ku.edu/en/table-of-contents/structure/strategic-planning/vision-mission-statements/main :
+Une bonne déclaration de vision est :  <ref>https://ctb.ku.edu/en/table-of-contents/structure/strategic-planning/vision-mission-statements/main :
-*<span>''Understood ''and shared by members of your group</span>
+</ref>
-*<span>''Broad ''enough to include a diverse variety of perspectives</span>
+*''Compris et partagée par les membres de votre groupe''
-*<span>''Inspiring ''and uplifting to everyone involved in your effort</span>
+*''Suffisamment large pour inclure une grande variété de perspectives''
-*<span>''Easy to communicate'' (i.e. no more than 3 sentences).</span>
+*''inspirante et stimulante pour toutes les personnes qui participent à votre effort''
-</ref></ref></ref><p><span>For example...</span><span></span></p>
+*''Facile à communiquer (pas plus de trois phrases). ''<br>
-<p><span>“A world of fair, inclusive and caring societies, where white supremacy and patriarchy are things of the past and where people can live free from colonialism, exploitation and inequality, in all of its forms. A world where our societies operate in respect of the resource limits of the earth and support the survival of all forms of life. Where no population extracts and consumes an inordinate amount at the expense of others and one where all people, wherever they live, are protected from the effects of climate change and resource depletion.” -The [https://www.lehub.ca/ HUB]’s vision statement</span></p>
+<p><span>Par exemple...</span><span></span></p>
+<p><span>« Un monde de sociétés justes, inclusives et bienveillantes, où la suprématie blanche et le patriarcat appartiennent au passé et où les gens peuvent vivre libres du colonialisme, de l'exploitation et de l'inégalité sous toutes leurs formes. Un monde où nos sociétés fonctionnent dans le respect des limites des ressources de la terre et soutiennent la survie de toutes les formes de vie. Un monde où aucune population ne prélève et ne consomme une quantité démesurée aux dépens des autres et où toutes les personnes, où qu'elles vivent, sont protégées des effets du changement climatique et de l'épuisement des ressources. » - La déclaration de vision du [https://www.lehub.ca/ HUB]<br></span></p>
 <br>
-<span></span>
+<span></span>Une bonne déclaration de mission est &lt;ref&gt; <span class="reference-text">[https://ctb.ku.edu/en/table-of-contents/structure/strategic-planning/vision-mission-statements/main https://ctb.ku.edu/en/table-of-contents/structure/strategic-planning/vision-mission-statements/main]</span>:<br>
-<span>A good mission statement is''' <ref>https://ctb.ku.edu/en/table-of-contents/structure/strategic-planning/vision-mission-statements/main ''':</ref></span>
 *<span>'''Concise''', but longer than vision statements.</span>
 *<span>'''Outcome-oriented. '''Explain the fundamental outcomes your group is working towards.</span>
@@ Ligne 117 : / Ligne 111 : @@
 <br>The following questions by [https://atctools.org/wp-content/uploads/toolkit-files/vt3-facilitating-mission.pdf ATC tools ] can be used to guide discussion and '''formulate your mission statement''':
 *Who do we serve? Who do we not serve?
-*What do we provide? What do we not provide?
+*What do we provide? What do we not provide?&nbsp;
 *What’s the benefit of what we provide?
 *We are unique because…
@@ Ligne 125 : / Ligne 119 : @@
 | style="width: 19.6976%; background-color: #99e1d9; height: 55px;" | '''5. Revisit your vision and mission statements'''
 | style="width: 80.3024%; height: 55px;" |
 *We suggest revisiting your vision at least once a year to reflect on how your team is engaging with it. See the following
 <span>[https://atctools.org/wp-content/uploads/toolkit-files/organizational-vision-assessment.pdf vision assessment tool from ATC.]</span>
 <span></span>
@@ Ligne 134 : / Ligne 128 : @@
 == Step 3: Determining what is important and how you'll work together (decision making, boundaries and expectations) ==
-<p><span>To define what's important and how you'll work together, you'll need to outline your collective </span><span>values, principles and protocols. This is usually compiled in the form of a '''collective working agreement or a code of conduct'''. </span><u> <ref>https://medium.com/the-mission/the-difference-between-principles-and-values-789b95452422 </ref></u>These components help to form the basis for the team culture you hope to build.</p>
+<p><span>To define what's important and how you'll work together, you'll need to outline your collective </span><span>values, principles and protocols. This is usually compiled in the form of a '''collective working agreement or a code of conduct'''. </span><u>  <ref>https://medium.com/the-mission/the-difference-between-principles-and-values-789b95452422 </ref> </u>These components help to form the basis for the team culture you hope to build.</p>
 <p><u></u></p>
 <p><u> </u><u>Reminder:</u><span> </span><span>i</span>t's important to remember not to spend too much time bogged down on writing perfect working agreements! Start with what is most important to your collective. These agreements can be revisited and modified as concerns arise.</p>
@@ Ligne 141 : / Ligne 135 : @@
 {| class="wikitable" style="font-size: 14.4px; width: 100%; height: 194px; border-color: #000000;"
 |-
-| style="width: 21.3321%; background-color: #c51f84; border-color: #000000; text-align: left;" | <span style="color: rgb(255, 255, 255);">'''Hold initial reflections <ref>https://commonslibrary.org/creating-a-team-culture/ '''</ref></span>
+| style="width: 21.3321%; background-color: #c51f84; border-color: #000000; text-align: left;" | <span style="color: rgb(255, 255, 255);">'''Hold initial reflections  <ref>https://commonslibrary.org/creating-a-team-culture/ '''</ref> </span>
 | style="width: 78.5901%;" |
 <br>
@@ Ligne 163 : / Ligne 157 : @@
 *"Embrace Frontline Leadership, Center Blackness<br>We understand that the path to liberation for all communities travels through the liberation of Black communities in America. When Black people have justice and liberation, we all move one big step closer to real freedom. To us, solidarity encompasses understanding that we will never be truly free till Black people are free. We will keep our messages and slogans on the theme of Black Lives Matter, not All Lives Matter.
 *We are committed to centering frontline leadership, and in this struggle that means centering Black organizations locally and nationally linked to this movement.<br>With this commitment, we also understand that Black leaders and movements are not monolithic and we recognize some Black-led groups are also in (trans)formation stages. We respect and appreciate the diversity in their voices, strategies, and tactics, We will stay accountable to these diverse priorities specifically in relation to goals, vision, message, tone and choreographing of actions. We will raise our voices with, not above, those of Black people in this movement."<br>
-Other examples of protocols might include, for example <ref>https://www.akpress.org/emergentstrategy.html :
+Other examples of protocols might include, for example  <ref>https://www.akpress.org/emergentstrategy.html :
 *Engage tension, don't indulge drama
 *WAIT- Why am I talking?
@@ Ligne 182 : / Ligne 176 : @@
 *Place is important. For the [https://amc.alliedmedia.org/ AMC&nbsp;], Detroit is important as a source of innovative, collaborative, low-resource solutions. Detroit gives the conference a sense of place, just as each of the conference participants bring their own sense of place with them to the conference.
 *We encourage people to engage with their whole selves, not just with one part of their identity.
-*We begin by listening."
+*We begin by listening."|- style="height: 76px;"| style="width: 21.3321%; background-color: #c51f84; border-color: #000000; text-align: left; height: 76px;" |<span style="color: rgb(255, 255, 255);">'''Write your principles and protocols!'''</span>| style="height: 76px; width: 78.5901%;" |'''[https://docs.google.com/document/d/1JZprBEWEj9DHHIPCc_3JRTaaylTO77deF3mvrvCVWNU/edit UN Green New Deal]'s red/green lines exercise '''can be helpful when determining your principles and protocols. It makes articulating what members of the group do and do not want easier.&nbsp;
-|- style="height: 76px;"
-| style="width: 21.3321%; background-color: #c51f84; border-color: #000000; text-align: left; height: 76px;" |
-<span style="color: rgb(255, 255, 255);">'''Write your principles and protocols!'''</span>
-| style="height: 76px; width: 78.5901%;" |
-'''[https://docs.google.com/document/d/1JZprBEWEj9DHHIPCc_3JRTaaylTO77deF3mvrvCVWNU/edit UN Green New Deal]'s red/green lines exercise '''can be helpful when determining your principles and protocols. It makes articulating what members of the group do and do not want easier.&nbsp;
 *<span>Red lines are the things that absolutely cannot be included in our group.</span>
 *Green lines are the things that we want.
@@ Ligne 198 : / Ligne 187 : @@
 <p>Discussing ideas as red/green lines which you do and do not cross as a group can help as a facilitation tool. You can have people individually mention some 'green and red lines' that they hope the group will engage, and then discuss as a team, or (and what we recommend) use this as a sticky note activity. Have people brainstorm ideas that can each be discussed as a group after as red or green lines.</p>
-<p>If you'd prefer another exercise to define your values, see this [https://atctools.org/wp-content/uploads/toolkit-files/values-creation-exercise.pdf values creation exercise by ATC tools.]</p>
+<p>If you'd prefer another exercise to define your values, see this [https://atctools.org/wp-content/uploads/toolkit-files/values-creation-exercise.pdf values creation exercise by ATC tools.]</p>|- style="height: 28px;"| style="width: 21.3321%; background-color: #c51f84; border-color: #000000; text-align: left; height: 28px;" |<span style="color: rgb(255, 255, 255);">'''Choose a decision-making framework if you haven't already'''</span>| style="height: 28px; width: 78.5901%;" |
-|- style="height: 28px;"
-| style="width: 21.3321%; background-color: #c51f84; border-color: #000000; text-align: left; height: 28px;" |
-<span style="color: rgb(255, 255, 255);">'''Choose a decision-making framework if you haven't already'''</span>
-| style="height: 28px; width: 78.5901%;" |
 If you've never tried to implement a decision making framework, we suggest trying '''Adrienne Marie Brown's 'proposal-based' method ''' <ref>https://www.akpress.org/emergentstrategy.html as follows:
@@ Ligne 214 : / Ligne 199 : @@
 <p>A: Everyone feels good and affirms the proposal</p>
 <p>B: People feel mostly good, offering small amendments until the proposal is affirmed. You can use tools like "thumbs up" to measure agreement."</p>
-<p>C: People have major changes or a different direction.</p>
+<p>C: People have major changes or a different direction.</p>|}
-|}
@@ Ligne 224 : / Ligne 208 : @@
 <br>
-<p><span>As described by Ella Baker <ref>https://www.ellabakerorganising.org.uk/ , a ''strategic process'' defines your approach (the milestones and tactics) used to achieving change.''' Before moving from your group alignment process to your campaign strategic process, you should define your theory of change (TOC). </ref></span></p>
+<p><span>As described by Ella Baker <ref>https://www.ellabakerorganising.org.uk/ , a ''strategic process'' defines your approach (the milestones and tactics) used to achieving change.''' Before moving from your group alignment process to your campaign strategic process, you should define your theory of change (TOC). </span></p></ref>
 <p><span></span></p>
 <br>
@@ Ligne 239 : / Ligne 223 : @@
 In sum, you'll want to define some short/mid-term campaign goals and strategies based on your TOC, and with consideration for your available resources, capacity and leverage points. '''If your team is divided on a campaign direction, create working groups that carry out separate campaigns, reporting back to and seeking support from the whole team.'''<br>
 == Facilitation pointers for the alignment process and beyond ==
-'''General pointers from Adrienne Maree Brown's Emergent Strategy''' <ref>'''https://www.akpress.org/emergentstrategy.html''' ''':'''
+'''General pointers from Adrienne Maree Brown's Emergent Strategy'''  <ref>'''https://www.akpress.org/emergentstrategy.html''' ''':'''
 {| class="wikitable"
 |-
@@ Ligne 298 : / Ligne 281 : @@
-'''[https://en.wiki.lehub.ca/index.php/Militant_Wiki Back to Homepage]'''</ref></ref></ref>
+'''[https://en.wiki.lehub.ca/index.php/Militant_Wiki Back to Homepage]'''</ref>
+|}

« S'aligner sur la direction du groupe : comment décider de ce que vous voulez et comment vous y arriverez » : différence entre les versions

Version du 30 décembre 2023 à 19:41

Sommaire

Réflexions préliminaires

Étape 1: Se mettre d'accord sur le processus

Que se passe-t-il si un membre de notre groupe n'est pas d'accord avec la plupart des décisions du groupe ?

Étape 2: Visualiser l'endroit où vous irez, ce que vous ferez et pourquoi (s’aligner sur l'objectif et la vision)

Step 3: Determining what is important and how you'll work together (decision making, boundaries and expectations)

Turning alignment into action: planning a campaign

Facilitation pointers for the alignment process and beyond

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« S'aligner sur la direction du groupe : comment décider de ce que vous voulez et comment vous y arriverez » : différence entre les versions

Version du 30 décembre 2023 à 19:41

Réflexions préliminaires

Étape 1: Se mettre d'accord sur le processus

Que se passe-t-il si un membre de notre groupe n'est pas d'accord avec la plupart des décisions du groupe ?

Étape 2: Visualiser l'endroit où vous irez, ce que vous ferez et pourquoi (s’aligner sur l'objectif et la vision)

Step 3: Determining what is important and how you'll work together (decision making, boundaries and expectations)

Turning alignment into action: planning a campaign

Facilitation pointers for the alignment process and beyond

Menu de navigation

« S'aligner sur la direction du groupe : comment décider de ce que vous voulez et comment vous y arriverez » : différence entre les versions