How could we go about implementing a social justice approach within an organisation?
I think there are two things to say at the outset. Firstly, I don’t think we should adopt a social justice approach as an afterthought or even because we feel we ought to. I think we should adopt a social justice approach because we genuinely believe it will help us fulfil our potential.
Fulfilling our potential requires a strategic approach, one that makes the best use of our resources to achieve our goals. A social justice approach sees our best resources as our people, and suggests the best way to achieve our goals is by actively supporting other people to achieve theirs too.
Secondly, I think it helps to remember that if social justice is our goal it is also a journey. Although the process is the same for all of us, the journey will be different for every individual and group. There is no way of knowing what we will learn before we start but we can only build social justice if we are open to finding out what we don’t know and are able to learn from each other.
We have to be prepared to venture into the unknown because social justice is something that can only be created together. We can’t do it for other people and we can’t do it without other people. Just as, any single individual or organisation can only fully realise their potential as part of an ecology of creative collaboration, neither can we know what social justice will look like for other people, we can only invite people to explore it with us.
Our role then is to make that invitation attractive, to make it easier for people to fulfil their potential. Two key things I recommend we can focus on are building enabling environments; and offering opportunities for capability development.
Building enabling environments is about creating the conditions that allow people to flourish. It involves consideration of all the physical, environments, social and psychological factors that help or hinder our development. It’s about helping to produce the conditions, offer the support and provide the tools for people to ‘Create Your Own’ development.
Offering opportunities for capability development is based on the understanding that it is by building our capabilities that we all fulfil our potential. This process of capability development is creative, collaborative and universal.
The universality of capability development has tremendous potential. It can break us free of the hierarchical, didactic process of banking education, of teacher/student, service-provider/service-user relations and replace it with an open conversation which respects, values and nurtures the unique creative potential in each and every one of us.
It enables us to see all our activities as part of an on-going journey in which each incremental step opens up new possibilities and in which all our activities can be understood in the context of our long-term development as individuals, groups and communities.
It also has the potential to change the way we experience our public space. Wouldn’t it be great if, instead of assuming a passive, empty public that need to be filled with the information, we all assumed an engaged, inquisitive public that are interested in exploring, developing, creating and sharing? Surely then we would be able to develop all our activities as opportunities for mutual creative capability development and creative exploration?
Also, If we recognised that the best way to achieve our goals is by supporting others to achieve theirs we would constantly seek out opportunities for creative collaboration; develop an active interest in finding out what each of us was looking for; and be keen to learn from each other’s experience.
OK, maybe I am getting a bit carried away! Let’s see if we can put some of this into practice. What might be some of the features of a developmental organisation that sought to foster social justice?
Here’s the start of a list – I’d be delighted if you would add to it…
A developmental organisation could:
– Seek to maximise the social benefit from all activities.
– Identify the people that can benefit most from what you do, work with them to develop creative collaborations and see how you can learn from their experience to help others.
– Encourage people to participate as people, not just in job roles etc., but as part of their own long-term development strategies.
– Develop practices that build capability and reduce dependence within the organisation.
– Devise a capability framework for the organisation and use it to identify development needs and opportunities.
– Carry out a capability/aspirations audit of key staff and team.
– Devise clear and relevant work packages for staff, freelance contractors, trustees or volunteers.
– Ensure good documentation of process so that every activity contributes towards both individual, organisational and community development.
– Design programmes as opportunities to acquire capabilities.
– Arrange peer support forums to help people identify and tackle constraints, and barriers to creative development.
– Create tool kits and resources to enable others to learn from experience
– Be flexible about the staff review process and employ people in roles that change depending on a regular review of the development needs of both the organisation and its people
– Establish closer links with similar organisations to help foster an an ecology of creative collaboration.
– Consider different measures of monitoring and evaluation. Perhaps, as Kofi Annan has suggested: ‘Development should be not be measured by income but by freedom’