What can squash agents do to contribute to the sustainable development of their squash communities?
A range of methods suited to the sustainable development of communities is now available which complements existing expert-informed approaches. These methods replicate how social relationships form, but telescope the time down to achieve this and, as a result, reduce the degrees of separation between squash community members. They do this in a novel way whilst simultaneously addressing the issues and challenges associated with squash organisation and participation.
The use of these methods results in the development of a denser social fabric within and across squash communities which can lead to significant improvements in overall connection, interactivity and participation. When someone joins a squash community, how long does it take until they are well-connected? Years? What if you could condense that time into weeks or months? At a personal level, what impact could this have on their active involvement in the community? And, at community or club level, what benefits could be realised?
Influential people in squash communities are almost always well-connected socially; and, they’re within a few connections of most people in those communities – particularly those who are critical to what they want to influence. This typically occurs as people spend time together, either in conversation or through shared involvement in activities or initiatives which can benefit the community.
The sustainable development of squash communities is a social issue.
Stimulating: Social Networks
All members of squash communities belong to social networks by virtue of their personal connection to others. This form of community membership differs from that of squash club membership or squash programme membership, both of which involve the interaction of people with formal organisational structures and their administrators.
The purpose of ‘stimulating’ social networks is not to seek agreement on the way that a ‘problem’ (such as a dying squash community) should be ‘solved,’ or even to ‘sell’ solutions conceived by committees or experts. Rather, it is to create a framework within which a network of people can itself identify and solve problems in new and unconventional ways by tapping into their combined knowledge and experience.
Over time, as people interact with each other and migrate from one place to another, they accumulate a collection of residual relationships. Their participation in these relationships is inherently based on trust and reciprocity. Together, these create social capital that can flow – via social networks – through and between squash communities, and be used to help their continuous development.
Exercises in stimulating social networks must be based on the understanding that a squash community needs some form of ongoing problem-solving or ‘threat / opportunity response’ capability – and that new community members (whether they play squash or not) need to be attracted in order to allow new identities and relationships to form. Once this is accepted, one or more “noble purposes” can be meaningfully identified based on the current state of each squash community. These are the purposes that everyone agrees are worthy but that no one person can spare the time or provide the resources needed to investigate.
The uncovering and stimulation of social networks is a key component in the enterprise of building sustainable squash communities.
Exploring: Social Constructs
The involvement of willing members of squash communities in exploring the nature of their communities is essential. Different groupings of individuals exist within all communities and it is important to identify them and to understand how they view the wider community and their involvement in it. Without such an understanding, it is not possible to take effective action in solving problems in ways which will contribute to the sustainable development of the community as a whole.
One method of exploring a squash community is archetype extraction which is typically carried out by a small group of community members helped by a facilitator. The method helps to collect the views of community members and re-interpret them in the form of ‘typical’ characters (‘archetypes’) which are uniformly agreed to be accepted cultural representations of the wider community. These archetypes may be complimentary in nature – or not!
Using this method, archetypes may emerge which draw on age, gender, playing standard, marital status, club night attendance, parenthood, profession, team membership, ethnicity, committee membership, social reputation – or, in fact, none of these! In fact, the ‘archetype profile’ of every squash community is highly likely to be different from that of every other community and, unsurprisingly will change over time as members come and go.
Methods other than the archetypes exercise can also be used to derive useful social constructs . However, they all have one thing in common. They can be run in parallel with other problem-solving initiatives, or even as part of larger projects, such as:
- The development of squash communities across regional areas
- Conflict resolution between different community groups with opposing views
- Inducting new members into a community or onto an organising body
- Offering programmes, services and membership options tailored to members with different world-views
Taken together, social constructs provide squash communities with a much more meaningful, up to date and useful picture of themselves – something which is critical if its members want to help sustain them.
N.B. As with social network stimulation, social construct exploration methods are not only teachable, but are scalable. It’s possible to start small and grow.
Experimenting: Safe to Fail Probes
Understanding the nature of a squash community – and how it is changing – can make it easier to successfully introduce new events, new programmes and new forms of membership. But this doesn’t mean that every innovation will be successful. In fact it’s actually desirable to have a few failures (and even to plan some) so that lessons can be learned. What was being assumed that wasn’t so? What problems arose that weren’t anticipated, or that were? What proved more difficult – or easy – than we expected? What archetypes appeared that we didn’t know about?
And there’s another reason for regularly exploring squash communities. In complex societies, there are no repeating relationships between cause and effect. So, in certain circumstances, and at certain times, an initiative may succeed whereas at others the exact same initiative may fail. It may also be the case that an issue (such as falling squash club membership) may be perceived as a solvable problem, whereas it may be a natural consequence of changes in a squash community emerging from a changing combination of demographic and cultural influences.
Hence the need for experimentation – using ‘safe to fail’ probes.
‘Safe to fail’ probes are small-scale experiments that approach issues from different angles in safe-to-fail ways. The intent of these probes is to approach issues in a small-scale, contained manner which will allow emergent possibilities (things that we didn’t know about) to become more visible. The emphasis is not on ensuring success or avoiding failure, but in allowing ideas that are not useful to fail in contained and tolerable ways. The ideas that do produce observable benefits can then be adopted and amplified when the complex system (i.e. the squash community) has exhibited the desired response to a probe or stimulus. Where the social environments within which squash communities (and organised squash activities) exist become increasingly complex, what is known and what can be planned for becomes less certain.
Introducing and increasing social and organisational tolerance for failure is more crucial than ever. Some squash communities may not have the social fabric, self-knowledge or creativity to survive.
N.B. A safe to fail probe may take the form of a social squash participation or squash partnering initiative. Creative experimentation is the key.
In the next post, I’ll take a look at a new form of squash agency which can stimulate the emergence of new leaders: the coaching of squash communities.
Thanks to Cognitive Edge for the descriptions of the sense-making methods described above.
“A Leader’s Framework for Decision-making” by David J. Snowden and Mary E. Boone is published in November 2007 issue of The Harvard Business Review.