https://padlet.com/whawkins6/atq3j6cwwdna9d0d Review examples of antidotes that honor the demands of the work and the experiences of people. en-us 2021-07-20 16:04:36 UTC 2021-07-20 19:48:57 UTC hello@padlet.com whawkins6 https://padlet.com/whawkins6/atq3j6cwwdna9d0d/wish/1656110894

accept there are many ways to get to the same goal; once a group has made a decision about what to do, honor that decision and see what you and the community or organization learn from making that decision, even and especially if it is not the way you would have chosen.

work on developing the ability to notice when you become defensive and/or insistent about doing something your way and do everything you can to take a breath; allow yourself room to consider how a different path or paths might improve your approach and/or offer you something you really need

develop a learning community or organization, where the stated expectation is that everyone will make mistakes and those mistakes offer opportunities for learning

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make sure that everyone knows and understands the decision-making hierarchy in the community and/or organization (transparency)

avoid making decisions in the absence of those most affected by those decisions or, said more proactively, always include those most affected in the brainstorming and decision-making

support people at all levels of power to understand how power operates, their level of power, what holding power responsibly looks like, and how to collectively resist and heal from internalized tendencies to hoard and defend power

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a commitment to equity, including a commitment to discuss and plan for what it means to embed equity practices into the workplan

developing a personal and collective practice of noticing when urgency arises and taking a pause to deliberate with thoughtfulness and intention about the nature of the urgency and the range of options available to you.

clarity ahead of time about how you will make good decisions in an atmosphere of urgency (including clarity about what constitutes a "good" decision)

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if you are a leader and/or hold power, realize your ability and responsibility to support others to hold power well and responsibly, to support others to be successful and to shine,
to mentor and support others; realize your ability to support and help others grow reflects
well on you.

if you are a leader and/or hold power, understand that change is inevitable and challenges
to your leadership are often healthy and productive; adopt the "tell me more" approach to
challenges

discuss and define what good leadership looks like and include how a good leader
develops the power and skills of others.

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