Public Narrative is a leadership storytelling practice developed by Professor Marshall Ganz at the Harvard Kennedy School. Rooted in a community organizing framework, it uses narrative tools to clarify one’s call to leadership, enable agency and trust with constituents, and build motivation and urgency to take collective action. Public Narrative is used widely in political and social movements around the world. "Public narrative is a leadership art. Leaders draw on narrative to inspire action across cultures, faiths, professions, classes, and eras... I remain convinced that one of the major challenges we face – as individuals, as a culture, and as a nation – is to reclaim our capacity to articulate, draw courage from, and act upon public values. Public Narrative is a way to translate those values into action." - Professor Marshal Ganz A full public narrative turns the values we share into the power we need to create the change that we are looking to create in the world. It is broken down into three basic elements: “Story of Self” communicates our mission, values, and why we do what we do. The key focus is on choice points, or moments that allow us to share sources of our values. When did you first care about your values? When did you start to feel you had to do something about it? Why did you feel you could? Building a Story of Self sharpens our own sense of "why", and gives others a clear and vulnerable view into our experiences of challenge and hope, opening a connection of trust and partnership. “Story of Us” uplifts the experiences and values of those whom you’re trying to move to action. It enables people to connect with each other and with their collective sense of motivation and agency. The key to a good "story of us" is the identification of moments of challenge, choice, and hope in the life of a group as well as moments that express the values underlying the beliefs and actions of the audience/constituency. “Story of Now" communicates the urgent challenges we want to call others to face together with us. In this piece, we articulate both the urgency of the challenge we face, as well as the hope that if we do act together, we will be able to overcome them successfully. This is where our strategy comes in, inviting others to join in a call to action that is specific, collective, impactful, measurable, and plausible. Quick PN Storytelling Tips: Moments: A good story takes your audience into a specific time and place Details: More details = more powerful and memorable narratives Challenge and hope: Including a challenge helps build authenticity and trust, while hope motivates action. One without the other will be either inauthentic, or unmotivating. Choice points: Bringing in moments of choice, both personal and collective, sparks our sense of agency and motivation to act. Example of a Public Narrative: https://www.youtube.com/watch?v=lymvc5d6qxY

Nonviolent or Compassionate Communication, developed by Marshall Rosenberg, PhD is a simple and powerful communication practice rooted in radical honesty and a deep quality of empathy. It provides clear and accessible tools for connecting with ourselves and relating to each other with compassion, paving the way for generative dialogue and integrative solutions that transcend the familiar options of win, lose, and compromise. The main premise of Nonviolent Communication is that conflicts arise from unmet needs, and by understanding and addressing these needs, individuals can find mutually satisfying solutions. NVC encourages people to communicate in a way that promotes cooperation rather than perpetuating a cycle of blame, criticism, and judgment. Here are the key components of Nonviolent Communication: Observation: The first step is to observe and describe the situation objectively, without evaluation or judgment. It involves focusing on concrete actions and specific behaviors rather than making assumptions about intentions or character. Feelings: NVC emphasizes the importance of identifying and expressing emotions. Individuals are encouraged to connect with their own feelings and communicate them honestly, taking responsibility for their emotions rather than attributing them to others. Needs: The core of Nonviolent Communication lies in recognizing and expressing our underlying needs, desires, and values. This involves identifying the universal human needs that are driving our emotions and actions, such as safety, respect, understanding, or autonomy. Requests: Instead of making demands or using coercive language, NVC encourages individuals to make clear, actionable requests. These requests are aimed at specific actions that can help meet the needs identified, allowing for collaboration and finding mutually satisfying solutions. The ultimate goal of Nonviolent Communication is to create a quality of connection and understanding that fosters empathy and compassionate relating. It is widely used in various settings, including personal relationships, family dynamics, workplace environments, and conflict resolution processes. By practicing Nonviolent Communication, individuals can develop better listening skills, deepen their self-awareness, and build empathy and understanding in their interactions with others. The process promotes a shift from a win-lose mentality to a win-win approach, where the needs of all parties involved are taken into consideration.

Who are your people? Who is your constituency whose values are at risk? What urgent challenges do they face? How could they turn their existing resources into the power they need to solve the problem at hand? Too often we feel immobilized by the injustices around us. Active citizens need to organize to make change. Organizing requires leadership: accepting responsibility for enabling others to achieve a shared sense of purpose in the face of uncertainty. Organizers begin by asking three questions: Who are my people? What challenges do they face? How can they turn their resources into the power they need to meet these challenges? Organizers identify, recruit, and develop leadership; build community around that leadership; and build power from the resources of that community. In this workshop, participants learn five core leadership practices as developed by Professor Marshal Ganz in the Harvard Kennedy School: Relationship Building: Building strong relationships and networks within the community is vital for successful organizing. It involves actively listening to people's stories, understanding their concerns, and establishing trust. By fostering genuine connections and creating a sense of belonging, organizers can build a supportive and committed community. Public Narrative: Public narrative involves the art of storytelling to motivate and mobilize others. It is about sharing personal experiences, values, and emotions. By crafting and sharing compelling stories, organizers can inspire individuals to join a cause, ignite passion, and build a sense of collective identity. Structuring Leadership: This practice involves identifying and nurturing emerging leaders, providing training and resources, and distributing leadership roles and responsibilities in a 'snowflake model'. By building leadership teams and distributing leadership, community organizing becomes more sustainable and capable of handling complex challenges. Strategy: In community organizing, strategy is a verb. Strategizing is crucial for achieving the desired goals of community organizing. This practice involves analyzing power dynamics, identifying key targets, and planning actions and campaigns to bring about change. Strategy development includes setting clear objectives, assessing available resources, and considering various tactics and approaches to maximize impact. Action: Taking action is a critical component of community organizing. It involves implementing strategies and tactics to bring about change. Organizers facilitate collective actions such as protests, lobbying efforts, community meetings, or grassroots campaigns. By mobilizing people to take collective action, organizers can create tangible impact and push for desired social changes. These five practices are interconnected and mutually reinforcing. By using public narrative, building relationships, structure, engaging in strategic planning, and taking action, community organizers can effectively mobilize individuals, build a sense of collective agency, and bring about transformative change in their communities.

Both storytelling and communication workshops can touch on sensitive and traumatic moments from our past and present. They can trigger emotions and reactions from our past. As a practitioner, it is important for me to handle these moments with care and safety so that we can move towards learning and growth. This is used in facilitation in many ways: Brave spaces: Trauma-informed facilitation prioritizes creating a brave and supportive environment for all participants. We have all been traumatized and have certain content that can touch on heightened sensitivity and our struggles with trust. We have all experienced a loss of power and control during their difficult experiences. Trauma-informed facilitation focuses on empowering participants by offering choices, fostering inclusivity, and allowing individuals to set their own boundaries. It encourages participant autonomy and decision-making, promoting a sense of agency and self-efficacy. This allows for courage, learning, and growth. Emotional Regulation and Support: We use strategies and support for emotional regulation when participants are activated, such as grounding techniques, mindfulness exercises, or opportunities for self-care. Facilitators can also be mindful of emotional triggers and create space for participants to express and process their emotions in a safe and supportive manner. Inclusive and Diverse Perspectives: It is crucial to recognize the importance of understanding and respecting diverse perspectives and to acknowledge the trauma that structural racism, sexism, homophobia and other types of discrimination and violence perpetrate on the participants in our workshops. Bringing a trauma-informed approach involves creating a culturally sensitive and inclusive space that acknowledges power imbalances where participants are heard, validated, and understood. By incorporating trauma-informed approaches into facilitation practices, facilitators can foster an environment that promotes safety, empowerment, and healing. It allows for more meaningful and effective group processes, encourages participation and engagement, and supports the overall well-being of participants. I have studied somatic trauma therapy and apply these tools in my facilitation as needed. STT approaches recognize that trauma is not only stored in the mind but also has profound effects on the nervous system, physical body, and sensory experiences. Traumatic experiences can become trapped or imprinted in the body, leading to a range of physical, emotional, and psychological symptoms. We can address and resolve these symptoms by working directly with the body. One can release, regulate, and integrate stored trauma energy in the body. This process may involve movement, breathwork, body awareness exercises, grounding techniques, meditations, and the cultivation of resources and resilience.

Participatory leadership, is an approach to leadership that emphasizes collaboration, shared decision-making, and active participation from all members of a group or organization. It involves distributing power, authority, and responsibility among individuals and promoting the collective involvement in decision-making processes. Below are some of the key principles of participatory leadership: Collaboration: Participatory leadership values collaboration and recognizes the collective wisdom and expertise of group members. It encourages open communication, active listening, and the inclusion of diverse perspectives in decision-making processes. Leaders foster an environment where everyone's input is respected and valued. Shared Decision-making: Instead of top-down decision-making, participatory leadership involves involving all relevant stakeholders in the decision-making process. Leaders facilitate discussions, seek input, and encourage consensus-building whenever possible. The goal is to arrive at decisions that reflect the needs and aspirations of the entire group. Empowerment: Participatory leadership aims to empower individuals and enable them to take ownership of their work and responsibilities. Leaders provide opportunities for skill development, delegate authority, and trust in the capabilities of group members. Empowered individuals are more likely to contribute actively and take on leadership roles themselves. Transparency and Information Sharing: In participatory leadership, leaders strive to be transparent and openly share information. This includes sharing relevant data, updates on organizational matters, and the rationale behind decisions. Transparent communication builds trust and fosters a sense of ownership and accountability among group members. Dialogue: Participatory leaders seek to find common ground and resolve conflicts or differences through open dialogue. They facilitate discussions that encourage active participation, constructive feedback, and creative problem-solving. Dialogue helps to create a sense of collective ownership and commitment to decisions. Continuous Learning and Reflection: Participatory leadership embraces a culture of continuous learning and reflection. Leaders encourage feedback, facilitate learning opportunities, and promote a growth mindset within the group. They actively seek input on the effectiveness of processes and decisions, and adjustments are made based on collective learning. Shared Responsibility: In participatory leadership, responsibility and accountability are shared among all members of the group or organization. Leaders encourage individual and collective responsibility for the success and outcomes of the group's endeavors. This shared responsibility fosters a sense of ownership and motivates individuals to actively contribute to the group's goals. Participatory leadership recognizes that collective intelligence and collaboration can lead to better decision-making, increased engagement, and improved outcomes. It creates an environment that values and respects the contributions of all members, fostering a sense of ownership, trust, and shared commitment to the group's purpose.