undp -人類發(fā)展報(bào)告對(duì)話實(shí)地指南 Field Guide for Human Development Report 2021 2022 Dialogues

UNDP

FIELDGUIDEFORHUMANDEVELOPMENTREPORT

2021/2022DIALOGUES

BUILDINGCONDITIONSANDCAPABILITIESTOSHAPENEWFUTURESINUNCERTAINTIMES

FIELDGUIDE

FORHUMAN

DEVELOPMENTREPORT

2021/2022DIALOGUES

BUILDINGCONDITIONSANDCAPABILITIESTO

SHAPENEWFUTURESINUNCERTAINTIMES

ThisUNDPFieldGuidewasauthoredby:

SophiaRobeleandLaurelPatterson,UNDPSDGIntegrationAntoinetteKlatzky,MITPresencingInstitute

With:

PedroConcei??o,TasneemMirza,CarolinaGivenSjolander,HeribertoTapia,UNDPHumanDevelopmentReportOffice

OttoScharmerandKelvyBird,MITPresencingInstitute

AndspecialthankstotheUNDPLeadersfor2030–LeadershipforAwareness-basedSystemsTransformationCertificateProgramme2022cohort:

AliouM.Dia,AnaMaríaDíaz,BalazsHorvath,BettinaWoll,BettyWabunoha,

CarolFlore-Smereczniak,ClaudioTomasi,DianaOfwona,ElsieLaurence-Chounoune,

FrancisJames,GeorgianaBraga-Orillard,InkaMattila,JoseVicenteTroyaRodriguez,

KamilKamaluddeen,KatynaArgueta,LorenzoJiménezdeLuis,MariadelCarmenSacasa,MaleyeDiop,MaribelGutierrez,MathieuCiowela,MatildeMordt,MaxwellGomera,

AoualeMohamedAbchir,NarineSahakyan,NatiaNatsvlishvili,PaLaminBeyai,RoseSsebatindira,SaraFerrerOlivella,StefanLiller,TjarkEgenhoff

ExecutiveSummary

Thisfieldguideoffersideas,practices,andentrypointstodesigndialoguesthatexpandthemodesofcollectivesensing,learninganddecision-makingusedtodealwiththenovelrisksandinsecuritiesunderlinedbytheHumanDevelopmentReport2021/2022:UncertainTimes,UnsettledLives:ShapingourFutureinaTransformingWorld(2021/22HDR).Ashiftingdevelopmentlandscapecallsforshiftsincapabilitiesandmindsetsfordevelopment,whichareshapedbyhowwegatherandconnect,asmuchastheknowledgeswehold.

Thetipsandtoolsinthisguidearenotaboutdialogueforthesakeofdialogue,buttoenablemodesofthinkingandactionconducivetorealizingmoretransformationaloutcomesinthefaceofpolicyuncertaintiesarticulatedbythe2021/22HDR.Ithasbeenco-designedwithUNDP’sfirst‘Leadersfor2030’SystemsTransformationCertificatecohort,bridgingsomeofthetoolsourleadersfoundvaluablefromthecourse,amongothersources,withthediscursivespacesandpolicyprocessesthatinfluencedecision-makingfordevelopment.

Whilethemethodsandtoolsmayberelevantformanydialogue-drivenplanningcontexts,itisspecificallydesignedtosupportnationalandsub-nationalconsultativeexercisesinspiredbyorrelevanttothethemesofthe2021/22HDR.ThetargetaudienceisdevelopmentactorswhoareengagedinHDRprocessesin-country,namelyUNDPleadership,however,itisequallyrelevanttootherpartnersleadingmulti-stakeholderprocessestoinformpolicydirectionsforcomplex,systemicchallenges.Thoughanticipatedthataprimaryuserwillbedialoguefacilitators,theguideequallyinvitesrenewedperspectiveontheroleofseniorleadersatthemidpointinthe2030Agenda–offeringpathwaysforthemtoconsidertheiruniquepotentialtoinfluencechangeprocessesbyservingasdesignersofconditionsandarchitectsofrelationships.

Theguideisdividedintothreemainsections:

.Thefirstsectionsupportsleaderstoestablishthebaselineconditionsforagrouptoconnect,sothattheyfeelsafetothinkoutsidethebox,challengeeachotheringenerativeways,orexpresswhatneedstobesaid.Itincludesguidanceonstakeholderengagementandconsiderationofdialogueformatsandcomponentsmostrelevanttodifferentneeds.

.ThesecondsectionchartstwodifferentHDR‘frames’whichreflectdifferentintentionsinestablishingdialogue.Thefirstistheuseofgenerativedialoguetochartnewpolicyhorizons,completewithsampletopics,designconsiderations,tipsandtools.Thissectionismostapplicabletoissuesthatarefastchanging,withoutprecedentoradequateanchoringinpolicydiscourse.ThesecondHDRframesupportsareinvigorationoffoundationalvaluesandprinciples.Similartotheprecedingsection,thisincludessampletopicstohelpassessifthisisthebestfitforparticularcontextandneeds,withdesignconsiderations,tipsandtools.

EXECUTIVESUMMARY3

.Thefinalsectionsupportsleadersandfacilitatorstonavigateuncertaintyaspartofthedialogueprocess,withcrosscuttingmethods,futures-orientedapproachesandconsiderationofrolesandpartnershipstoadvancetransformationalchange.

Inclosing,webrieflyexploremethodstotrackprogress,andtipstostayontrack.Keyprinciplesthreadedthroughoutallsectionsinclude:

.Examiningpoweratallstagesofthedialogue:Lookingbeyondwhoisincluded,towhattheyarebeingincludedinto–fromtherulesofengagement,tothewaysthatdifferentmodesofcommunicationandbeliefsabouttheworldareinvitedintoadialoguespace.

.Expandingourunderstandingofwhatconstitutesasystemanddrivesrisks:Harnessingdiverseperspectivesisnotjustaboutlisteningtomorepeopleorcollectingmoredata,butalsoexpandingthewayswelisten,therelationshipsweestablish,andouropennesstobeingchangedintheprocess.

.Makingspaceforideastosettleandtransform,suchasbybookendingcyclesofactionanddiscoursewithmomentsofstillness,reflectionorart,toensurethatlearninghasachancetocrystallizeintocreativityandinnovation.

ThisfieldguidewillcontinuetoevolvewithpracticeandnewinsightsfromUNDPandotherpractitioners.Continuousfeedbackandlearningareparamounttothisinitiative–youwillfindcontactpointsattheendofthisreportandlinkstoadedicatedwebspaceonUNDP’sknowledgeplatform,

SparkBlue.

EXECUTIVESUMMARY4

TABLEOF

CONTENTS

Thisfieldguideisnotastep-by-stepmanual,butbetterunderstoodasacompass.Wewelcomeyoutoexploreandjumparoundbasedonyourneeds.

EXECUTIVESUMMARY

3

RATIONALEFORTHISGUIDE

6

WHYTHISFIELDGUIDE?

7

WHEREMIGHTITAPPLY?

9

SCENESETTING

11

SHAPINGTHECONTAINER1

2

SELECTINGSTAKEHOLDERS

14

DIALOGUEELEMENTSANDFORMATS1

5

HDRFRAMESANDENTRYPOINTSFORDIALOGUE

20

FRAME1:

CHARTINGNEWPOLICYHORIZONS

21

SAMPLEHDRTOPICS2

3

DESIGNCONSIDERATIONS2

3

TOOLSANDMETHODS2

4

FRAME2:

REINVIGORATINGFOUNDATIONALVALUESANDPRINCIPLES2

6

SAMPLEHDRTOPICS2

8

DESIGNCONSIDERATIONS2

8

TOOLSANDMETHODS2

9

NAVIGATINGUNCERTAINTYTHROUGHDIALOGUE3

2

CROSS-CUTTINGMETHODS:

THINKANDWORKINMOREFUTURE-FITWAYS3

3

RE-EXAMINEROLESANDPARTNERSHIPSTOENABLETRANSFORMATION3

5

WHATTOEXPECT,WHATTOTRACK3

9

MAINTAININGTHEMOMENTUM

42

ANNEX:KEYMESSAGES4

4

Rationaleforthisguide

Whythisfieldguide?

Wheremightitapply?

Whythisfieldguide?

Thisfieldguideoffersideas,practices,andentrypointstodesigndialoguesthatexpandthemodesofcollectivesensing,learninganddecision-makingusedtodealwiththecomplexityofthechallengesreflectedintheHumanDevelopmentReport2021/2022:UncertainTimes,UnsettledLives:ShapingourFutureinaTransformingWorld(2021/22HDR).

The2021/22HDRadvancesanewuncertaintycomplex:aworldinwhichwenotonlyfacenewrisksandsourcesofhumaninsecurity,butoneinwhich“novellayersofuncertaintiesareinteractingtocreatenewkindsofuncertainty.”iFromdestabilizedplanetarysystemsintheAnthropocene,tothespreadofpoliticalpolarizationandsocietalfractions,tothesweepingsocietaltransformationsneededtotransitiontoastableclimateregime,theconvergenceoftheserealitiescompelsnewdevelopmentmodels,knowledgeframeworks,andriskmanagementapproaches.

Whenitcomestoarrivingatsolutionsfitfor21stcenturychallenges,weoftenfailtoharnessthefullpotentialofdialogue–oneofourmostpowerfulsocialtechnologies–tohelpusgetthere.Ashiftingdevelopmentlandscapecallsforshiftsincapabilitiesandmindsetsfordevelopment.Designingdialogueswithaneyetoawareness-drivenandrelationship-centeredpracticesisanimportantchannelforrealizingtheseshifts.

Puttingthefocusongenerativedialogue1isalsoawaytotendtoourinteriorconditionandtherelationshipsthatshapecollectivethinkingandaction.Dialogueunderpinnedbydeeplistening,trust,andopenness,isamongtheprimaryvehiclesbywhichweforgesharedmeaningandpossibilities,fosternewcapabilitiesforaction,andestablishrelationshipsnecessaryfornewwaysofworking.

Unlessweapproachdialogueasanoutcomewehavetheagencyandresponsibilitytodesignfor,wetendtoproceedwitholdpatternsofconversationthatproducesimilarapproachesandresultswe’vewitnessedinthepast.

ThisFieldGuiderespondstoakeychallengepresentedbythe2021/22HDR–acalltoreimaginenotonlywhatwedo,buthow.Itbuildsfrom

UNDP’sglobaldialoguesonawareness-basedcollective

action

undertakenfrom2020,an

ActionLearningLab

withsevenUNentitiesin2021,andaPeoplefor2030certificateprogrammein2022thatsupportedleaderstodrawonintrospectivepracticesandtheartstobetterunderstandtherootsofsystemicchallengesandunlocknewpossibilitiesforchange.

1Notethatthisfieldguideusestheword“dialogue”asadistinctformofcommunication,inspiredby

Bohmiandefinitions

:“Adialoguehasnopredefinedpurpose[…]otherthanthatofinquiringintothemovementofthought,andexploringtheprocessof‘thinkingtogether’collectively.[…]itmayturnoutthatsuchaformoffreeexchangeofideasandinformationisoffundamentalrelevancefortransformingcultureandfreeingitofdestructivemisinformation,sothatcreativitycanbeliberated.”

RATIONALEFORTHISGUIDE7

Theguidewasco-designedwithUNDPResidentRepresentativesfromthefirstcohortofthecertificateprogrammeanddrawsfrommanydialogicpracticesandmethodsbasedinthePresencingInstitute’s

TheoryU

framework.Theintentionistoshareexperiencesandlessonsfromadvancingsuchdialogues,tohelppartnersadvancetheinsightsfromthe2021/22HDR.

Visualscribeofaco-designdiscussionwithResidentRepresentativesfromtheLeadershipforAwareness-basedSystemsTransformationCertificatethatinformedthisfieldguide.August2022.ByKelvyBird

Whoisthisfieldguidefor?

Whilethemethodsandtoolsofferedinthisguidemayberelevantformanydialogue-drivenpolicyplanningcontexts,itisspecificallydesignedtosupportdevelopmentactorswithnationalandsub-nationalconsultativeexercisesinspiredbyorrelevanttothethemesofthe2021/22HDR.

TheprimaryaudienceisdevelopmentactorswhoareengagedinHDRprocessesin-country–namelyUNDPleadership;however,itisequallyrelevanttootherpartnersinvolvedinHDRprocessesordialoguethatrelatestoformulatingpolicydirectionsoncomplex,uncertainchallenges.

Theguideofferswaysforleaderstoconsidertheirpowerandinfluenceasdesignersofconditionsandarchitectsofrelationships,underliningthat“creatingthespaceforchangeandenablingcollectiveintelligencetoemerge”iiisamongthecriticalcompetenciesrequiredforleadershipintheDecadeofAction.

RATIONALEFORTHISGUIDE8

Wheremightitapply?

Thisguideisnotintendedtoreplaceexistingspaceswheremeaningfulexchangetoadvancedevelopmentprogressmayalreadybeunderway.Rather,itisaboutstrategicallyexaminingareaswheretheremaybegapswhenitcomestodesigningdialoguestailoredtothekindsofcomplexchallengesandnoveluncertaintiesarticulatedbythe2021/22HDR.Amongtheentrypointsmightbe:

.NationalorlocalVoluntaryNationalReviews.Nationaldevelopmentplanningprocesses

.Consultativespacesonthemarginsofhigh-levelevents

.

Mission-oriented

innovationprocesses

.DesigningjointprogramminginspiredbytheHDR

.SDGlocalizationplatforms[

example

]

.Socialcohesioninitiatives[

example

]

Examples

Spreadingthereachanddepthofahigh-leveldialogueprocess–InsightsfromFoodSystemsSummit2021Dialogues

Dialoguesinthe2021FoodSystemsSummitenableddiverselocalitiestoconveneandcuratetheirownIndependentDialoguesalongsidetheMemberStateandGlobalDialoguestocollectivelyinformprogressoffoodandagricultureissues.Thisgaveinterestgroupsastandardizedapproachtodrawonfordialogue,includingsuggestionsforcoreroles,possibleformats,andexampletopicsandprompts.Theprocesshelpedencouragediverseactorstoholdthespaceforopenexchange.Thiscombinationofstructuredandopen-dialoguespacesenabledinterestedstakeholderstobetheco-creatorsofdialogueintheirowncontexts,whilehavingsomedirectionandentrypointstogetstarted.

ReadmoreabouttheSummitDialoguesmethod

here

,aswellasarecommendedrunofshow

here

.

RATIONALEFORTHISGUIDE9

IntegratingimaginationintonationalplanninginNorthMacedonia

InNorthMacedonia,UNDPsoughttoredesignthewayinstitutionscreate,implement,andmonitorparticipatorypublicstrategiesandplanstobemorefutures-oriented.Thisincludedembeddingimaginationandconnectingunlikelyplayersindialoguestoinformthedesignofa20-yearNationalDevelopmentStrategy.Thefutureimaginingexerciseinvolvedmorethan1,000people–fromyouthtomayors–inaseriesofvisioningworkshops,called“DreamLabs.”Participantswereguidedtore-thinkpresentchallenges,considerwhattypesoffuturestheywantedtobuildascommunities,andconnectthesevisionstopolicydecisions.Animportantelementwasalsotonotpit‘traditional’insightsourcesforpolicyagainstthoseemergingfromimagination.Theteamalsocreatedavirtualplatformtoshareoutcomesoftheseprocesseswithfeedbackloops,tobuildcontinuity.

Learnmore

here

.

Developingdeeplisteningandcollectivesense-makingcapabilitiesthroughSocialInnovationPlatforms

ThroughSocialInnovationPlatforms,UNDPAsiaandthePacificregionhasexperimentedwaystoconnectactors,methods,andinterconnectedactionsforamoresystemicapproachtodevelopmentchallenges.Akeydimensionwasmethodsfordeeplistening,sensemakingandco-productiontofacilitatecivicspacesforinclusiveparticipationandcollaboration.InIndonesia,UNDPengagedfishers,mothers,micro-businessownersandlocalauthoritiesinGorontaloandWestJavain‘DeepListening’exercisesearlyinthepandemictoassesstheimpactofCOVID-19onSDGprogress.Thesefacilitationmethodshelpedtocaptureandanalysehiddennarrativesinthecommunities,toinformthedesignofaportfolioofsolutionsandprototypestobooststrategiesandawarenessinaddressingexistingchallenges,suchasunequalaccesstocleanwaterandunsustainabletourism.

MoreonUNDPSocialInnovationPlatforms

here

.

RATIONALEFORTHISGUIDE10

r

Scenesetting

Shapingthecontainer

Selectingstakeholders

Dialogueelementsandformats

Shapingthecontainer

Containerbuildingistheprocessofcreatingasafespaceforagrouporteambyestablishingbothtrustandgroundrulesforengagement.Acontainerinthiscontextisdefinedbytheboundariesofasocialfieldandincorporatesthreequalities:openmind(seeing),openheart(feeling),andopenwill(intention).Thissetsthetoneforajourneythatisabouttounfoldbyprovidingasafespaceforrisk-takinginanatmospherethatsupportsgrowthandlearning.

Containerbuildingisdoneatthebeginningofasocialprocess(inpersonorremote)andestablishesfoundationforagroup.Byintentionallycreatingacontainer,leadersimprovehowparticipantspayattention,interact,andcollaborate.2

Gettingstarted

Step1:Intentionsetting

Containerbuildingrequirespreparation.Theprocessincludespayingattentiontotheinnerconditionofthefacilitatorandoftheparticipants.

Innerconditionsofthefacilitator(s):

TheoryU

statesthattheinnerconditionoftheintervenordefinesthesuccessofanintervention.Themorecomplexaprocess,thedeeperthisexplorationshouldbe.Thefollowingquestionscanassistthefacilitatorsinevaluatingtheirowninnercondition.Answerthemwithabriefjournalingprocess.Youmightalsogoonawalkwithyourco-facilitatorormentortoreflectonthem:

.WhyamIdoingthiswork?Whatismyintentionfortheprocess?

.WhenIthinkaboutthiswork,whatemotionscomeup?WhatamIfeelinginmybody?

.Whataboutmycurrentworkandlifeinspiresandenergizesmethemost?HowcanIchannelthisenergyintothewaysIbuildthisspaceforothers?

Innerconditionsoftheparticipants:Preparationcanalsoincludetheparticipants,bydeepeningtheirawarenessoftheworkahead.Notallprocessesrequirethis.Butthemorecomplexasituation,themorethiswillhelpthework.Somepracticeoptionsinclude:

2Additionalresourcesoncontainerbuilding:Bird,Kelvy(2018).GenerativeScribing:AnArtofthe21stCentury.Cambridge,MA:PIPress.Cecil,Barbara,GlenniferGillespie,andOttoScharmer(2003).“ThePresenceoftheCircleBeing:ConversationwiththeCircleofSeven.”DialogueonLeadershipInterviews,

.Isaacs,William(1999).Dialogue:TheArtofThinkingTogether.NewYork:Currency-Doubleday.Scharmer,Otto(2018).TheEssentialsofTheoryU,Chapter5.Oakland,CA:Berrett-Koehler.

SCENESETTING12

.Organizeenrollmentinterviewswithparticipants.

.Askparticipantstoconduct

StakeholderInterviews

.

.Setupamentorshiporpeerlearningbetweenparticipants.

Step2:Initiatetheprocess

.Usecheck-insandintroductionsasaninvitationforeveryonetoparticipateandfeelwelcome..Facilitateagreementonthe“whatandhow”regardingtheagendaandprocess.

.Establishconnectionsbetweeneveryoneintheroom—forexample,byhearingeachvoice(ifthegroupislarge,splitintosmallergroups).

Step3:Facilitatetheholdingspacefordifferencestoarise

Activelyexpandyourownawarenesstohelpothersopenupanddealwithtensions.Startbypayingattentiontoyourposture,tohowyouarestandingorsittingwhenyouareinthegroup,andtoyourbreath.Practicebroadeningyourawarenessofthesocialfieldbyaskingyourself:

.Whatishardforyoutosee,hold,orsupportinthesystem?.Whereareresourcesandpointsofstrength?

.Whoisbeingexcluded?Whatvoicesarenotbeingheard?.Whatemotionscomeupforyou?Why?

Theseregularreflectionscanhelpyoustrengthenyourqualityoflistening(seeLevelsofListeningframeworkbelow),inordertobetterrespondtotheneedsofparticipants.

Levelsoflistening

Thefirststepinunderstandingtheimpactofattentiononrealityistolookatourownindividualpracticeoflistening.

Seeworksheethere

Source:Scharmer,O.(2018).TheEssentialsofTheoryU:CorePrinciplesandApplications.

Findmoreideasoncultivatingmindfulnessforsystemicactioninthereport

Reconnection:Meeting

theClimateCrisisInsideOut(2022)

SCENESETTING13

Toolsandconsiderationsforstakeholderselection

Whilemyriadresourcesexisttoinformstakeholderselection–fromin-depthpoliticaleconomyanalysistostandardstakeholdermapping–itisworthhighlightingjustafewrelevantconsiderationsandtoolshere.

DeterminingkeyactorsforanHDRdialogueprocessoriginatesfromanunderstandingofthescopeandfocusoftheissuesandsystemsbeingexaminedandhowdifferentactorsinfluenceandareinfluencedbythem.

.Refertothe

UNDGPost-2015DevelopmentAgenda:GuidelinesforCountryDialogues

(2012)p.20andAnnex2.1“ListofStakeholderGroups”forsomestakeholderidentificationrecommendations.

.Aframeworkthatcansupportmappingofindividualactors,theirinterrelationshipsandpossibleperspectivesinrelationtothechallengesbeingdiscussedisfoundin

DemocraticDialogue–A

HandbookforPractitioners

(2007)Box2.2.1“AFrameworkforActorMapping”(p.61).

.The

SystemicDesignToolkit(2021)

“Richcontext:framingthesystem”exercise(p.8),

this

framework

to“exploreissuesdrivingasystemsinquiry”from

DesignJourneysthroughComplex

Systems

(2022),orthe

NestaCollectiveIntelligenceDesignPlaybook

“stakeholdermap”(p.78)canhelptomapthecurrentdynamicsofasystemasabasistoidentifyparticipants.

.The

WorldBankPublic-PrivateDialogueStakeholderMappingToolkit

(2016)’s“Net-mapmethod”(seep.13)and“elementsforstakeholdermapping”(p.10,Table2)canalsohelptounpackthekeyactorsandtheirlinks,influences,andintereststoadialogueprocess.

.Workingtowardsmoreinclusivedialoguespacesrequiresrecognizingthelimitsofourownunderstandingsandassumptions.Onewaytoembedthisawarenessintostakeholderidentificationistoexpandcapacitiestolistenfromthemarginsofasystem,supportedbytoolslike

StakeholderInterviews

and

EmpathyWalks

.

.Foridentifyingthecoregroupwhowilldriveandsustainthedialogueprocess,youmightconsiderthemixofcompetenciesimportantforpublicsectorinnovation.The“Mappingateam’sinnovationcompetencies”activityinNesta’sguideto

Skills,attitudesandbehavioursthatfuel

publicinnovation

,p.59canhelp.

.Makesureyougiveasmuchattentiontohowyouincludepeople,includingtheresourcesand

timerequiredtoaddresspowerdifferentialsandcreatesafespaces,asyougivetowhoyouinclude.Sometoolstosupportthiscanbefoundinthis

FieldGuidetoPowerLiteracy,

particularlytheRolePowerWorksheet;theUNPRPD-UNWomen

IntersectionalityResourceGuideandToolkit

(2022)

;andthe

UNDPSystems,Power,andGender(2022)

paper.

SCENESETTING14

Dialogueelementsandformats

Whilethisguideoffersarangeofdialoguetools,ifyouhavetimefornothingelse,considerplayingwiththeformatofthespaceasawaytodisruptoldpatternsofthinkingandcollaboration.Structuralelements–fromgroupsizetothetimeallocatedforsilentreflection–significantlyinfluencethewayspeoplethink,learn,anddeliberatetogether.

Asyoustructurethesessions,consideravarietyofelementsastoolsinyourkit:

Plenaryoropensessions:Theseareusefulatthebeginningandendofasession–feelingthemagnitudeofthewholeofthegrouptogethercanofferasenseofbeingpartofsomethinglarger.

Plenarywithspeaker:Oftenhavingaspeakerwhocanbringinapieceofthecontenttakesthepressureoffthegroupasawhole.Engagingspeakerssparkdialogueorofferapracticetodeepenthecontent.

Smallgroups:Movingintosmallergroups(~3-5)increasesthesenseofagencyfortheparticipants.Smallgroupscanbeusedtogettotheheartofspecificthemesorareasofinterest,orcreateintimacyandvulnerabilitywithinopendiscussions.

Self-reflectionmoments:Inanyconversation,dialogue,oractivity,amomentofpausecanofferabreakinthesteadystreamandopenaspaceforashiftinperspective.Momentsofreflectioncanalsobejournalingorsilentreflectivepractice.

Continuoussmallgroups:IncludedinthisguidearewhatPresencingInstitutecalls

CaseClinics

,whichofferoneformofstructureddialogueforcontinuedconnectionandgrowth.Youmayinvitesmallgroupsof4-7tocontinuemeetingonaregularbasisforaparticularperiodoftimetosharearoundspecificHDRthemes.

SocialArt:Invitesanadva