Navigating uncertainty and emergence
Uncertainty and emergence have characterized all aspects of the Belong in Plymouth journey. From the time we wrote our successful funding bid, things were kept pretty open. The core team wanted to allow for emergence. What we mean by ‘emergence’ is the idea that when individual parts of a system interact in certain ways, something new and surprising can arise: something that's more than just the sum of the parts. We believed that the only way to achieve different outcomes from those we’d observed in the past was to try and ‘do things differently’ – even if we weren’t sure what that meant.
While some elements of the programme were defined, the overall shape of the work was yet to emerge. It has been a journey of discovery for many of us. Along the way, there were many barriers and obstacles to overcome. Operating in a realm of emergence made these feel all the more challenging: if you have a goal or clear direction of travel and you encounter an obstacle, you can usually figure out your way around it and continue on your path. However, if you meet an obstacle in an uncertain environment, you can bounce off it in an unpredictable direction and it’s impossible to predict where you might end up.
Some core team members experienced stress, a sense of exclusion, confusion, as well as feelings of personal failure and disempowerment. But others found that the sense of uncertainty allowed them welcome autonomy, encouraging innovation, and fostering personal growth. If we want more projects to work in this way, the conditions have to be right. Here are some key elements that we think need to be in place to be able to do this kind of work effectively and humanely.
1. Foster open communication: Have a shared workspace, so that casual conversations can occur often. Vocalize feelings of unease. Use the most effective communication channels to stay connected and aligned.
2. Embrace clarity amidst uncertainty: Consider what can be certain within uncertainty. Get the way you do things (submitting and signing off proposals, making decisions as a team, managing money and finances, implementing team rhythms) clear at the start.
3. Cultivate flexibility and evolution: Any policies and plans are always live documents and should be revisited and revised at regular intervals. Implement short-term goals (2–3 months) and review regularly.
4. Define collective values and goals: Explore and define what 'doing things differently' means to you collectively. Don’t just define yourself against something; define yourself positively. Identify shared values and non-negotiables in how you work together.
5. Adopt a learning mindset: You are learning by doing; difficulties, confusion, and small ‘failures’ are inevitable. What can you learn from each one?