Personal Development within an Emergent Programme
Friends and family frequently ask, "So, what actually is an 'emergent programme'?" and "What does that actually mean for you day to day?" This post aims to answer those questions by sharing my experience.
Understanding an Emergent Programme
Unlike traditional programmes that follow a predetermined plan, an emergent programme takes a dynamic approach. Actions and activities respond to what arises as the programme unfolds. At Belong in Plymouth, our decisions and actions were shaped by the specific needs, interests, and experiences of local communities, rather than fixed objectives set from the beginning.
At the start of the programme, we knew we wanted to:
- Explore people’s experiences of belonging in Plymouth.
- Foster and support collaboration.
However, we did not establish specific goals or outcomes in advance. This required a shift in mindset, embracing responsiveness and adaptability within our work and team dynamics. As a result, I experienced significant personal changes that now align more closely with emergent working.
The Rhythm of Emergent Work
Emergent work does not follow a linear path; rather, it follows a cyclical rhythm. Our team worked in three-month cycles that included Sprint Reviews. Our sprint reviews allowed us to collectively reflect on the past three months and establish our focus and intentions for the upcoming cycle. This iterative process allowed us to remain flexible and responsive to what was emerging through our work.
Personal Shifts in My Approach to Work
Being part of an emergent programme required me to challenge long-standing work habits and assumptions. Some key shifts included:
- Moving Beyond Hierarchical Dependence: Previously, I was accustomed to having a boss and awaiting instruction. I noticed early on that I projected onto others seniority, based on my perception of their rank and privilege within the team. This experience showed me the importance of bringing awareness to ingrained structures and dismantling past conditioning that no longer serves.
- Creating Space for Reflection on Rank and Privilege: Our team actively made space for discussions around topics such as rank and privilege. Those who traditionally held power openly acknowledged it and sought to share it. Initially, this felt uncomfortable and uncertain, but I really appreciate the space afforded to all of us to step into leadership roles. This was a beautiful and transformative experience.
- Becoming an Equal Player: I confronted my lack of confidence in decision-making and initially hesitated to ask for help. Over time, I began practicing something unfamiliar in the workplace: sharing half-formed ideas, embracing the messiness, relinquishing control, and shedding perfectionism. Though deeply uncomfortable at first, and to be honest, still is, it became a crucial part of my personal growth and of any learning journey.
Defining My Personal Legacy
This journey has clarified non-negotiables for future work. I am aligned with colleagues under a shared mission and purpose. My team are passionate, caring, and deeply invested in the work. I have agency and creative control over my actions. I am held by my team. Reflections and feedback are open, kind, and honest, woven seamlessly into the working rhythm.
Final Thoughts
Working within an emergent programme has been a transformative experience, both professionally and personally. It has challenged me to rethink traditional work structures, be more okay with uncertainty, and find confidence in collaborative, fluid approaches. The lessons I’ve learned will undoubtedly shape my approach to work moving forward, ensuring that I engage in projects that truly align with my values and aspirations.
Thank you Belong in Plymouth and the whole team.