The Process of Convening…
“Convene: To come together in a body, to summon before a tribunal, to cause to assemble” http://www.merriam-webster.com/dictionary/convene
Knowing that purposeful actions can produce significant results, in 2008 the Trustees of the Fannie E. Rippel Foundation adopted a new mission statement: to strategically invest our limited resources to seed innovation, catalyze change, and create model processes that will lead to improvements in health. This mission is reflected in our tagline, "Seeding Innovations in Health."
An intensive strategic planning effort and observations from our ongoing work led us to develop a set of guiding principles and funding priorities. As we began to implement those priorities, the Foundation found that “convening” the right set of leaders and experts was often a critical, early step for stimulating new thinking for change. The four-step process driving our activities includes: (1) convening the right people, (2) defining the issues and questions, (3) engaging others to invest time and resources in meaningful action, and (4) assessing effectiveness, as noted in the chart below:
For this process to work, it is important that there be a champion who acts as the convener and facilitator for the work of the group. The Foundation’s staff and Board will accept this role where appropriate. In those cases, as the convener, we will:
- Embrace the unknown and be willing to take risks;
- Assure that the “right” people are in the room;
- Assure that the group is informed and engaged so that progress is made;
- Identify and bring visibility to the ongoing, valuable, and tangible results;
- Ensure funds are available to cover necessary costs;
- Seize opportunities when they present themselves - agility is a key to success;
- Assure that any ongoing group has a shared expectation of its collective role, as a partnership, collaboration, advisory council, exploratory panel, etc.
When convening groups, we also recognize that one size does not fit all. Certainly who, where, and how often a group convenes depends on the goals of the group. For example, a one-time focus group can provide input on a specific idea; whereas an ongoing, creative working group may be needed to solve challenging problems. A short-term planning team to coordinate a particular event may meet frequently for a limited time frame; whereas a new and stimulating topic may take several meetings just to create the environment for open dialog among diverse players. This type of project may also require much more coordination over a longer time frame.
Group dynamics and the complexity of the challenge at hand can also lead to a unique structure and set of responsibilities for the convener. An astute awareness of the participants’ (individual and collective) expectations as they evolve will be critical. Additionally, careful planning for each meeting and detailed follow-up on the group’s commitments will impact its success and determine the type of staffing required to maintain the momentum for change.
As we learn about seeding innovation, it is abundantly clear that convening “thought leaders” from diverse backgrounds is a critical early step for motivating systemic change. Gaining their engagement and maintaining momentum are also necessary, but less likely to occur if the convening process is not actively managed.
You can read more about a specific project and group convened by the Rippel Foundation, the “Re>Think Health Collaborative.” <Learn more.>
