Our Home page hosts occasional blogs about what we are doing, what we think about what’s going on in the co-operative world and topics of interest. Elsewhere (see links) you will find free tips, tools and techniques to help you work together more effectively, information on our services and how to get in touch.
The issue of how to carry out appraisals and personal reviews comes up as a common theme among worker co-ops. Reviews can help us to:
- ensure that our worker-members are adequately skilled, suitably trained and capable to perform their duties
- identify issues that are making life difficult for members so we can provide support or training
- identify opportunities and untapped skills/potential within our co-ops
- ensure that the day to day job role reflects what people want to do with their life or ties in with their career progression so we don’t lose members
- identify weaknesses and risks within the team
Personal reviews should be able to feed into or draw upon a “global view” of the whole co-operative, enabling it to assess whether or not it has sufficient skills, and spread of skills, among its worker-members to provide the goods or services that produce its income, and where risks to the business lie (such as reliance upon the skills of one member). Reviews can also reveal weaknesses and gaps such as the jobs that are being carried out that aren’t actually anyone’s responsibility but are crucial to success.
If you are interested in reading more, we have gathered some information on different approaches we have come across which can be viewed on this page.
Cooperantics and Rice Up Wholefoods are collaborating to provide a co-operative networking breakfast in Southampton. Rice Up is providing venue space and taking care of catering. Cooperantics is providing facilitation and promoting the event. Both co-ops are contributing worker time for the mutual benefit of local co-operatives. All we are asking is that participants pay £5 to cover the cost of the breakfast.
- Tues 14 July 2015, 8 am
- at Rice Up Wholefoods, 20 Hanover Buildings, Southampton SO14 1JH
- Get that elusive contact that will help your co-op increase sales
- Promote your co-op to a wider audience through other co-ops
- It’s a great opportunity to brush up on your pitching skills in a safe environment
- Meet members of other local co-ops – the first step to creating a mutually supportive network
About the session
We are using the “Principle 6″ approach to co-operative networking, developed by Sion Whellens of Calverts/Principle Six. It provides a simple but effective framework for co-ops to pitch their needs to each other and access each other’s networks, strengthening our individual co-ops through co-operation. If you were at the recent Co-operatives South East networking session or at the Worker Co-operative Weekend you will have seen how easy it is, and how effective it can be.
For those interested in reading more, the Principle 6 methodology is available for download here but the great thing about this approach is that anyone can participate. Principle 6 slides link
8.15 Introduction to Principle 6 networking
8.30 Pitching session
9.00 10 min extended pitch: Rice Up will give an extended pitch about their co-op
9.10 Referral session
We will finish sometime between 9.30 and 10.00 depending on numbers but you can carry on networking once the session is over.
Breakfast will be suitable for vegetarians/vegans. If you have any other dietary requirements please let us know.
How to book
If you want to attend please contact email@example.com. Booking is important!
And don’t forget to share with other co-ops who may be interested. Thanks!
The 5th Co-operative Principle, “Education, Training & Information”, serves as a useful reminder that one of the keys to success for a co-operative lies in investing in your members. As well as job-specific and co-op specific training it’s important to help new co-op members understand that all co-ops share the same history, values and principles and philosophy as part of an international movement.
Our co-operative induction session picks apart the fundamentals of what it means to be a co-operative and enables new members to gain an understanding of how co-operative principles apply to their co-operative and their role within the co-op.
Co-operantics induction training includes:
- What is different about a co-operative business? Different types of co-op
- The history of the UK co-operative movement
- Co-operatives as an international movement
- Review of some essential co-operative skills: communication skills, participating in meetings, decision making
- Rights and responsibilities of membership; member job descriptions and member agreements
We can offer a bespoke session for your new members; alternatively, if there is sufficient local demand we will run a regional session together with new members of other local co-operatives. Contact us for more information or to discuss your needs.
Here are some testimonials from a recent Induction training with newer members of Essential Trading:
- Really informative & good handouts. Be good to see others have similar training
- Very informative!
- Very happy with the workshop especially the history of co-ops covered
From Co-operantics. We’re taking a break for a few days. Please feel free to browse our site – you will find lots of useful information, tips, techniques and games. Or leave us a message: kate or nathan [at] cooperantics.coop and we’ll get back to you after Monday 13th April.
A picture is worth a thousand words, or so the saying goes. Pictures & diagrams can help us to simplify complex relationships. Imagine, for instance, if you were trying to describe all the lines of communication in your co-op. If you try it in words it might run to 30 pages, but you could probably sum most of it up in one (albeit complex) diagram.
That’s not the only reason you might find diagrams useful:
- Some people understand images better than words
- Some people don’t have the time or attention span to commit to a long written document
- It is easy to “zoom out” and get an overview, to spot fatal flaws in a process or proposal
When trying to develop a new strategy for our co-op (e.g. new marketing strategy, or new way of organising the workload) one of the best tools I have found is to try and assemble the ideas in a diagram or picture – even if it is just words connected with arrows.
Have you ever spent a day working hard to develop a strategy or process, the group creates a diagram and then someone is given the soulless job of spending half a day turning those pictures into 4 or 5 pages of words. Somehow, the meaning gets lost in translation. Not enough people read the document because it’s just too much, too dense or becomes more complicated once it is put into words. Those that do retreat to solitude so they can focus enough to understand it. Readers have to construct a mental diagram to make sense of it. There is scope for people to not quite “get” the plan or get it in the wrong way. When the diagram is presented, everyone looks at it together, they challenge it and describe what they like or dislike, they grab the pen and make corrections, suggest improvements, add the missing parts or spot the “fail”.
Here are some sweeping observations I’ve made watching groups of people presented with diagrams or strategy documents:
- Diagrams tend to provoke questions, challenges, declarations of not understanding (which is a good thing), identification of faults and problem solving suggestions. They also provoke physical interaction – people crowd together around the image. Emotional responses such as enthusiasm or rejection are declared.
- Written papers prompt semantics (arguing about the meaning of words), arguments about grammar, boredom, yawning and switching off. Discussion papers provoke a retreat into solitude. It is difficult to gauge responses as emotions are guarded.
I’m not saying there isn’t a need for detailed procedures or guidance to accompany the overview – that is the next level of detail – but if developing understanding is the first goal, why do we turn pictures into words?
Among the services that Co-operantics offers are:
- Faciliation of strategic reviews/away days
- Reviews and development of your governance and management
- See an overview of typical services here
If you are looking for those services please get in touch
Lucky winners of our ‘Business Tools for Worker Co-operatives’ survey prize
The New Leaf Co-op, Edinburgh have won three hours’ worth of mentoring support worth £250!
The survey produced some interesting results, somewhat confirming our beliefs about the challenges of delivering training to busy worker co-op members.
We will be developing an innovative initiative for delivering support on worker co-op management, and introducing ‘co-op friendly’ management tools in 2015.
Watch this space!
It’s been a great year, with some hopeful & positive initiatives. Here are some of our highlights:
- May: Worker Co-op Weekend in Sussex
- June: Co-op skills seminar: Being a good co-op member with Phill Burton from Dynamix
- June: we organised a Bristol worker co-ops meet up at Cafe Kino and a co-op social in Southampton
- July: our series of articles looking at how to develop a co-operative culture
- July & September: Co-op skills seminars: Strategic Planning & Managing Change in Birmingham & Bristol
- September: launch of our dedicated Housing Co-op Support Service
- October: Cooperantics represented on the Board of Co-operatives South East
- November: Launch of Worker Co-op Solidarity Fund in Oxford
Thanks for all the support, work & fun we have had with our many friends, colleagues and collaborators & here’s to a successful, peaceful and co-operative 2015!
Conflict in itself in a co-operative is not to be feared and cannot be avoided – indeed it is evidence of a wide range of skill and knowledge, of different cultures and different levels of education and life experience. It can help build that all-important co-operative ‘culture’, it can develop good workplace relationships and it can trigger creativity and inspiration.
When it is unacknowledged, unresolved or destructive however it can imply significant costs to the co-operative – both human and organisational.
For individual members:
It can mean self-doubt and insecurity, high levels of stress, absenteeism, sickness and even eventually loss of members
For the co-operative:
It will mean time wasted in grievance procedures & dealing with the outcomes; poor team-working, loss of morale, schisms & cliques all resulting in lower productivity; it will mean high member/employee turnover, with additional recruitment and training costs; and possibly even the costs of attending an employment tribunal.
See ‘Coping with conflict’ for information on our services
A quick link to a blog by Dave Palmer from the Wales Co-op Centre about the progress of their Housing Co-op support programme. We are among their providers of support to start-up housing co-ops. http://walescooperative.wordpress.com/2014/11/03/developing-co-operative-housing-in-wales/
Our friend Brian Van Slyke, designer of Co-opoly has written an interesting response to our article on co-operative culture, focusing on co-operative culture and start-ups. We like it so much it is posted in its entirety here:
Getting People to the Cooperative Breakfast Table: Forging A Co-op Culture During the Start-Up Phase
The recent series on Cooperantics.coop about creating a cooperative culture was absolutely fascinating and an important contribution to the co-op movement. One particular quote stuck out to me, from a member of the Calverts Co-op:
Co-operative culture eats co-operative governance for breakfast
This is a critical statement that rings extremely true in my experience. At the same time, many people’s lives and environments have shaped them in a way that has not prepared them for the co-op experience in the slightest. The idea of a co-op culture is the anti-thesis of how they are used to working. In fact, as much as they might need to learn about co-ops and co-op culture, there’s probably a hefty amount of unlearning that needs to be done as well.
Recently, I was at a co-op workshop in Chicago with a range of folks from different cooperative backgrounds – people who were learning about the subject for the first time, co-op developers, and a few who’d been in the field for a long time. One attendee was part of a large, newly forming catering co-op going through some of the start-up phase pangs. This co-op is in the midst of getting off the ground and many of their members work other jobs. Most of these members are people who’ve never been in a co-op before, who have mostly worked low-wage jobs with a boss that simply tells them what to do. This, the co-op rep told us, was causing problems. He, as the person with the original idea for the catering co-op, had been made into the de facto point man–and sometimes he even felt like a boss. This wasn’t what he wanted, but he wasn’t sure how to change things. People weren’t showing up for member meetings. People would be assigned tasks that they would never follow up on. He’d ask people what they should do about certain issues, and only get blank stares in response. They’d just ask him to take on all the responsibilities and be the face of the business. He told the rest of the workshop attendees that this wasn’t feeling much like a co-op, and he wanted to know what he could do to change things.
This all brings up an intriguing question. If co-op culture eats co-op governance for breakfast, how do we get people to the breakfast table in the first place? (If I dare stretch the analogy that far…) Some people have no history, no exposure, no understanding of what co-ops and co-op culture is in the first place. So how do we even get them to commit to the idea? Well, the co-op cater’s question sparked a long and lengthy dialogue in the workshop. It involved people ranging from those were starting their own co-ops to folks who had been in the co-op movement for quite a time. And below were some of the key take-aways from that conversation.
Making Sure You Have The Right People
One of the primary concerns this co-op rep had was: do I have the right people? Is it better to bring in people who are excited about the co-op mission, or who need the co-op the most?
There was a long and lengthy conversation over this point. But one thing that everyone agreed on was that you can’t start a co-op with people who don’t want to start it. The start-up stage is one of the most vulnerable times for any cooperatives. If you don’t have people who aren’t committed, who aren’t going to do everything in their power to make it work… then you really have to take a good, long look at whether your co-op dream has the chance of becoming a reality.
One thing that often happens during situations like this is a natural self-selection process–those who are not fully committed to the struggles of forming a co-op will fall off the bandwagon. At some point, however, you do have to decide on a key question: who is going to work with me, through thick and thin, to make this thing happen? And you need to commit to those individuals. Then, down the road, when you’re more financially and institutionally stable, you can be intentional about building room for those people who need more encouragement to join in on the cooperative culture and process.
Buy-In: Not Just Purchasing a Share
Another key point that was brought up during our discussion was that a buy-in isn’t just about purchasing a share in the co-op. It’s also about showing people that their opinions matter and will have a real, lasting impact in the workplace. That’s something most people are not used to, and simply don’t know how to react when they’re presented with the opportunity for first time.
One co-op developer shared his experience of working with a group where there was one member who never spoke – no matter what. One day, when the co-op was facing a serious issue, the developer went around the room and asked everyone specifically to share their thoughts about how the co-op should take on the situation. That person who never said a word? He gave the most in-depth and best idea of anyone, and the co-op eventually put his suggestion into practice. When the developer asked this silent member why he had never spoken up before, the member said it was because no one had ever asked him, directly, what he thought. He wasn’t used to being able to speak up and wasn’t comfortable with just jumping into a conversation.
Since then, this once silent member has become one of the co-op’s most vocal. The workshop attendees reflected that this was likely because not only was he asked for his thoughts, but he also saw them put into action. That was his buy-in to the cooperative culture.
Member Meetings: Should they be paid time?
Another thought that came up was something that’s been recently debated within the worker co-op movement: should member meetings be paid time?
Paying for members’ meeting times is certainly more difficult for start-up co-ops and those who don’t have much financial reserves. However, if people aren’t committing to attending meetings, then this is something that could be used to push them over the edge to join. In addition, most worker co-ops do consider member meetings to be labor. As such, that time should be paid for, if possible. For those who are unused to the idea of a co-op culture, and of being expected to participate in decision making and planning, this could be the needed catalyst to get them to the table.
Build Member Meetings into Existing Work Times
Related to the above was the issue of finding a time for everyone to get together. The co-op rep who was sharing his concerns stated that others were often making excuses about why they couldn’t attend meetings. Family issues, weekend mornings aren’t good for them, weekend afternoons aren’t good for them, weekend evenings aren’t good for them, after work hours aren’t good for them, transportation time and costs, and so on and so forth.
One suggestion that was offered was the idea of finding time during the busy workday to, no matter what, have the member meetings – while everyone is already there. Of course, this can be difficult for those who are already so jammed with work and crunched for time. However, it might be necessary if that’s the only opportunity where everyone can be together. In addition, this approach would help build the understanding that meetings are an expected part of the co-op’s work. They’re not separate or optional. They’re part of being in the business.
Making Communal Expectations, Sticking to Them
The final big suggestion was to make and agree to communal expectations, and to have everyone sign off on them. These expectations could even be posted on the co-op’s walls, so that everyone would be reminded of them on a regular basis. In this way, no one could say, “I didn’t agree to that!” Because they literally have. In addition, this approach builds a common understanding of what is expected from each other – instead of assuming people will work off of unspoken agreements. Finally, the co-op would have to ensure that people are sticking to their agreements and expectations. If people have agreed to attend all meetings, save for emergencies, illness, etc., but they regular miss them – there should be a process for grievance and review. If someone misses three or four meetings in a year without appropriate excuses, maybe they should be asked if the co-op model is for them. Whatever it is, creating clear expectations, having everyone agree to them, and having them upheld is critical to creating a vibrant cooperative culture.
Obviously, not all of these ideas will work for all groups (many of them are worker co-op specific) and there are many other ideas to share. The above is more of a synthesis of a brainstorm that happened in Chicago. Still, these are good ideas that should be evaluated for each start up co-op. Building a co-op culture is critical for building a successful, thriving, democratic organization. At the same time, we need to find ways to bring many people to the table to begin with.
Brian Van Slyke is the founder of The Toolbox for Education and Social Action, a worker cooperative that creates and distributes educational resources for social and economic change, such as Co-opoly: The Game of Cooperatives