04. September 2017 · Comments Off on Multistakeholder Co-operatives Manchester 30th September · Categories: About Co-operatives, Uncategorized

Stir to Action  in collaboration with The Co-operative College, is hosting a one-day workshop on multistakeholder co-ops on 30th September 2017. The workshop will be held at Holyoake House, Hanover St, Manchester M60 0AS and will be run by Kate Whittle of Co-operantics. If you cannot get to Manchester, you can follow the workshop via a webinar.

Kate is a founder member of GO-OP, a multistakeholder co-operative whose constitution is based on the Somerset Rules model, which was developed by Alex Lawrie at Somerset Co-op Services.

Instead of single stakeholder organisations — such as worker or consumer co-ops — the multistakeholder model extends ownership to different types of stakeholder. GO-OP for example has three classes of member: Users (passengers and employees) and Non-users (investors).

With this more inclusive model, more people have a direct interest in the success of the enterprise, and can be represented on the board of the co-operative. Ed Mayo of Co-operatives UK, has argued that this model suits enterprises within the Transition movement, “where the single-constituency member models don’t seem quite to fit.”

Another example of a good fit for a multi-stakeholder co-operative is Community Supported Agriculture (CSA). The aim of the CSA is to share the risk between growers and consumers, to help growers and horticulturalists survive the risks and challenges of growing food. So the CSA will have different groups of stakeholders with different short term interests but a shared long term interest. The multistakeholder model presents an ideal structure to ensure the interests of both groups are clear and taken into account.

Where large amounts of capital need to be raised in order to get the co-operative business off the ground, the multistakeholder model can work well. The co-operative will have two types of members, Users and Non-users, with the Non-users providing the capital and receiving a modest return on their funds as well as the satisfaction of knowing that they are supporting a member-owned and democratically controlled, sustainable enterprise. Control of the co-operative is always in the hands of the Users however.

If you’d like to find out more about the model, join us on 30th September to develop a good understanding of what a multi-stakeholder co-operative is, the advantages offered by this model and some of the complexity. We’ll be exploring some examples of multi-stakeholder co-ops, and there will be a practical exercise thinking about the design of a multi-stakeholder co-op.

Booking: https://www.stirtoaction.com/workshops/multistakeholder-co-ops

Webinar participants will be able to stream live video of the workshop, view presentations and put questions to the facilitator. For a full explanation of attending via webinar, please email learning@co-op.ac.uk

Contact Stir to Action with any questions, or if you would like to pay via alternate methods including cheque or bank account transfer workshops@stirtoaction.com

27. June 2017 · Comments Off on Away Days – love them or loathe them? · Categories: Uncategorized

The Away Day – love it or loathe it, it’s an essential element of collective working, but if it’s not properly planned and well facilitated it can undermine all your efforts to work together effectively as a team.

It can be a jolly, a social get together, a chance to stand back, review progress over the last year and plan for next year, or a look at the longer term. It can be an opportunity to review organisational structure, or a space for looking at the way you work together – at processes rather than tasks. But not all at once! It can be tempting to try to cram as much as possible in to the day, but that’s a mistake. When people are taking time out from day to day operations to look at issues in more depth, it’s a frustrating waste of time if important topics can only be touched on briefly.

This is a precious time – after all if there are say 10 of you out of the office or warehouse or shop for a whole day that is a cost of 10 person-days to the co-operative. So make sure you spend that time wisely.

In our experience there are a variety of ways in which it can go wrong:

  1. Lack of consultation with members about aims & content (people will not feel ownership, so will not engage)
  2. Agenda with too many aims &/or lack of prioritisation
  3. Lack of planning
  4. Wrong venue (too small, not enough wall space, inadequate seating, too dark, no outside space)
  5. Too many presentations, not enough discussion (does not encourage participation, boring)
  6. Too much time spent in whole group discussion (ditto)
  7. Pointless ‘team building’ exercises or inadequate exercise de-briefing
  8. Lack of a final feedback session (missed opportunity to learn which sessions worked well and which did not)
  9. Running over time (cardinal sin, people have got lives, and other commitments)

HOW TO DO IT

Ideally the Away Day will be a regular event, so that over time you will learn for yourselves what works and what doesn’t, but first of all you need to agree what you want to achieve:

  • Do you want to involve all your members in thinking about the future?
  • or celebrate the achievements and identify the challenges of the past year and share members’ expectations, hopes (and maybe fears) for the coming year?
  • or find out if the structure is working effectively? Are people clear about who has what authority to take decisions, where one role ends and another one begins, member rights and responsibilities?
  • or discover if your appraisal or peer support system is working effectively? Do members feel supported? Are you missing opportunities for people to share their training needs or ambitions for career development?
  • or review policies and procedures, for example is there an effective mechanism for dealing with conflict when it arises?

As we said above, if you try to do all these things you will end up feeling rushed or disappointed that there are topics which have not been properly explored and discussed, so it’s important to focus and identify those issues that need to be addressed as a priority.

5 ways to ensure that your strategy day doesn’t go wrong

  1. AIMS: Decide and prioritise what you want from the day, involving all the members in agreeing Away Day Aims. What is your priority right now?
    1. Team building
    2. Strategy development
    3. Policy development
    4. Review progress in previous year
    5. Review processes – the way you work together

Don’t try to cram too much in.

  1. VENUE: Find a venue which is accessible, big enough for you all to sit in a circle, with space for smaller group work, with an outside space you can use (weather permitting), with a kitchen and an urn for making hot drinks; order lunch and cake (cake is essential) from a local co-op or social enterprise .
  2. PLAN: Make a plan, starting with start and end times, including 15 minutes morning & afternoon breaks & at least 45 minutes lunch break. Also a 15 minute feedback session at the end of the day. This will give you an idea of how much time you will have to achieve your aims, probably around 5 to 6 hours. Develop a timed Agenda and circulate in advance. Write up on a flip chart so that everyone can see how much time there is for each topic.
  3. PARTICIPATION: Plan the day so that you alternate high-participation activities with less participative ones. High participation = small group discussions, exercises; Less participative = presentations, whole group discussions.
  4. FLEXIBILITY: Be prepared to drop an exercise if you can see or are told it isn’t working; have alternative ideas up your sleeve, be prepared to let a discussion go on longer than anticipated in the plan if it appears to be exploring something important or if people are saying we need more time for this. Remind people of the Agenda, more time on this topic means less time for the next one!

WHO SHOULD COME?

We think this is such a great opportunity for people to work together in a very different way to the day to day operational tasks, so it’s important to invite all the stakeholders. If there are probationers or volunteers who are willing to put in the time then they should be there.  If there are Board members or Directors who are not involved in the day to day work they should be invited too. It should be made clear that this is not a decision-making forum, but that decisions arising out of the Away Day will be taken at the next members meeting or AGM as appropriate.

A well planned, inclusive, participative and well facilitated Away Day will provide a strong foundation for your work together. Members will be motivated, communications between different departments or teams will be more effective, working practices will be improved, decision-making will be more efficient and the co-operative or social enterprise business will benefit.

We have run Away Days for co-operatives and social enterprises many times, and we’d love to help you run yours! We are experienced at planning, facilitating and evaluating Away Days, ensuring that they are effective, participative and fun.

Contact kate@cooperantics.coop or nathan@cooperantics.coop

and we will get back to you for a chat about your needs.

01. February 2017 · Comments Off on Chairing (or facilitating) meetings – whose turn is it to speak? · Categories: Uncategorized

A colleague highlighted an important issue when she asked about the order in which the Chair allows people to speak. Normally when you are chairing or facilitating a discussion you note (you can write it down) the order in which people are raising their hands and invite them to speak in that order.

However, what if one person is asking for information and another person is giving that information, but the next person to raise their hand wants to speak about something else? As my colleague rightly pointed out, if the Chair sticks rigidly to the order in which people are raising their hands, the flow of the discussion can be interrupted by questions or comments relating to a totally different issue.

So what’s the answer?

I refer you to this great quote:
“Let’s cherish each other and listen to each other like jazz musicians do”, Richard Holloway (former Bishop of Edinburgh)

We know that although it’s the Chair’s responsibility to ensure that everyone has an equal opportunity to participate, it’s the responsibility of everyone in the meeting to support her or him in that. So if your question doesn’t relate to the current issue, don’t raise your hand until you can hear that the discussion has moved on. We all need to take responsibility for the meeting being fruitful and effective, so we need to think – is my contribution helping this discussion?

So it’s not always about rules – the rules are there for a reason, they’re a structure but they are not the answer to every situation. We can make all the rules we want but in the end people’s attitudes and awareness are more important.

Here’s a link to an excellent TED talk on precisely this topic, I think it’s wonderful!
https://www.ted.com/talks/stefon_harris_there_are_no_mistakes_on_the_bandstand

25. October 2016 · Comments Off on the what, why and how of multistakeholder co-ops · Categories: About Co-operatives, Uncategorized

Co-operatives are set up for the benefit of their members – be they shoppers in a consumer retail co-op, employees in a workers’ co-op, tenants in a housing co-op or savers and borrowers in a credit union.

These are single stakeholder* models, where there is just one class of member, but they do not take account of the range of different stakeholders that might be interested in the operations of the co-operative, for example in the case of a worker co-op that might mean suppliers, users of the co-operative’s services, customers, or local people who might be willing to invest or buy loan-stock.  In the case of a consumer co-operative that might mean employees, suppliers or local community groups.

*stakeholders can be described as: ‘individuals or groups that can affect or be affected by an organisation. Stakeholders can come from inside or outside the organisation. Examples include customers, employees, members, shareholders, suppliers, non-profit groups and the local community, among others’.

multi-stakeholder-graphicThe multi-stakeholder co-operative model addresses a multiplicity of stakeholder interests and turns it into a strength and greater sustainability for the co-operative.

(image courtesy of http://bcca.coop/momentum/info-centre/multi-stakeholder-co-ops)

Picturetank – a Société Coopérative d’Intérêt Collectif (or SCIC) – is based on the photographers’ co-op Magnum, formed at the close of WW2 with the radical idea that the photographers (rather than the publications themselves) should hold copyright control of the images. However, Picturetank goes a step further with the involvement of all workers as well as photographers and outside supporters in a multi-stakeholder model.

Starting up with 15 photographers and a single web designer, the co-op hosted, managed and published their work through their website, Picturetank.com. As the organization rapidly grew to 100 photographers, clients began requesting commercial services such as marketing and management of sales, so they began to recruit more staff and offer more services, adopting a more organized, business-like approach. However, as they grew, founders were reluctant to give up the democracy and inclusiveness they had enjoyed since the co-op’s early days.

One of the main balancing acts that Picturetank must perform every day is between the needs of the individual member photographers and the needs of the agency as a whole. Picturetank’s founders wanted to provide a platform for affiliation, but stop short of full integration—they did not want to impose group standards or requirements on the artistic work of any one individual photographer.

“Co-ops reflect the triumph and struggle of democracy. Disagreement and conflict are as much a part of democracy as the power of collective action. Managing disagreement and resolving conflict in a productive fashion are part of crafting an effective democracy. While everyone knows the consequences of destructive conflict, the advantages of constructively managed conflict include greater understanding, enlightenment, and consensus.”  – from ‘Solidarity as a business model’ Co-operative Development Center, Kent State University, USA

Membership of a multi-stakeholder co-operative is organised in two or more stakeholder groups which might include consumers, producers, workers, volunteers or general community supporters. So rather than being organized around a single class of members, multi-stakeholder co-operatives have a more diverse membership base.  This means that the co-op’s mission – their reason for existing, can be broader than that of a co-op with just one class of stakeholder, and will recognise the interdependence of interests of stakeholders.

But how is it possible to reconcile the inherent conflict of interest between workers, for example, who we may assume will want the highest wages for their hours worked, and consumers who will be looking for lower prices?

If we look at one example of a single stakeholder model – the credit union, it’s clear that this happens every day, because while attempting to meet the needs of their members, credit unions must address the conflicting interests of borrowers who are looking for low interest rates and savers who want higher interest rates.

Multi-stakeholder co-operatives however celebrate a diversity of interests in the short term, and common needs in the long term, whilst recognizing their interdependency.

In Quebec, such cooperatives are called ‘Solidarity’ cooperatives specifically to highlight this organisational structure which emphasizes commonalities rather than focusing on differences.

elephant-blindfolded-peopleWe could contrast single stakeholder with multi-stakeholder co-ops in a scenario like this one of blindfolded people touching different parts of the elephant and finding that it’s like a fan, a spear, a tree, a rope or a snake. Each of them can only understand their own situation, and can’t see the big picture. We sometimes fail to recognise the interdependency of the different roles we play in the economy – I am a worker but I am also a consumer. Like I am a car driver (occasionally) but also a cyclist and a pedestrian.

Multi-stakeholder cooperatives by their nature seek out different information and new perspectives. But to be successful they also need to know how to share this information in ways that make it meaningful to members of the other groups. Co-operative skills – knowing how to communicate well, running effective meetings, understanding different approaches to taking decisions, knowing how to cope with the day to day conflicts and how to avoid unnecessary ones – these skills are essential for all co-ops, but especially so for multi-stakeholder co-ops.

Some of the examples we looked at in a recent workshop run by Cooperantics with Stir to Action included – along with Picturetank – multi-stakeholder co-operatives from a wide range of economic sectors:

Ecological Land Co-op purchases agricultural land and subdivides it into a number of ecologically managed residential smallholdings. ELC has three types of membership sharing voting rights:

  1. Investor Members invest money in the co-operative, have 25% of voting rights and receive returns on their investment;
  2. Worker Members are employees and volunteers, they also have 25% of voting rights
  3. Steward Members are ecological land managers and hold the remaining 50% of voting rights. Majority voting rights are awarded primarily to Steward Members as they are the principal beneficiaries but generally do not have the capacity to both run their smallholding and serve on the Board of Directors.

Black Star Co-op is the world’s first co-operatively owned and worker self-managed brewpub, owned by 3000 individuals. Incorporated in 2006 as a worker-consumer hybrid co-op, Black Star opened up for business in September 2010. Black Star aims to educate peers about cooperative ownership and values—while enjoying quality food and drinks.

GO-OP Co-operative was founded in 2009 as a multi-stakeholder co-operative based on the Somerset Rules. Its aim is to reduce the social and environmental impacts of travel by providing mutually owned, high quality and inclusive public transport services that encourage people to choose more sustainable options. Its ambition is to be the first co-operatively owned train operating company in the UK.

Weaver Street Market was founded in Carrboro, North Carolina in 1988, and has since become the largest retail multi-stakeholder cooperative in the United States, with 18,000 consumer households and 200 employee owners. It runs three grocery stores, a restaurant and a food production facility. This successful multi-stakeholder co-operative is owned and governed by consumer and worker members.

Webarchitects is a multi-stakeholder co-operative, with membership from clients, partners and investors as well as workers. It was set up in 2011 to provide internet based services for socially responsible groups and individuals. The co-op uses free open source software wherever possible, and aims to minimise fossil fuel usage and ecological impacts and provide sustainable employment.

Much inspiration for this blog was found reading the excellent guide to multi-stakeholder co-operatives produced by the Co-operative development Center at Kent State University in the U.S.: ‘Solidarity as a business model’. Highly recommended if you’d like to know more.

 

30. June 2016 · Comments Off on Leadership in co-operatives · Categories: Uncategorized

If you want to build a ship, don’t drum up people to collect wood and don’t assign them tasks and work, but rather teach them to long for the endless immensity of the sea.

Antoine de Saint-Exupery

Who’s afraid of leadership?

I was once at a housing co-op event, held to promote the co-op and recruit new members. All the members – 8 or 9 of us – turned up at the community centre to arrange the room and get ready for our audience. There were chairs stacked against the wall, and we all started lugging them to the centre of the room – but it was soon apparent – not just to us, but to the early arrivals who began to sit down, that we had no idea how to arrange the seating, no idea how many people would turn up, no previous agreement whether we would make rows of chairs or a big circle – it was chaos. So much so that some of us began to laugh to try to make a joke of it, while others got more and more frustrated and anxious. We finally got it sorted, but it was obvious we’d made a pretty negative impression on our audience who – no matter how impressive and persuasive our subsequent presentation – had had a clear demonstration of our inability to work as a team and our lack of leadership skills.

I have often remembered that moment and wondered why it happened like that. We were not totally lacking in team skills – in fact one of the impressive things about this group was the way in which they were able to pull together to organise things – but I think there was a fear of showing leadership. An idea that perhaps in a co-operative, showing leadership is wrong. I believe this is due to a misunderstanding about the nature of leadership, and an assumption that a ‘command and control’ style of leadership is the only way.

Leadership theories

Nothing can be further from the truth. It’s interesting to review the many theories of leadership but for our purposes here, let’s look at commonly-held assumptions about what leadership means and what leaders do. In ‘traditional’ hierarchically structured organisations, power is located at the top, and leaders lead from the front. Leaders have authority, take control and attract followers. Line managers tell people what to do, who then have others that they manage in turn. In such a structure it’s hard for individuals to be innovative and creative. Someone at the top who doesn’t understand the day to day realities of work at the ‘coal face’ takes decisions which workers may not agree with but must comply with if they want to keep their jobs. Of course employees can and should join a trade union which will support them and lobby and campaign to change things, but in some circumstances, confrontational approaches can be counter-productive.

So perhaps we need to get rid of the structure and the leaders and all decide everything together? Apart from the impracticability of such a step (you’d never get any work done) Jo Freeman, in ‘The Tyranny of Structurelessness’ explains how misguided it is to assume that without a structure, there will be no leaders. Leaders will always emerge, attracting followers by dint of their charisma, power, or resources, but without a structure or a system of accountability, you’ll have no way of getting rid of them.

Leadership in worker co-operatives

So we need a structure. And of course co-operatives have such a structure, where people can be elected to a Management Committee, or Board of Directors, but will have a specific term of office, and will only be re-elected if members feel they are doing a good job. However, like every democracy, it only works if people have information accessible to them about how the co-op is doing and how successful it is in achieving business, social and environmental goals. The MC then is accountable to the members, but they will also need Terms of Reference so they understand their roles and their delegated powers.

Run the group delicately, as if you were cooking small fish”

So how do you show leadership in a worker co-operative?

In contrast to a typical hierarchy, leadership in a worker co-operative is collective. It’s not just the MC who need to be leaders – anyone can show leadership at any time. But what does this mean and how can it work?

The Tao of Leadership, by John Heider provides simple and clear advice on how to be an effective leader: be unbiased, trust the process, pay attention, and inspire others to become their own leaders. For example:

lead in a nourishing manner
  • give away control
  • look for opportunities to give others control
  • try to ensure that decisions are taken by the people most likely to be affected (subsidiarity)
lead without being possessive
  • lead by example rather than by telling people what to do
  • avoid egocentricity
  • be’ rather than ‘do
  • be aware of what is happening in the group and act accordingly

“specific actions are less important than the leader’s clarity or consciousness. This is why there are no exercises or formulas to ensure successful leadership”

be helpful without taking the credit
  • be modest, allow others to take the credit.
lead without coercion
  • promote collaboration
  • provide tools for collective working
  • clarify roles, authority and accountability
  • delegate
  • create an environment for thinking

“Run the group delicately, as if you were cooking small fish. Too much force will backfire; the leader who tries to control he group through force does not understand group process. The wise leader stays centred and grounded and uses the least force to act effectively”

The result will be thinking, passionately proactive and creative people who communicate effectively, who understand how to work as a team, how to respond positively to conflict and how to help new members feel at home and hit the ground running.

So in our housing co-op example, should we have been dreaming about the best seating layout for our meeting? Well perhaps not, of course there are circumstances where simply delegating a few tasks will avoid such a muddle. If someone had shown leadership by asking everyone what would be the best layout, then suggesting we divide up the tasks between us: someone to stick up notices so people know where to come, a couple of people organising chairs, a couple of people making tea, someone putting the recruitment leaflet on every chair – etc. Simple stuff, but someone does need to take that initial lead.

Here’s some useful reading on leadership in collectives by Alanna Krause

06. June 2016 · Comments Off on 1 week left to apply for Co-op support · Categories: Uncategorized

The Hive programme from Co-operatives UK (thehive.coop) is still open for applications for support until 13th June.  That’s just one week away.

As a reminder, we are providers to the programme, and through it, heavily subsidised support is available for existing co-ops and groups who are ready to form their new co-op.

  • One-to-one advice
  • Group advice
  • Peer mentoring
  • Training courses

Head over to the Hive and apply now!

08. April 2016 · Comments Off on Free and subsidised support for co-ops · Categories: Uncategorized

We are support providers for The Hive, a new business support programme for co-ops and community businesses.

Latest: Deadline for applications for the first round close on 13 June!

The Hive offers:ScreenShot_20160422125547

Through The Hive, we can deliver tailored advice for your co-op. Apply now (and please mention Cooperantics!)

We are happy to chat if you need help identifying your needs.http://www.uk.coop/the-hive/about/advice-and-training

30. March 2016 · Comments Off on some thoughts on leadership in co-ops · Categories: About Co-operatives, Communication skills, Meetings and decision making, Team Working, Uncategorized

If you want to build a ship, don’t drum up people to collect wood and don’t assign them tasks and work, but rather teach them to long for the endless immensity of the sea.

Antoine de Saint-Exupery

Who’s afraid of leadership?

I was once at a housing co-op event, held to promote the co-op and recruit new members. All the members – 8 or 9 of us – turned up at the community centre to arrange the room and get ready for our audience. There were chairs stacked against the wall, and we all started lugging them to the centre of the room – but it was soon apparent – not just to us, but to the early arrivals who began to sit down, that we had no idea how to arrange the seating, no idea how many people would turn up, no previous agreement whether we would make rows of chairs or a big circle – it was chaos. So much so that some of us began to laugh to try to make a joke of it, while others got more and more frustrated and anxious. We finally got it sorted, but it was obvious we’d made a pretty negative impression on our audience who – no matter how impressive and persuasive our subsequent presentation – had had a clear demonstration of our inability to work as a team and our lack of leadership skills.

I have often remembered that moment and wondered why it happened like that. We were not totally lacking in team skills – in fact one of the impressive things about this group was the way in which they were able to pull together to organise things – but I think there was a fear of showing leadership. An idea that perhaps in a co-operative, showing leadership is wrong. I believe this is due to a misunderstanding about the nature of leadership, and an assumption that a ‘command and control’ style of leadership is the only way.

Leadership theories

Nothing can be further from the truth. It’s interesting to review the many theories of leadership but for our purposes here, let’s look at commonly-held assumptions about what leadership means and what leaders do. In ‘traditional’ hierarchically structured organisations, power is located at the top, and leaders lead from the front. Leaders have authority, take control and attract followers. Line managers tell people what to do, who then have others that they manage in turn. In such a structure it’s hard for individuals to be innovative and creative. Someone at the top who doesn’t understand the day to day realities of work at the ‘coal face’ takes decisions which workers may not agree with but must comply with if they want to keep their jobs. Of course employees can and should join a trade union which will support them and lobby and campaign to change things, but in some circumstances, confrontational approaches can be counter-productive.

So perhaps we need to get rid of the structure and the leaders and all decide everything together? Apart from the impracticability of such a step (you’d never get any work done) Jo Freeman, in ‘The Tyranny of Structurelessness’ explains how misguided it is to assume that without a structure, there will be no leaders. Leaders will always emerge, attracting followers by dint of their charisma, power, or resources, but without a structure or a system of accountability, you’ll have no way of getting rid of them.

Leadership in worker co-operatives

So we need a structure. And of course co-operatives have such a structure, where people can be elected to a Management Committee, or Board of Directors, but will have a specific term of office, and will only be re-elected if members feel they are doing a good job. However, like every democracy, it only works if people have information accessible to them about how the co-op is doing and how successful it is in achieving business, social and environmental goals. The MC then is accountable to the members, but they will also need Terms of Reference so they understand their roles and their delegated powers.

Run the group delicately, as if you were cooking small fish”

So how do you show leadership in a worker co-operative?

In contrast to a typical hierarchy, leadership in a worker co-operative is collective. It’s not just the MC who need to be leaders – anyone can show leadership at any time. But what does this mean and how can it work?

The Tao of Leadership, by John Heider provides simple and clear advice on how to be an effective leader: be unbiased, trust the process, pay attention, and inspire others to become their own leaders. For example:

lead in a nourishing manner
  • give away control
  • look for opportunities to give others control
  • try to ensure that decisions are taken by the people most likely to be affected (subsidiarity)
lead without being possessive
  • lead by example rather than by telling people what to do
  • avoid egocentricity
  • be’ rather than ‘do
  • be aware of what is happening in the group and act accordingly

“specific actions are less important than the leader’s clarity or consciousness. This is why there are no exercises or formulas to ensure successful leadership”

be helpful without taking the credit
  • be modest, allow others to take the credit.
lead without coercion
  • promote collaboration
  • provide tools for collective working
  • clarify roles, authority and accountability
  • delegate
  • create an environment for thinking

“Run the group delicately, as if you were cooking small fish. Too much force will backfire; the leader who tries to control he group through force does not understand group process. The wise leader stays centred and grounded and uses the least force to act effectively”

The result will be thinking, passionately proactive and creative people who communicate effectively, who understand how to work as a team, how to respond positively to conflict and how to help new members feel at home and hit the ground running.

So in our housing co-op example, should we have been dreaming about the best seating layout for our meeting? Well perhaps not, of course there are circumstances where simply delegating a few tasks will avoid such a muddle. If someone had shown leadership by asking everyone what would be the best layout, then suggesting we divide up the tasks between us: someone to stick up notices so people know where to come, a couple of people organising chairs, a couple of people making tea, someone putting the recruitment leaflet on every chair – etc. Simple stuff, but someone does need to take that initial lead.

Here’s some useful reading on leadership in collectives by Alanna Krause

29. March 2016 · Comments Off on About Co-operantics · Categories: About Co-operantics, About Co-operatives, Uncategorized

hoot if you're a cooperatorCo-operative skills aren’t just for co-operatives! We believe that these skills – developed in co-operatives of all kinds – can be useful for any groups of people wishing to work together to solve problems or achieve social goals. Of course we consider the co-operative to be the best model for any kind of enterprise, with social aims at its heart and democratic ownership and control its body – but our aim is to promote co-operative ways of working throughout all sectors of the economy.

Co-operantics Mission

To improve co-operative skills* in co-operatives. To promote and develop cooperative skills throughout all sectors of the economy and sections of society.

*Co-operative skills include communication, running effective meetings, decision-making, coping with conflict, negotiation and team working.

Co-operantics can save you money!

Through learning and practising co-operative skills, workers will be able to reduce workplace tensions and solve conflict, thus saving personnel time and avoiding the need for costly employment tribunals. They will learn how to:

  • give and receive criticism assertively
  • cope with the inevitable conflicts that arise and avoid unnecessary conflict
  • use techniques of principled negotiation
  • make it easy for new members to participate

Other benefits include meetings that are more decisive and more amicable, leading to decisions people will commit to and won’t subvert

How we work:

Workshops

Our half-day workshops are highly participative and interactive. It’s accelerated learning with materials available for download in advance. Topics include communication, meetings and decisions, conflict management, techniques of principled negotiation and team working.

Consultancy support

We are experience co-operative support practitioners and can provide a range of co-operative business support services, some of which can be viewed here.

Coaching

We offer coaching for individuals and small groups to explore issues around communications, assertiveness, confrontation and negotiation. Coaching can also be used to support project planning, setting goals, implementation, monitoring and evaluation. Coaching can be face to face or via phone calls and email.

Facilitation

We are often asked to facilitate meetings in co-operatives where there has been a breakdown of communications of some kind, and the co-operative needs someone who will be neutral but who also understands the dynamics of co-operative working. We also facilitate members’ days, team-building events and participative planning events.

Downloads

Throughout this website there are free downloads – tools, tips and techniques for improving co-operative working. These will be of special interest to anyone attending a workshop, since they will be able to download and read them beforehand.

Co-operantics Code of Conduct

Co-operantics is itself a co-operative, so in order to fulfil our mission we will abide by international co-operative principles and values.

We will maintain professional co-operative business advice standards, once they are developed and implemented, indeed we will play our part in developing and agreeing those standards. We will regularly review and update our knowledge, skills and experience, attending CPD events, sharing best practice and encouraging peer learning amongst cooperatives and co-operative business advisers.

We will always respect our clients and act in their best interests, seeking to build capacity rather than developing dependency, whilst recognising that it may be in our clients’ interests to utilise our skills rather than acquire those skills themselves.

We will always respect client confidentiality.

Co-operantics members will declare any conflicts of interest where they exist. If a Co-operantics member has ethical concerns with a particular cooperative or sector of the economy, the work will be passed to another member, unless it is in conflict with Co-operative Principles, in which case the work will be declined.

We will at all times abide by Co-operantics Equal Opportunities & Diversity Policy, assessing achievement of goals and targets in an annual review.

We will at all times abide by Co-operantics Environmental policy, assessing achievement of goals and targets in an annual review.

We have a compliments and complaints policy to ensure we gather feedback on our services.

About us

Kate WhittleKate Whittle has been working in the social economy for over 20 years, both in the UK and in the Dominican Republic, where she worked as a volunteer with a federation of co-operatives in the Cibao.

Kate at cooperativa Amor y Paz large

She has worked with co-operatives of all kinds, social enterprises, voluntary organisations and co-operative development agencies. From 1999 to 2004 she was an Associate at the Co-operative College. From 2003 to 2005 she served on the Board of the Phone Co-op. In 2003, together with Bob Cannell and David Dean, Kate founded  Co-operative Business Consultants aiming to promote participative and co-operative management. Together with Nathan Brown and Alex Lawrie of Somerset Co-operative Services, she developed and taught the Understanding Co-operative Enterprise Unit of the ILM accredited VRQ Level 5 training programme for UK co-operative business advisers. Kate also acts as the Internal Verifier for Jim Brown’s ILM accredited VRQ Level 5 Certificate and Diploma in Social Enterprise Support. Kate was commissioned by Co-operatives UK to develop and run Co-operative Skills Seminars for UK worker co-ops. Kate designed and taught the Strategic Planning and Managing Change seminar. The training was very well received by some of the UK’s largest worker co-ops: Suma, Infinity, Delta-T, Essential Trading and Unicorn Co-operative Grocery.

Kate is the Secretary of GO-OP Co-operative, aiming to be the first co-operatively owned open access train operator in the UK, and a member of The Phone Co-op, Sims Hill CSA, Bristol Credit Union and the Bristol Pound.

Kate says:

“Over the years I have collected masses of useful information, tools and techniques for co-operative working, the sources of which are now lost in the mists of time. Some of the material has been adapted from ‘Organisational Issues in Democratically Managed Businesses’, a collection of training materials published by ICOM in 1992. (ICOM was the UK federation of worker co-operatives which merged with the Co-operative Union to form Co-operatives UK in 2000). This small collection of tips, tools and techniques for co-operative working is just a start. We will add more materials over time, and we hope that colleagues and clients will contribute to the development of this site.  If you have other materials you think should be available here, please let us know, we’ll be happy to acknowledge the source, or send us a link to your website.”

Nathan Brown of Co-operantics

Nathan Brown of Co-operantics

Nathan Brown has been working in the co-operative development sector for over 15 years. His hands on experience as a co-op member includes management roles in a Housing Co-operative, Credit Union, Worker Co-operative, Consortium Co-operative and Multi-Stakeholder Co-operative in addition to participating in various informal music, housing and food collectives since he was a teenager.   Nathan is a Director of Olmec Co-operative CIC, South East Co-operative Support Limited, and is also Secretary of a Society for the Benefit of the Community.  He is still a member of the Phone Co-op, the Co-operative and 2 unincorporated food co-ops and served for 12 years as a voluntary Committee member and Research Officer for a national campaign organisation.  He holds a Certificate in Training Practice (IPD) and Certificate in Social Enterprise Support (ILM)

Nathan says:

“I believe that co-operation is a natural choice for anyone with a bone of social justice or humanity in their body.  As children, on our estate we even formed a sweet buying group with its own street stall (less Rochdale Pioneers and more Bash Street Kids) but that’s another story!  The simple, effective, technology of co-operatives can be easily de-railed by competitive behaviours that are nurtured by society – focusing on what makes us different rather than what we hold in common. Co-operantics aims to help people get back on the rails and make their co-op a success.”

14. January 2016 · Comments Off on The People’s Railway – first thoughts from a co-operative perspective · Categories: About Co-operatives, Uncategorized

21st January sees the 4th Ways Forward Conference in Manchester: ‘Building an Economy to Serve People not Profit’. Follow developments on twitter at #WF4.

The conference – organised by Co-operative Business Consultants – aims to explore and debate responses to the challenges presented by Jeremy Corbyn’s call for democratic co-operative management of the public sector and other national industries, such as the railways and the energy sector:

  • Exploring how workers and users can be effectively involved in public sector management
  • Facing up to management capture as a major challenge for co-operatives
  • Considering Co-operative viability in the global economy

I’m facilitating the ‘People’s Railway’ session, with speakers Christian Wolmar, award winning writer and broadcaster specialising in transport and the author of a series of books on railway history and John Tilley, RMT Regional Organiser, Norttrain_image2.jpgh West & Eire Regions.

So I’ve started considering the issues from a co-operative perspective, and of course they are many and significant. (Thanks to Jean Nunn-Price and Alex Lawrie of www.go-op.coop for input).

  • Perhaps the biggest question is what could replace the present franchising system? Franchises are a high stakes gamble and for a co-operative the stakes are too high. No co-op could justify to its members the multi-million pound gamble that is tendering for a franchise. We need a different system, such as for example micro-franchises? Or core routes state-owned, and other routes open access?
  • Then what could be the role for co-operatives? Co-operatives need to be entrepreneurial, and that means they need to be able to alter their geographical remit at will, as business opportunities permit. So their role might be to complement a national publically owned and democratically accountable rail service.

As ever, a focus on international co-operative principles provides a useful starting point:

  • Autonomy: a co-operative is an independent organisation, not owned or linked to the state or any other organisation
  • Democratic Member Control: Who would be the members? The main stakeholders would be:

o   Travelling public

o   Staff &/or Trade Unions

o   Investors

So the co-operative could have representation from each category – which suggests some form of multi-stakeholder co-operative. GO-OP Co-operative is a bona fide co-operative, registered using Somerset Rules, and has User (passengers and employees) and Non-user (investor) classes of shares, and voting arrangements are organised such that the User members always retain control of the co-operative.

  • Membership in a co-operative is voluntary – no-one can be forced to join. So what about staff who don’t want to join?
  • Member Economic Participation: You wouldn’t have to be a member to travel, but member benefits, for example dividend on spend, need to be part of the deal.  Of course members will be able to choose Directors and attend the AGM.  There could also be local member groups to give feedback on the quality of the service and hold social events.
  • Organisational structure: UK Railway management is structured on a hierarchical model, with pay structures that are highly inequitable. How could management structures be converted to a more equitable model without losing experienced staff?
  • Collaboration with other rail industry organisations – specifically Network Rail: Network Rail would need to be re-structured to become democratic and accountable to its passengers. The Co-op Party has called for Network Rail to become a consumer mutual, where passengers would be represented on the Board, be involved in the development of a strategic plan and have powers to control remuneration and appoint and dismiss the Chair and non-executive directors.

These are just some of the issues that need to be considered – but I’d be glad to hear thoughts and comments from co-operators & and anyone interested in making our railways more efficient, democratic and accountable.

Kate Whittle, January 2016

@cooperantics