Plan pour un Nouvel Avenir - Décisions réalisables

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This page is a translated version of the page New Future Plan - Actionable Decisions and the translation is 35% complete.
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Source : https://docs.google.com/document/d/1BsVNyMAFUI9hNeFJOH10VZqlfkKWVv9QT6PdkNdxSI8/edit#

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Processus pour un Nouvel Avenir

Décisions réalisables du Plan pour un Nouvel Avenir

Presenté à la Communauté CNV

Par le Conseil d'Intégration

Janvier, 2017 

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Nous imaginons un monde

où les systèmes, les cultures et les individus

soutiennent le bien-être et l'autonomisation de tous,

avec le souci de la vie passée, présente et future.

Informations préliminaires

Une note sur les choix d'orthographe

Tout au long de ce document, le Conseil pour l'intégration a adopté l'orthographe britannique des mots (par exemple "organisation" au lieu d'"organization"). La raison en était de ne plus contribuer à ce que le CNVC soit perçu et fonctionnant comme une organisation américaine, la langue elle-même contribuant subtilement à une perspective plus globale.

Nous sommes profondément conscients de l'ironie de l'histoire du colonialisme et de l'impérialisme qui ont commencé en Angleterre et créé les États-Unis.


Note sur le nom de l'organisation

Au fur et à mesure que notre travail progressait, il nous est apparu clairement que le nom de "Centre pour la Communication NonViolente" ne correspondait plus à la réalité décrite dans le plan d'ensemble, car il n'y a pas de centre, pas de prise de décision ou d'action centrale.

A la place du terme CNVC, dans ce document, nous appellerons l'organisation NVC-O (pour "NVC Organisation"). Parce qu'il est différent, et parce qu'il ne se prononce pas avec aisance, il nous rappelle qu'après tout, nous parlons de quelque chose de tout à fait nouveau.

Pour ce qui est du choix du nom, nous sommes conscients des avantages et des inconvénients de conserver le même acronyme - CNVC. D'une part, il permet aux personnes qui se réfèrent déjà au CNVC sur Internet de les diriger vers la nouvelle organisation, tout en autorisant l'utilisation continue de l'adresse Web abrégée, cnvc.org.

D'un autre côté, étant donné l'ampleur des changements qui surviennent avec le Processus pour un Nouvel Avenir, le fait de garder les initiales peut obscurcir le fait qu'il s'agit d'une approche vraiment différente et peut contribuer au renforcement inconscient de l'idée qu'il y a effectivement une autorité centrale quelque part dans cette structure.


Interpréter ces décisions

Ces décisions ne doivent pas être analysées comme si elles appartenaient à un document juridique, chaque mot déterminant avec force ce qui doit arriver. Il s'agit plutôt de nos tentatives de formuler des stratégies pour répondre aux besoins qui semblaient importants aux yeux des auteurs. Nous (le Conseil d'intégration) comprenons bien que les futurs lecteurs et responsables de la mise en œuvre de ces décisions sont susceptibles d'avoir de nouvelles informations qui pourraient les amener à vouloir modifier certains détails. Le Conseil d'intégration souhaite que ceux qui mettent en œuvre ces décisions disposent d'une grande latitude pour interpréter, ajuster et mettre en œuvre ces décisions, tout en essayant de servir la vie et de prendre soin des besoins qui ont inspiré ces décisions.

A. Raison d'être (GT1)

Les décisions prises dans cette partie du plan sont fondées sur les travaux du GT1 et du GT2 (Structure et gouvernance).

1.    Composition

Le réseau CNV mondial sera divisé en une communauté et une organisation. Tous deux partagent une vision commune, et chacun a sa propre raison d'être et sa propre mission, comme indiqué ci-dessous.

La communauté est composée de membres, qui sont des individus qui veulent en faire partie parce qu'ils ont un lien avec sa vision, sa raison d'être et sa mission. La nouvelle organisation est composée de "partenaires" qui servent la Communauté et le monde entier, y compris en assumant les tâches actuellement assurées par le personnel du CNVC et le Conseil d'administration.

Le personnel actuel et les membres du conseil d'administration continueront de mettre à contribution leur expérience et leur expertise dans la mesure où ils choisirons de suivre le processus pour devenir un partenaire du NVC-O.

L'objectif de cette décision : cette composition vise à soutenir la continuité des activités de ceux qui souhaitent s'engager comme ils le font actuellement, tout en autorisant ceux qui veulent contribuer à l'organisation de manière spécifique à agir comme des membres d'un "personnel étendu", ce qui n'est actuellement pas possible pour les formateurs certifiés du CNVC, ni pour les autres.

2. Vision partagée

Nous imaginons un monde où les systèmes, les cultures et les individus soutiennent le bien-être, l'autonomie et la responsabilisation de tout un chacun, tout en prenant soin de la vie du passé, du présent et de l'avenir.

Objectif de cette décision : Cette vision a pour but d'être une description inspirante de ce à quoi nous aspirons dans le monde afin d'unifier la communauté et l'organisation.

Raison d'être de la Communauté NVC-O

Vivre et faire rayonner l'interdépendance et la compassion

But de cette décision : Cette affirmation vise à attirer, de manière la plus large possible, toutes les personnes qui sont prêtes à donner de leur énergie pour participer aux activités de la CNV.

4. Mission de la Communauté NVC-O

Nous sommes une communauté informelle répandue à travers le monde, dédiée à soutenir les membres de notre communauté, ainsi que les individus et les organisations au-delà de cette communauté, dans la création d'un monde qui fonctionne pour tous. Nous agissons pour :

1. LA CONNEXION : nous nous relions de manière active en tendant la main aux individus et aux organisations afin de les soutenir dans leur apprentissage et leur intégration des principes et des pratiques de la CNV.

2. LE SOUTIEN : nous soutenons tout un chacun par une présence et une connexion emphatique et authentique.

3. LE DÉVELOPPEMENT : nous développons des principes et inventons des pratiques, par le biais d'un travail de terrain dans différents contextes culturels, contribuant ainsi à la création d'un monde qui fonctionne pour tous.

4. L'EXEMPLARITÉ : nous incarnons des principes et des pratiques de Communication NonViolente en tant qu'individus, dans nos interactions avec les autres, et dans les groupes et les organisations avec lesquels nous travaillons.

5. L'INSPIRATION : nous inspirons les autres en leur permettant de considérer les principes et les pratiques de la CNV comme un moyen d'enrichir leur vie.

6. LE LANCEMENT : nous initions et organisons de événements qui permettent de nourrir, de célébrer et de faire grandir notre communauté.

7. LA CONTRIBUTION : nous contribuons au développement de l'organisation en recueillant la sagesse et les connaissances générées au sein de la Communauté.

Objectif de cette décision : Cette mission vise à offrir une description claire et inspirante de la diversité des activités qui existent déjà au sein du réseau mondial CNV et à permettre à de nouvelles personnes de trouver des moyens significatifs d'y participer.

5. Raison d'être de l'organisation NVC-O

Nous nous consacrons au bien-être, à l'autonomie et à la responsabilisation de tous, en appliquant et en partageant les principes et les pratiques de la Communication NonViolente avec les individus et au sein de systèmes et de cultures.

But de cette décision : cette affirmation vise à exprimer les différents aspects de l'intégration de la CNV dans le monde, sujet qui a été souvent nommé comme manquant dans le processus Synanim, de sorte que les personnes, qui souhaitent qu'une attention particulière soit portée à la création du monde de leurs rêves, puissent vivre l'Organisation comme une "maison".

Mission de la NVC-O

En tant qu'organisation mondiale, nous cherchons à servir et soutenir activement notre communauté et à tendre la main au monde entier pour plaider en faveur du pouvoir de transformation des principes et des pratiques de la CNV. Nous souhaitons :

1. INCARNER la CNV avec ses principes et pratiques de collaboration, en tant qu'individus et à travers notre organisation.

2. NOUS RELIER à tous ceux qui sont inspirés par l'apprentissage, l'intégration, le partage et l'application de la CNV.

3. METTRE EN PLACE des conditions permettant l'accès à la connaissance et aux activités de la communauté, afin que celles-ci soient utiles à l'ensemble.

4. SOUTENIR la transition vers des systèmes et des pratiques de collaboration à tous les niveaux de la société.

5. INITIER et mettre en œuvre des projets collaboratifs qui se soutiendront mutuellement, en partenariat avec des membres de la Communauté et du monde entier.

6. INSPIRER et nous relier aux autres communautés et organisations qui partagent une vision compatible.

7. FOURNIR des plateformes, des ressources et du matériel.

8. FAIRE ÉVOLUER nos capacités et notre compréhension de la CNV par la recherche et l'expérimentation.

Objectif de cette décision : cette mission vise à décrire de manière tangible l'ensemble des activités susceptibles de servir la nouvelle raison d'être, en nous appuyant sur les résultats du processus Synanim.

Les théories du changement

Nous sommes ouverts à trois voies spécifiques pour tendre vers notre vision (ainsi qu'à d'autres voies qui pourraient émerger à l'avenir) qui prévalent dans la communauté CNV depuis des années :

• Le changement se produira lorsqu'une masse critique de la population mondiale sera inspirée à choisir librement d'adopter les principes et pratiques fondamentaux de partage des ressources avec compassion.

• Le changement se produira lorsque le leadership se transformera et que les gens au pouvoir changeront leur façon d'utiliser ce pouvoir.

• Le changement se produira lorsque les systèmes sociaux et économiques de notre monde commenceront à fonctionner selon des principes de collaboration.

Objectif de cette décision : Cette multiplicité vise à rendre explicite que ni l'organisation ni la communauté ne sont attachées à une croyance particulière quant à ce qui est susceptible de créer le monde auquel nous aspirons. Au contraire, cette compréhension large des nombreuses théories du changement existant actuellement soutient la diversité, l'ouverture et la créativité, en fonction de comment chacun peut canaliser son énergie et son désir de contribuer.

B. Éléments culturels

Les décisions de cette partie du plan s'appuient sur le travail du GT3 (Efficacité et alignement sur les valeurs) et sur celui du Conseil d'Intégration

1. Engagement

Chaque aspect de l'organisation rend opérationnelles les valeurs ci-dessous (de 2 à 6) et est mesuré en fonction d'elles.

Objectif de cette décision : cet ensemble de valeurs vise à soutenir l'orientation et l'alignement autour des concepts qui sont au coeur de la culture organisationelle de la NVC-O.

2. Nature de l'organisation

Notre organisation vit et développe l'art de la collaboration. Nous agissons comme un laboratoire vivant qui découvre, pratique et affine ce qui fonctionne pour encourager les personnes à se rassembler et servir un objectif commun. Nous associons les principes de la Communication NonViolente à d'autres approches qui soutiennent la collaboration.

3. Valeurs fondamentales (opérationnelles)

Nous voulons que notre fonctionnement soit au service de :

a. La connexion à notre raison d'être

b. Notre efficacité

c. Nous sentir vivant / faire partie d'un tout

d. Notre aptitude à apprendre / évoluer

4. Intentions clés

Nous soutenons notre capacité à vivre nos valeurs :

a. Alignement / Connexion

b. Refléter l'interdépendence

c. Autonomie et la responsabilisation / Soutien

d. Se soucier du pouvoir et des privilèges dans l'accès aux ressources

e. Service / Humilité

f. Auto-responsabilité

5. Stratégies fondamentales

Nous nous dirigeons vers nos intentions clés et nos valeurs fondamentales opérationnelles en faisant appel aux stratégies de haut niveau suivantes :

a. Faire fructifier notre culture (d'organisation)

b. Mettre l'accent sur notre raison d'être

c. L'autogestion

d. Les accords

e. La prise de décision (Processus de conseil modifié)

f. Le feedback

g. Aborder le conflit

h. La transparence

i. L'élan et la bonne volonté

j. L'alignement des ressources avec la raison d'être et les besoins

6. Principes Opérationnels

Dans son intégralité, l'axe de la structure, des prises de décision et des lignes directrices de fonctionnement doit soutenir l'émergence d'une organisation dans laquelle :

a. L'émergence, la notion d'essai et d'erreur (c'est à dire une adaptation permanente) et l'apprentissage continu font partie intégrante de la structure.

b. Fonction et structure en accord avec la raison d'être

c. L'autogestion, les relations avec les pairs, l'auto-évaluation et l'évaluation par les pairs constituent l'ADN de notre structure.

d. Le processus de décision procure à tout niveau un maximum d'autonomie au sein de la NVC-O, tout en conservant un fort sentiment d'appartenance au tout, grâce à l'accent porté sur une raison d'être et une culture partagées.

e. Les partenaires et les mailles ont ont leu pouvoir d'initier, contribuer et prendre les décisions nécessaires à leurs actions.

f. Il y a amplement l'espace pour que s'expriment les différentes théories du changement, y compris celles qui ne sont pas couramment utilisées dans la communauté CNV (comme la masse critique, la transformation du leadership et le changement systémique).

g. De multiples stratégies sont utilisées pour prolonger notre VRM (Vision, Raison d'Être et Mission), qui va bien au-delà de notre objectif primaire de formation des individus.

h. La connexion, la collaboration, la confiance et l'efficacité sont optimisées.

i. La culture organisationnelle est imprégnée des principes et pratiques de la CNV, tels que les postulats sur la nature humaine, le fait de donner et de recevoir des feedbacks, les mécanismes de transformation d'un conflit, la formulation de demandes spécifiques et réalisables, ou d'autres.

j. La CNV est perçue comme un outil / une stratégie que nous aimons et utilisons pour nous aider à vivre et créer notre Vision, notre Raison d'Être et notre Mission. Ce n'est pas une fin en soi, même si c'est la contribution spécifique essentielle que nous apportons au monde.

k. Au sein de la NVC-O, les choses se feront si elles sont portées par des personnes qui auront une volonté sans réserve de les faire ; personne n'agira avec l'énergie du "Il faut / je dois", et il n'y a pas d'attente à ce que les choses se fassent toujours dans la joie, seulement avec une volonté sincère.

l. l. Les ressources circulent de là où elles sont à là où elles sont nécessaires.

m. Personne ne travaille pour être payé, et chacun a assez de ressources pour effectuer le travail qu'il offre.

C. Structure et Gouvernance (GT2)

Les décisions de cette partie du plan s'appuient sur le travail du GT2 et sur plusieurs contributions du Conseil d'Intégration.

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The image above is of Indra's web and it is this image that has inspired us and formed the cornerstone of our work. Indra's web is an ancient metaphor that represents the interconnectedness and interdependency of all things and the interpenetration of all phenomena. Everything contains everything else. At the same time, each individual thing is not hindered by or confused with all the other individual things. This metaphor also allows for reconciling antagonistic forces and neutralising extremes without loss of integrity or energy. This enables infinite adaptivity in reconciling opposites.

(The text above is adapted and shortened from a piece by Neb Sagiba on www.blog.aikidojournal.com.)

1.   Partners

NVC-O consists of Partners who, in addition to being Members of the NVC-O Community, have gone through an on-boarding process to accept the cultural elements, operational agreements, and ways of serving that are established within NVC-O.

Purpose of this decision: In order to make it possible for the organisation to operate in a fully self-managed way and still have enough cohesion, adherence to certain agreements about how to operate replaces top-down management.

2.   Organisational Weaves

The minimal unit of operation, the smallest node within NVC-O, is called a Weave. Weaves are groups of (at least three and up to twelve) Partners who come together within NVC-O for a purpose of serving and getting things done. Weaves are organised into nine clusters: Community Interface, Maintenance, Resources, Organisational Process, Creating Access, External Communications, Applications, Projects, NVC Evolution and Innovation.

Purpose of this decision: Setting up weaves is a way of creating working teams that are capable of focusing on tasks, making decisions together, and operating in a manner consistent across the organisation. The purpose of creating the clusters is to support coordination, belonging to a meaningful entity of operation with connection possibly across the globe, and to support global coordination of activities in each area of operation.

3.   Global Council

Each cluster selects one person to sit on the Global Council. In addition, the council selects a Global Council Holder and an internal leader for NVC-O. The 12th position is a representative of the NVC-O Community. The Global Council has coordination and initiation functions and is not a central decision-making authority.

Purpose of this decision: The purpose of having a global council is to serve as a global coordination mechanism that allows the organisation to evolve, to be responsive to needs across the world, and to remain visionary; the Global Council is not “in charge,” but is a mechanism for connection, awareness, initiation, and coordination. The purpose of having a Global Council Holder is to support the smooth functioning of the Global Council itself as a weave. The purpose of having an internal leader is to have one person who is attuned to the whole without any other functions, and thus can sense and respond to the purpose of the organisation. 

4.   Decision-Making

The fundamental decision-making process within NVC-O is the modified advice process: each person anywhere in the structure is free to make any decision provided they sought non-binding advice from those affected and those with specific expertise. The only exception is when anyone whose advice is sought asks for a collaborative process for the specific decision in question, in which case the request for a collaborative process is binding.

Purpose of this decision: Distributing decision-making so widely aims to remove bottlenecks to creative and efficient movement and activity within the organisation, relying on experience from multiple organisations that have adopted the advice process, while at the same time recognising the wisdom of collaborative processes and the necessity of collaboration in certain situations.

Note: The conditions under which the request for a collaborative process is encouraged or where such a request may interfere with the foundational intention of individual and weave autonomy are likely to be discovered through experimentation and feedback.

5.    Operational Agreements

a.   NVC-O will include sufficient Operational Agreements to provide both coherence to the Organisation as a whole across different zones, functions, etc., and autonomy for Weaves to make their own decisions and function in ways that support effectiveness and service for them. Operational Agreements are agreed-upon ways of doing things (the equivalent of “policy” in the new structure) that apply unless specific conditions, circumstances, or needs lead Weaves to act otherwise. When a decision to change an Operational Agreement happens, the weave or individual that changed it is asked to provide feedback about it to the Global Council or to a relevant Organisational Process weave for continual fine-tuning of the Operational Agreements.

b.   The Implementation Council is asked to initiate an Organisational Process weave to review the initial set of Operational Agreements (OAs) prepared by WG2 (and believed to be essential for the organisation according to its design) in order to adopt, modify, flesh out those that need further development, and design new OAs as needed as NVC-O moves into existence. These initial Governance OAs are part of the additional information accompanying the plan.

Purpose of this decision: OAs aim to anchor structurally the purpose, values, intentions, and principles that are the foundation of the organisation.

6.    Virtual Home

NVC-O will not have an office and will operate instead through a virtual home (website) that sustains all connections, work, and resource flow. Individual Weaves might choose to have offices as part of their work.

The Implementation Council is asked to explore and take action as needed to create a framework for fundraising weaves to generate resources to support technology in some places in the world where access to technology is itself a barrier. (Note: more details are available as part of the additional information accompanying this plan.)

Purpose of this decision: Anywhere that it would be, a physical office would be inaccessible to the vast majority of people in the global NVC community. Investing resources into a virtual home in this way makes more resources accessible to more people.

7.    Systems for NVC-O

The Implementation Council is asked to review, adopt, and change as needed the following systems developed by Integration Council task forces in each of the following areas:

a.    Feedback System

The preliminary feedback system answers questions such as: Who gives feedback? Who receives it? What is the feedback about? How is it given? etc. 

b.    Conflict Transformation System

The preliminary conflict transformation provides methods for individuals to access support for resolving conflicts, and for such support to be available.

c.    Onboarding

The preliminary process by which new Partners join NVC-O includes the steps and some of the criteria to be fleshed out.

Purpose of this decision: Having systems specified is intended to support the emerging organisation and individuals within it to operate as closely as possible in line with its values and principles.

8.    Global Conventions

The Implementation Council is asked to initiate a Global Convention weave within the Community Interface Cluster to organise the first Global Convention. The details of the structure and design of Global Conventions is described in the additional information accompanying this plan. Initially, the convention occurs every two years and lasts 7-10 days, with the location rotating among the six continents in a location that is the most accessible as possible for people traveling from other countries (e.g. ease in getting visas).

The Global Convention is open to all Partners and is hosted on rotating Continents by the relevant Community Interface Weaves. Each Global Convention is followed by two Global NVC-O Community Inspiration Days which Members are invited to attend. The programme for these two days is developed by Weaves who wish to take specific action to share and inspire the broader NVC-O Community.

Purpose of this decision: This a gathering of Partners that focuses on the health of NVC-O and that brings out evolutionary thinking about who we are and how we are contributing to our purpose. while we have concerns about both the financial and environmental costs of flying, we see NVC-O taking an evolutionary leap from being a purely training-based organisation to one based on multiple approaches to moving towards our vision. We believe that the global conventions will play a key role in this transition.

9.   Interface with NVC-O Community

The NVC-O Community will be connected with NVC-O the Organisation in at least the following ways:

a.    Partners within Community Weaves

Community Weaves, which most likely will include all existing NVC organisations except for CNVC, have no specific agreements about how they operate. In order to maintain a sense of connection with the organisation, they are requested to have a ratio of one in twelve of their members being a Partner within the organisation.

b.    Virtual Home

NVC-O Community Members will have full access to all the resources available on the Virtual Home.

c.    Community Interface Weaves

Community Interface Weaves have as their main purpose to support the functioning of the NVC-O Community and its relationship with the organisation.

d.    Community representative on the Global Council

The Implementation Council is tasked with designing process, in full collaboration with the Community, for selecting a Community Representative.

Note: while the process is intended to function in any way that works for the Members, the representative chosen would need to be a Partner.

e.    Events surrounding the Global Convention

while the Global Convention is designed for Partners and is an organisational gathering, it is intended to be organised back-to-back with learning events that include Members of the community in addition to Partners.  

D.Power, Privilege, and Access

The decisions within this part of the plan are based on the work of WG11 (Creating Access) and WG2 (Structure and Governance).

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1.   Structural Commitment

NVC-O is undertaking a fundamental structural commitment to providing access to all through its operations rather than leaving it up to individual Partners or Weaves to make this commitment or figuring out how to operationalise it. This is intended to anchor the commitment to changing resource flow and to learn and apply strategies that reverse centuries-old barriers to operating in a way that truly allows all needs to matter fully.

Purpose of this decision: This is in honor of (a) the immense challenge of noticing and transforming the pervasive and persistent assumptions and actions that are based on lack of awareness of privilege and its effects, and (b) how little exposure to methods and steps to transcend the effects of privilege currently exists, both in the world at large and within the NVC community.

2.    Operational Agreements Regarding Access

The Access Cluster, when populated, is asked to figure out, implement, and continually refine Operational Agreements as needed to infuse a critical awareness of social and structural power differences into the “DNA” of the organisation as a whole and each Weave. For example, one key initial Operational Agreement is to have an “access” Partner in each Organisational Weave. This Operational Agreement can then be refined and amended based on learning from the field. In its work, the cluster is asked to start with the initial list of Creating Access OAs available as part of the additional information accompanying this plan.

3.    Core Curriculum

The Access Cluster, when populated, is asked to prepare and disseminate throughout the organisation curriculum and methods for learning about the effects of power and privilege. These are be especially relevant in relation to Recognised Roles (see below in that section), such that those seeking a Recognised Role of NVC Practitioner will have such curriculum included in their learning alongside the Matrix and Core Commitments.

4.    Initial Access Weave

The Implementation Council is asked to initiate an initial Access Weave, as the seed of the emerging Access Cluster, to form an integral part of the Implementation Phase to work with all aspects of implementation from the beginning to ensure that sufficient Operational Agreements and other structural strategies are in place when NVC-O launches.

In particular, the initial Access Weave, when populated, is asked to review all the strategies identified by the Creating Access WG, and included in the additional information accompanying this plan, prioritise them, and initiate weaves to attend to them.

5.    Resource Flow

NVC-O is adopting the principle of resources flowing from where they exist to where they are needed as part of its commitment to undoing the effects of oppression, colonialism, and imperialism. As part of continuing to refine and amend Operational Agreements as needed, the initial Access Weave, when populated, is asked to review the initial set prepared by the Creating Access Working Group to increase the likelihood that this commitment will be spelled out in specifics about use of training resources, fundraising, and other elements. 

E. Resource Generation, Allocation, and Management (WG4)

The decisions within this part of the plan are based on the work of WG4 and an Integration Council Task Force.


1. Self-Sustaining Weaves

Weaves that generate their own financial resources as needed for their work will function in full autonomy. A portion of funds generated through fundraising will be allocated to a global south fund (OA). A separate portion of funds that utilise the legal status of NVC-O will also go to the common pool (OA).

Purpose of this decision: This approach aims to create conditions for maximum autonomy while at the same time honoring the commitments of NVC-O as a whole.


2. Maintenance and common function weaves

For resources held in common and functions that sustain the entire NVC-O, the following applies:

a.    Unrestricted resources generated through IITs, individual contributions, fundraising, and fiscal sponsorship are held in common and are allocated through the budget marketplace (see below). Restricted contributions are allocated for the purposes for which they were given.

b.    During the Implementation phase, the Implementation Council, or another weave it will initiate, is asked to draft an estimated budget for NVC-O beginning in 2018. The focus of this budget is on resources held in common rather than generated by weaves for their own functioning. The budget will include projected revenues as above, ongoing operational costs, and creating and hosting the Virtual Home and a public website. (Note: the 2017 budget is currently being reviewed by the CNVC staff and is designed to be co-owned by the CNVC staff and the Implementation Council.)

c.     The Implementation Council is asked to refine the initial design of the budget marketplace for all Weaves that draw on unrestricted common pool resources. (Note: the design is available as part of the additional information accompanying this plan.) This marketplace will apply to functions currently run by CNVC, additional maintenance and infrastructure functions that may be provided by some weaves, all non-self-sustaining project weaves, and any other weaves that want to use funds that are held in common.

d.   The Implementation Council is asked to invite into existence a Resources Cluster to begin the administration of the budget marketplace once new weaves (beyond CNVC transitioned weaves and the Implementation Council itself) come into existence that interact with common pool resources.

3.    Flow of Non-Financial Resources

The Implementation Council is asked to design a process for establishing a marketplace for offering, requesting, giving and receiving non-financial resources such as materials, human support, etc. This can be done ongoingly on the virtual home and periodically in a live marketplace similar to the one established for the financial resources.

4.    Alignment with Values

The Implementation Council is asked to look into the specific values and principles that exist in other parts of the plan to see how they affect resource generation, allocation, and management. Where any concerns arise for the Implementation Council, it is authorised to take any action it sees fit to create alignment. 

F. Community (WG5)

The decisions within this part of the plan are based on the work of WG5, WG3 (Effectiveness and Alignment with Values) and the Integration Council as a whole.

1.    Build a virtual home

The Implementation Council is asked to take the necessary actions to build a virtual home for the purposes of connection and information sharing, with the overall intention to create space and capacity for community to build community. This space is offered with the invitation to contribute in it, to own it even.

●     Form a group that designs the virtual home and collaborates with IT specialists who implement it. (In their proposal, the Structure & Governance Working Group calls such a group the Home Weavers.)

●     Since this is a key decision of several different working groups, prioritise strategies for funding the virtual home.

Purpose of this decision: The Virtual Home aims to enable information flow between individuals and groups that are both “members” or “partners” in the “netweb”, as defined by the Structure and Governance Working Group - anyone who wants to learn and live NVC and wants to participate.

2.    Create a “living guidebook” for NVC communities

The Implementation Council is asked to take the necessary actions to create and offer a living repository of suggestions, stories, tools, and practices, for NVC communities, groups, and weaves, as part of the virtual home.

●     Form a group to do the following:

○     Create a (short) document on guidelines to building NVC communities, circulate freely and update (Note: the additional information accompanying this plan includes materials that can support this effort)

○     Create possibility for people to add to this by sharing what works for them (as a part of the virtual home)

Purpose of this decision: The living guidebook aims to support communities in being sustainable and thriving. This is offered with a humble intention of: “This worked for us. See if it might be of support for you.” This is also a place to collect such stories, lessons learned, insights, inquiries, etc.

3.    Keep the NVC Empowerment Forum (NEF) line open

The Implementation Council is asked to request CNVC to keep the NVC Empowerment Forum (NEF) line open. This means that NVC-O maintains, funds and technically supports the current Fuze line, or an alternative solution.

●     establish clear responsibilities for maintaining, funding and technically supporting the NEF line. Take care to ensure that this does not “fall between the chairs” if or when the international center is replaced by a virtual home.

●     give formal recognition of and support to people, groups and strategies that encourage people to use the line in self-organizing ways (eg. creating and scheduling their own events/series on the line)

Purpose of this decision: Keeping the NEF line serves the need for “live” community and connection.

4.    Formally recognise and support a group of Community Weavers

The Implementation Council is asked to take the necessary actions to support an international group of Community Weavers to steward the community.

●     give formal recognition to the Community Weavers, to support their work in the transition phase, when such recognition still matters.

●     connect with the Community Weavers to exchange information and consider meeting the need for support as it may arise during the transition phase.

●     The Community Weavers would be Partners with a specific focus on Community within each Community Interface Weave.

Purpose of this decision: The presence of Community Weavers aims to bring aliveness and warmth to NVC communities, both face-to-face and in the Virtual Home. 

G. Recognised Roles

The decisions within this part of the plan are based on the work of WG6 (Certification, NVC Integrity, and Individual Affiliation).

1.    Types of Recognised Roles

NVC-O will have two types of recognised roles: NVC Practitioner, and NVC Ambassador. NVC Practitioner refers to a particular role, while NVC Ambassador refers to a category of roles, each of which will be associated with an area of specialisation (e.g. Media and Communication, Education, NVC Integration (currently CNVC certified trainer), Facilitation, and more).

Each of the two will have its own threshold based on qualities named in the matrix, the core commitments, and curriculum about the impacts of power and privilege.

a.    NVC Practitioner

The first, “NVC Practitioner”, refers to integration and application of NVC principles into daily life on the personal, interpersonal and systemic levels. 

b.    NVC Ambassador

The second, “NVC Ambassador”, refers to an NVC Practitioner with an understanding and integration of the essence of NVC that allows the form to be fluid, responsive and emergent depending on context and who applies NVC principles and practices in specific fields. NVC Ambassadors share NVC principles primarily through the application of the principles in various fields.

Note: The terms “Practitioner” and “Ambassador” are the current ones adopted within the plan, and they may change in the future. They will be used within the Organisation.  Depending on context, each might be translated into something applicable to a particular culture or context. For example, “Sadhak” might be a title that represents the intention of taking on a sacred practice in India, and, similarly, “Sevak” might be a title that represents a person in a role of sacred service to the community in India, thus representing service and contribution. The Global Role Recognition Stewardship Council, when populated, is asked to determine a menu of possible alternative titles.

Purpose for this decision: Having the new role of NVC Practitioner aims to allow individuals to celebrate and recognise an initial level of integration of NVC independently of any choice to continue to integrate NVC to the point of sharing it with others.

2.    Path to Recognised Roles (RR) (initial and renewal):

Individuals who wish to take on RRs will be asked to engage in programs designed to support their learning at the personal, interpersonal and systemic levels as fully as possible, and to join an RR weave, and to take the role through participation in community learning, community systems, and community feedback. Subsequently, they are asked to participate in annual feedback for renewing their role.

Purpose for this decision: This path aims to align the process of taking on a Recognised Role with the principles of NVC and with the functioning of NVC-O.

3.    Recognised Roles (RR) Weaves

a.   The Implementation Council is asked to initiate Recognised Roles (RR) weaves: relationally oriented transformational living, learning, feedback communities and social labs. RR weaves are established within the NVC-O Community, and are likely to have a mixture of Members and Partners. Each RR weave is connected to a Weave Coach to support system set-up, maintenance and conflict transformation; and an NVC Integration Trustee to support quality, feedback and integrity of embodying and applying NVC.

b.   RR weaves, when populated, will participate in sub-clusters that provide the mechanism for sharing resources locally, regionally and globally among RR weaves as well as multi-dimensional feedback and learning.

c.    The Implementation Council is asked to initiate specialised weaves in support of of the RR process, including a Global Role Recognition Stewardship Council (GRRSC) weave, Global Weaves for each NVC Ambassador area, and possibly for specialised roles within the RR system.

4.    NVC-O Public Profiles and Intranet on the Virtual Home

The use of an online profile for each NVC-O recognised NVC Practitioner and Ambassador will be adopted to provide a self-managed and community engaged process for individuals to specify the particular NVC applications they are involved in as well as being a platform for feedback and recommendations. The Implementation Council is asked to specify the details of what will be on the profile based on the detail provided by WG6 in the additional information accompanying the plan and the emerging design of the Virtual Home.

Purpose of this decision: This resource will allow access to anyone with internet access to find people who are practicing and applying NVC in particular fields, contexts and cultures as well as information on degree and type of experience and recommendations.

5.    Functional Roles to Support RR Weave Infrastructure

NVC-O will have Partners in three functional roles in support of RR weaves. Details about mechanisms for selecting and onboarding each of these roles are part of the additional information that accompanies this plan.

a.    Global Role Recognition Stewardship Council Member

Job description: to track integrity, evolution, intercultural applications, access, practices, processes and weave support.

b.   Recognised Role Weave Coach

Job description: support for weave system set-up, maintenance and conflict transformation within and between weaves. Weave coaches also provide feedback for individuals and communities as requested and/or desired.

c.    NVC Integration Trustee (current “assessor”)

Job description: supports weaves in engaging in open feedback for embodying and applying NVC as well as discernment of NVC integrity. NVC Integration Trustees also provide feedback to individuals seeking recognised roles and are part of the 360 degree feedback process in recognised role weaves. Integration Trustees may have one or more recognised role weaves they are supporting.  

H.Learning Events

The decisions within this part of the plan are based on the work of WG8 (Training) in consultation with WG11 (Creating Access).

1.    Learning Event Weaves

a.   The Implementation Council is asked to initiate one or more Learning Event Weaves within the External Communications Cluster. Learning Events Weave(s) (global/regional/local) are set up to initiate, co-create, sponsor, or encourage at least three types of regular events:

                                         i.        International Intensive Trainings (IITs)

These 9-day trainings have the general form of trainers offering sessions on NVC only, with the specific core curriculum. Honoring the core elements of IITs, there is flexibility for on-going learning and evolution.

Note: it is left to the Implementation Council to find ways to ensure that any legal rights to IITs that CNVC currently holds will support this happening.

                                        ii.        Facilitated Learning Gatherings: with the support of specialists in large-group facilitation (for instance Art of Hosting) a Learning Event Weave initiates and sponsors a global gathering of NVC-O Ambassadors and/or NVC Practitioners every two years, and alternatively one on each continent, with focus on strengthening the global community, learning from each other and sensing into what new wants to emerge. These events can also be hands-on project-based, supporting local communities in whatever area support might be needed. Here we do not offer formal trainings, but rather we all learn from each other and from the whole, as we explore dilemmas and questions together, create projects, make decisions, etc. It is desirable that planning for these learning events (for the NVC Community) be coordinated with planning for the Global Convention (for partners in the NVC Organisation).

                                      iii.        Self-Organised NVC Gatherings: events founded on co-creation and shared leadership (ie. Open Space Technology events, yearly European NVC festival, emergent gatherings, etc).

b.   These events can be combined back-to-back with the Global Convention.

c.    All events are a collaboration between local ideas and initiatives, with ideas and initiatives from the NVC-O Learning Events Weave, with help of deeply emergent and transparent dialogues.   

2.    Purpose of Learning Events

a.   Events and trainings support hands-on application such as projects that work with prisons, homeless populations, refugees, supporting regional and local communities, etc.

b.   while learning events generate funding to support projects within the NVC Community (in the case of most IITs), the original intention of the learning events is to follow purpose/principles of trainings/events offered by the Learning Event Weave.

3.    Stewardship and Evolution of IITs

IITs will be stewarded with on-going openness and curiosity, drawing from past experiences and ever exploring what else wants to emerge.

Purpose of this decision: We see a healthy organisation as one that is always learning through integrating and transcending new information and perspectives.

Towards this purpose, the following are ways for this to happen:

a.   Each IIT team is asked to explore ways for it to become ever more of a circle, a co-learning community, instead of remaining within the old paradigm of people who know (trainers) teaching people who don’t know (participants), so that the pyramid gets flattened to a circle of vulnerable people, sharing their hearts and together learning from the future as it emerges in front of their eyes.

b.   Every IIT team is asked to decide whether the event will be a general IIT or have a specific thematic focus such as social change, education, couples and intimacy, spirituality, etc.

c.    Each IIT team, after the completion of the training, is asked to collectively harvest learnings and proposals and post them in a web document, in not more than a one page format.

d.   Each new IIT team is asked to discuss these past experiences during their first online team meeting when preparing for an IIT.

4.    IITs outside of a Western Cultural Context

When sponsoring IITs outside of a Western cultural context, organisers are asked to embody a humble and learning attitude. Rather than trying to reproduce the structures and ways that work within the dominant Western culture, organisers are asked to draw on local experience and wisdom, and to be open to completely reinvent an IIT (within the definition of the IIT from above) for the specific culture, so that the event still delivers the skills and awareness it is meant to, yet deeply honors and adjusts to the local culture and values.

5.    IITs Involving Underserved Communities

When underserved communities are involved, organisers are asked to consult with an Access Weave about who will be on the IIT team. The Access Weave will recommend NVC Ambassadors with relevant experience, or if there are not enough NVC Ambassadors with relevant experience, NVC Practitioners with relevant experience. 

I.   Social Change and Peacebuilding (WG9)

The decisions within this part of the plan are based on the work of WG9 and and Integration Council Task Force. 

LogoNFP4.jpg

1.    Peacebuilding Sub-Cluster

The Implementation Council is asked to initiate one or more Peacebuilding Weaves as a sub-cluster within the Projects Cluster. One of the tasks of the leadership that emerges within the cluster is supporting the actions listed below.

Purpose of this decision: support empowerment and self organisation by sprouting the collective intelligence of the NVC community in relation to social change and peacebuilding.

2.    Infrastructure for Projects

The Peacebuilding Sub-Cluster, when populated, is asked to design and build an infrastructure for projects to function well, including training in what it takes to run a project (e.g. how to connect with Funding Weaves to receive coaching and support with raising funds; how to build credibility in the world; how to engage the community to invite and find more people to join the newly formed weave; etc.)

Purpose of this decision: Creating an infrastructure aims to increase capacity within the NVC community.

3.    Project Initiation

The Peacebuilding Sub-Cluster, when populated, is asked to give ongoing attention to the knowledge and resources available within the organisation and to the situation in the world, and to strategically propose new projects that individuals may initiate within the Projects cluster.

Purpose of this decision: Focused attention and project initiation aim to increase the likelihood that NVC-O will become a more active and visible player within the field of social change and peacebuilding.

4.    A Social Change and Peacebuilding Hub on the Virtual Home

The Implementation Council is asked, when designing the Virtual Home, to include a colourful Social Change and Peacebuilding Hub with “hot links, ” including live “chat lines”, in the center, and 6 surrounding “spokes”. Note: the terminology of spoke and hub to support visualizing it as a wheel; it can also be visualised as a lotus or sunflower, so “a.” below is the center of the lotus, or sunflower.

a.    Consciousness

This is the center of the Hub and graphic, such that b. through g. below are the spokes/hot links surrounding a.

This spoke will include, amongst other things, questions designed to increase awareness and in this way support the world's systems in becoming more life serving, and to directly support peace and conflict transformation in the world.

Partage des projets

A listing of Social Change and Peacebuilding projects uploaded through project detail forms. Anyone can add projects, and the content is also reviewed for alignment and integrity with NVC-O Vision, Purpose, and Mission by SCP Weave moderators.

c.    Sharing People Resources/ Allies

This is a hub for anyone to find allies and to offer yourself and your contribution in specific areas.

d.    Training Exchange

This spoke's purpose is to open and deepen the awareness of NVC Ambassadors and NVC Practitioners to the abundance of complementary frameworks in the world today and to link NVC trainings and resources to like- minded and hearted modalities and movements.

e.    Funding Exchange

Listing of organisations that fund NVC social change projects, as well as listing of examples of grant proposals and existing weaves that have successfully funded work so that new projects can learn from them. Anyone can add content, and the content is also reviewed for alignment and integrity with NVC-O Vision, Mission & Purpose by SCP Weave moderators.

f.      Featured projects

A blog of NVC-inspired social change stories (e.g. reports on experience in integrating NVC principles into new campaigns or in engaging in ongoing campaigns, and the impacts it generated, lessons learned, etc.). Anyone can add content, and the content is also reviewed for alignment and integrity with NVC-O Vision, Mission & Purpose by SCP Weave moderators.

g.    Open forum for Sharing and deepening our Awareness, Visions, & Dreams

This Is a forum to share and exchange about frameworks and resources outside of NVC to create more depth, effectiveness and aliveness to everyone's involvement. This is a discussion board with strategic collaboration spaces to support suggesting or engaging in ongoing initiatives and campaigns in ways that are rooted in NVC principles.

Purpose of this decision: This will bring together projects, people and resources, and offer platforms for collaboration. By creating this space, we hope to bring social change and peacebuilding into focus for the NVC community and beyond. 

5.    Technical Roles

a.   The Peacebuilding Sub-Cluster, when populated, is asked to invite computer savvy Partners to become administrator(s) that maintain the spokes, chat lines, and updating and monitoring of information.

b.   The Peacebuilding Sub-Cluster, when populated, is asked to invite and select Partners to become moderators with admin privileges to help maintain alignment and integrity of content on the Hub with NVC-O Vision, Mission & Purpose.  

J.  Transition

The decisions within this part of the plan are based on the work of Integration Council Task Forces and the Integration Council as a whole.

All materials referred to in these decisions are in the additional information accompanying this plan.

Transition du CNVC

The Implementation Council is asked to support the execution of the transition plan developed by the CNVC Transition Task Force.

The CNVC transition plan attends to the following:

a.   Reconfiguring CNVC into fully self-managing weaves

b.   Decision-making agreements during the transition

c.    Financial management of CNVC funds throughout the transition

d.   CNVC Board transition

2.    Transition into NVC-O

The Implementation Council is asked to support the execution of the transition plan developed by the NVC-O Launch Task Force.

The NVC-O transition plan attends to the following:

a.   Transitional Partners, starting with the Implementation Council

b.   Financial management during the implementation period

c.    Implementation schedule, including the establishment of transitional weaves, launching the NVC-O community, and the final NVC-O launch

d.   Ideas for the launch event(s) for NVC-O

3.    Implementation Tasks

The Implementation Council is asked to prioritise, attend to, and/or initiate weaves to attend to all the tasks that have been compiled throughout the Integration Phase of the New Future Process.

The currently known implementation tasks fall into the following categories:

a.   Startup: Tasks necessary for getting NVC-O up and running

b.   Prototyping: A plan for testing out the Integrated Plan and gathering feedback from experimentation

c.    Support: Tasks necessary for supporting Weaves in functioning at their best

d.   Structure: Attending to structure and governance elements, including refining and developing Operational Agreements

e.   Resources: Fleshing out and bringing together elements related to use of resources within NVC-O

f.     Systems: Establishing systems such as “Conflict Transformation” and others

g.   Apps: Operationalizing aspects of any of the “Specific Applications” part of the Integrated Plan, including initial selection of people to fulfill certain roles

h.   Access: Attending to multiple tasks related to establishing mechanisms for embedding the principles of creating access and transforming patterns of power and privilege throughout NVC-O.

i.     Misc: Other tasks that don’t fall into any of the other categories.