Theory of Being
Our most recent culmination of more than 20 years of our research includes The Theory of Being (TOB). The Theory of Being is a transformative learning theory that, when applied, increases the participants’ stamina to stay in difficult dialogues amidst organizational change efforts. This process-oriented approach teaches communities how to engage in ongoing dialogue that can create a culture that bravely examines organizational culture and supports next steps toward system change. This shift requires suspending the singularly focused search for answers and invites a deeper exploration of the complexities of social problems, including identity, experiences, and context. It is a humanizing approach that counteracts the dehumanizing ideologies so ingrained in our institutions. This work is being published by Stylus Press in the book “The Theory of Being: Practices for Transforming Self and Society”.
Our Research Informed Practice
Collaboratives Not Task Forces
The Theory of Being highlights the importance of being (a process) with a complex problem rather than prioritizing a rush to doing only public displays of solidarity (an outcome-orientation).
The Theory of Being outlines a process for ongoing community practices of self-examination, critical thinking, and deconstruction of policies and practices. Rather than forming a task force, this approach calls for creating a collaborative across existing organizational structures that includes Being Circles (small cohort groups). A collaborative is a larger group thinking together about how to contribute to the larger collective objective from their perspectives and roles/responsibilities in the organization.
Being while Doing
The Theory of Being proposes practices that abandon a singular focus on outcomes. It pushes away from an elusive and static definition of the problem. Instead, the theory suggests that prioritizing process creates an ongoing way of being in community relationship around shared problems. It assumes that prioritizing process is more realistic and perhaps a nimbler way of addressing complex social conflict.
Outcome-focused approaches often ignore the complexity of the challenges faced by society and assumes that there are simple fixes to structural inequities. Being, or prioritizing process, shifts away from an external focus and directing work for others and moves towards situating the self and one’s personal responsibility for outcomes.
DOING – Outcome
- A focus on an end-goal, responsibility of others, external control, and the future.
- The goal is to solve or fix current problems.
- Need to take action, direct activity, demonstrate progress towards an outcome.
- Measurable or decisive endpoint to activity and engagement.
- Often named as a Task Force to indicate power and control.
BEING – Process
- A focus on preparation, personal responsibility, internal control and the present moment.
- The goal is to understand/explore an issue or idea.
- A focus on the self in relation to the idea, considering how and why you relate to the idea in certain ways.
- Ongoing process.
- Consider it a collaborative to indicate inclusive, ongoing, job-relevant work.
Third Thinging
Third thinging is another strand of our research process and outcome that helps shift the environment for productively engaging with dialogue over ideas and systems of oppression and as a way to remove the barriers that may derail dialogues. The purpose of viewing issues as a third thing is not to eliminate barriers, but instead to recognize that they exist. Third thinging provides a structure for ‘how’ to work together on complex social issues in ways that better manage dialogues that can often get derailed or be constrained. We must keep in mind that these barriers hinder authentic interaction. Derailed and constrained dialogue stifles individuals from taking needed action when working to change an organizations anti-racism practice. Third thinging supports community dialogue around complex issues and invites everyone to participate
