Reflection Process
The reflection process aims to transform experiences and insights obtained from the implementation processes to a vision of cultural identity (shared meaning): who are we, what do we do and what do we value most? Whereas the implementation process could more or less be seen as a process ‘free of values’ (it explicates different values and worldviews but does not indicate which are perceived to be of greater value or importance) the reflection process is not. The reflection process forces all involved to take a stance, not individually but as a community. It is about making choices on what we together value most, and voicing this in a shared vision. This is not a vision in an abstract sense; in fact, it contains elements that could be part of the assessment framework.
Aiming at shared meaning does not mean trying to reach a situation in which all people always fully agree. In many cases, this would be akin to trying to reach Utopia. It means understanding each other’s perspectives well enough to accept them and to agree what binds different stakeholders together, agreeing upon and acting according to a set of shared values. These values have priority over individual values because they will benefit the community as a whole and not only a limited group of stakeholders.
Changing the assessment framework
As said before, the assessment framework should display shared meaning. When shared meaning changes, the assessment framework should be changed as well. The reflection process itself does however not automatically result in adjustment of the assessment framework. Those involved in the implementation and reflection process are often hierarchically speaking not in the position to take decisions within the democratic and strategic process. However, they can give unsolicited advice to those that are in that position, and in this way, social pressure can be organized. This advice is grounded in mutual understanding and possibly to some extent in shared meaning reached in smaller initiatives. It is the result of an implementation processes in which different stakeholders (including the owners of the democratic and strategic processes) were present or represented. The owners of the democratic and strategic processes carry the ultimate responsibility for the content of the assessment framework. Within municipalities, this would for instance be the responsibility of the municipal executive and the members of local councils within municipalities. Within organizations, the board of directors and the supervisory board would be at play.
The reflection process can best be seen as a form of deliberative democracy in which the voice of society as a whole is heard and taken seriously. The goal is to reach shared meaning and to share this with the owners of the democratic and strategic processes. To evoke change, insights of citizens and stakeholders are shared with key decision makers in the democratic and strategic processes. Advice based on insights gained by a process of deliberation in which citizens and all relevant stakeholders were represented can hardly be ignored.
Council of Wisdom
A deliberative democracy can take on many forms, including referendums and citizens councils. One specific form that benefits the SI process is discussed here. It is called the Council of Wisdom (CoW). The concepts of the assessment framework and mutual understanding in particular play a central role in a CoW. The CoW, as its name suggests, consists of wise people from the ranks of professionals, entrepreneurs, government, researchers, and experience experts. Preferably, they are experienced in facilitating change conform ST. They have the desirable trait of having the willingness to see things broadly and across party lines.
The CoW's goal is to transform mutual understanding and, perhaps, implicitly shared meaning into a well-founded vision on cultural identity expressed in terms of the assessment framework. Since the CoW has no monopoly on wisdom, the vision is open to discussion in all kinds of forms, such as a broad dialog or internet consultation. Once this consultation round is over, the revised, widely supported vision is handed over to the government as an unsolicited advice. Once new shared meaning has been agreed upon, the assessment framework should be adjusted, following democratic and strategic processes.
The shared meaning thus established, steers a governance process which leads to an assessment framework that can frame solution directions. Of course, not everyone will agree with proposed solutions – e.g., the not in my backyard syndrome is a famous example that illustrates that– but whatever decision is made, the assessment framework that guides decision making is grounded in mutual understanding and shared meaning.
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