Preparation

                Consent was a unifying theme throughout the project. I will point it out in the preparation phase, even though it was present throughout. For me “consent” is shorthand for a process. An inclusive process designed to maximize buy-in and participation. “People tend to support that which they help create”, was a saying common around Antioch during my time there. A different perspective could be seen as, “People tend to support that which they don’t have to worry about.” My consent process starts with inquiry, out of which a proposal is designed. The proposal is then presented to those most affected, and objections used to modify the proposal until non critical concerns are all that remain. Those remaining concerns are then integrated into the proposal, in the form of either a measurement or report cues; such as, “Y will be regularly updated on x”, or “a measurement of X will be reported to Y on a weekly basis”.

                 In the case of the preparation phase, the consent process can be seen in it’s careful execution . A green light from the C suite does not translate into universal trust and access, and so, It took six months of interviews with department heads, managers, and supervisors, before I could confidently begin outreach. Showing genuine concern during interviews as to how this project might affect their teams, folding their concerns into design, and demonstrating proactive communication, went a long way to ensuring the good faith of our managers. Managers and supervisors were also invited to participate in the Warehouse E&I Work Group. However, none participated (some of whom cited the inhibiting effect of a supervisors presence on frank communication). The remaining non-critical concerns from management were folded into the project’s communication schedule by having regular meeting reports sent to those who wished to keep up on the project.

                With managements support, I turned to assembling our steering committee whose role would be to collaboratively design the facilitation for the Warehouse DEI Meeting. The design team was composed of three employees, one from each program in the warehouse, all of whom had been pointed out by management as being passionate about DEI. Our first task was designing communication to get the word out about the project. This may seem like tedious detail, but again consent is critical. Communications were all run by managers, with as much seeking input as seeking permission. All three department employees were exposed to in-person presentations and invitations at staff meeting, and an internal mailer as a reminder with basic information.

                 Managers worked with schedules to ensure employees who wished to participate would be given time off to do so. Our first technical hurtle was finding a meeting private enough for sensitive conversations. I reached out to our neighboring businesses and found one amenable to providing us a suitable space. There is something to be said for stepping out of the environment to have frank conversations; no fear of someone barging in or overhearing through thin walls. Taking the time to make a safe space, not just the space that’s available, demonstrates to participants that the process is designed with their concerns in mind.

                The agenda for our monthly Warehouse DE&I Work group meetings were drafted by myself and then brought before our steering committee. The steering committee provided critical feedback about design. Being college educated, I did not assume I know the values and perspectives of employees without higher education. Infect, I had learned somewhat painfully a few years before that a facilitation element which works amazingly in a university setting can utterly fail in a blue collar settling. (I had proudly identified with blue collar labor after all my years in construction, and the realization that I didn’t understand their perspectives was eye opening.) I am indebted to the steering committee members for their invaluable feedback, and as with much of this project, the meeting member’s consent was required before the facilitation design was finalized and sent to upper management for approval.

                With management onboard, outreach complete, facilitation designed and approved, and meeting room secured, we were ready for our first Warehouse DE&I Workgroup Meeting.

Next Time: Meeting process and final report.