Getting your Data: Community Mapping

Research for Organizing. (2011-2016). “Getting your Data: Community Mapping.” Website.

Mapping is the visual representation of data by geography or location, the linking of information to place.  Community mapping does this in order to support social and economic change on a community level. Mapping is a powerful tool in two ways: (1) it makes patterns based on place much easier to identify and analyze and (2) it provides a visual way of communicating those patterns to a broad audience, quickly and dramatically. This website has activities, training, sample canvassing sheets, case studies, and other concrete tools to help begin community mapping.

R-Words: Refusing Research

Tuck, E. and K.W. Yang. (2014b). ‘R-Words: Refusing Research’ in D. Paris and M. T. Winn (Eds.) Humanizing Research: Decolonizing Qualitative Inquiry with youth and Communities. Thousand Oakes, CA: Sage Publications.

In this paper, Eve Tuck and K. Wayne Yang develop their three ‘axioms’ or guidelines for refusal, which are briefly mentioned in Tuck in Yang (2014a). The authors suggest that refusals are conducted in three parts: 1) first a research participant refuses to engage in a particular conversation; 2) a researcher agrees to also refuse; and 3) as a result, Indigenous sovereignty over a particular knowledge claim is maintained. After doing so, the chapter examines what it means to engage with ethnographic refusals ‘generatively’, as per Simpson (2007). They suggest that all refusals are generative because they redirect the focus of research towards processes of power, thus decentering narratives of damage or destruction. Doing so sets limits to what issues are known by, and therefore responded to, through a logic of settler colonialism.

Editor’s note: This is an amazing text.

Unbecoming claims: Pedagogies of refusal in qualitative research

Tuck, E. and K.W. Yang. (2014a). Unbecoming claims: Pedagogies of refusal in qualitative research. Qualitative Inquiry 20 (6): 811-818.

This paper examines ‘refusal’ as an anti-colonial method for analyzing and communicating research data. The researchers draw on the work of Indigenous scholars, to argue that so-called ‘objective’ methods of ethnographic data analysis are colonial in that they reduce individuals and experiences to ‘objects’ that are extracted and claimed by the academy. Specifically, the authors assume that: 1) Studies focusing on the pain of marginalized groups are exploitative and unhelpful; 2) That there are some forms of knowledge that should be kept out of the academy; and 3) Research might not be the most appropriate intervention to a given situation. Using these points as a guide, the article provides concrete examples of how refusal can be incorporated into research design (to focus on institutions and power, rather than the ‘social problems’ of marginalized groups), data collection (being attentive to the refusals made by study participants) and analysis (to refuse to report these refusals within the academy).

What do we mean by decolonizing research strategies?

Zavala, M. (2013). What do we mean by decolonizing research strategies? Lessons from decolonizing, Indigenous research projects in New Zealand and Latin America. Decolonization: Indigeneity, Education, and Society 2 (1): 55-71.

This methodology paper draws on previous texts about decolonizing methodologies and the author’s own experiences as an Indigenous researcher and activist to argue that decolonization is less about method and more about providing space for Indigenous people and voices. Zavala examines several grassroots Participatory Action Research (PAR) projects, which he describes as spaces that occlude colonial, academic decision making practices. He then contrasts the PAR research methods advocated for by Tuhiwai Smith with those that he engages with in Latin America. While the two approaches to PAR engage in very different, traditional vs non-traditional, research methods, they have similar decolonial outcomes in that they place Indigenous sovereignty at the centre of decision-making practices. He concludes by stating that decolonial research is not contingent on a given method but requires always honouring the perspectives and interests of the communities and individuals being studied. Zavala’s analysis suggests that it is possible for settler and university-affiliated researchers to engage in decolonial work. How this is done must be decided through ongoing collaboration and consultation with communities and individual research participants.

On conflict and consensus: A handbook on formal consensus decisionmaking

Butler, C. L., & Rothstein, A. (2007). On conflict and consensus: A handbook on formal consensus decisionmaking. Creative Commons.

From the text: Formal Consensus is a specific kind of decision-making. It must be defined by the group using it. It provides a foundation, structure, and collection of techniques for efficient and productive group discussions. The foundation is the commonly-held principles and decisions which created the group originally. The structure is predetermined, although flexible. The agenda is formal and extremely important. The roles, techniques, and skills necessary for smooth operation must be accessible to and developed in all members. Evaluation of the process must happen on a consistent and frequent basis, as a tool for self-education and self-management. Above all, Formal Consensus must be taught. It is unreasonable to expect people to be familiar with this process already. In general, cooperative nonviolent conflict resolution does not exist in modern North American society. These skills must be developed in what is primarily a competitive environment. Only time will tell if, in fact, this model will flourish and prove itself effective and worthwhile.

Self-care for researchers working and writing on violence

Kimberly Theidon, “How was your trip?”: Self-care for researchers working and writing on violence, DSD Working Papers on Research Security: No. 2 (2014), available at http://webarchive.ssrc.org/working-papers/DSD_ResearchSecurity_02_Theidon.pdf

This paper focuses on research security issues and provides a framework through which researchers can ensure their safety, the safety of their associates and their research participants while being effective in their work. The author included experiences of colleagues who work in the field of violence to get a different perspective of how they take care of themselves in the field. Based on these and other materials from self-care texts and workbooks the author lists tools that researchers might use after discovering signs of stress. The signs that work is taking a toll on researchers and activists are also addressed to help them know what to do or when to take a break.

Beyond Consensus: Improving Collaborative Planning and Management

Margerum, R. D., & others. (2011). Beyond Consensus: Improving Collaborative Planning and Management, MIT Press: Cambridge Mass.

This book highlights severali mportant parts of conducting a consensus meeting which is getting the right people into the group, how the participants are collaborating, and effective product generated from consensus.These chapters go in to great detail on each of these topics and cite numerous case studies as evidence of what to do, and what not to do.  This book is useful because it shows real world examples of many of the problems that can arise from convening a consensus meeting.  It illustrates that the consensus meeting starts long before the group sits down to collaborate and its results may effect projects for years after.  The case studies are from a range of governmental management and the focus of this book is how to have consensus meeting have a tangible effect on management and policy.

Facilitation as Action Research in the Moment

Mackewn, J. (2008). Facilitation as Action Research in the Moment. The Sage handbook of action research: Participative inquiry and practice, 615-628

This article goes into detail about one key factor in a successful consensus meeting, the facilitator.  The author lists necessary skills for facilitation and describes the process of facilitation as Action Research in which the group influences how the facilitator works, navigating through preconceived notions of individuals, communities, or organizations, awareness of the wider context of the group, and managing group energy.  It lays out how facilitator’s behavior changes as the group develops.  It highlights the difficulties of facilitation and outlines what is required of a great facilitator.  The role of a researcher in a consensus meeting is that of a facilitator and this is an important read for anyone attempting facilitation using a Participatory/activist Research methodology.

Facilitator’s Guide to Participatory Decision-Making

Kaner, S. (2014). Facilitator’s Guide to Participatory Decision-Making. John Wiley & Sons.

This is exactly what it says, a guidebook to successful facilitation.  It details a variety of situations that can occur within participatory decision making, how this process should ideally go, and how to solve problems that arise in the real world application of facilitating participatory decision making.  This book contains many graphics and charts to illustrate facilitation.  It gives many examples of each step of facilitating participatory decision making as well as the necessary skills to achieve consensus.  It covers everything from setting up the layout of the meeting, how to write the ideas presented down, and how to guide diverse participants into agreement.  It focuses on the wide range of problems a facilitator can encounter during this process and gives a number of ways to best address them.

Consensus through conversation

Dressler, L. (2006). Consensus through conversation: How to achieve high-commitment decisions. Berrett-Koehler Publishers.

Abstract: Consensus is a cooperative process in which all of a group’s members actively develop and agree to support a decision that’s in the best interest of the whole. It’s not mere acquiescence-consensus goes several steps beyond, moves people from being resigned recipients of instructions to dedicated champions of an idea. Larry Dressler discusses the basic concepts behind consensus, shows you exactly how to prepare for a successful consensus-building process, takes you step-by-step through that process, and offers tips for success and traps to avoid. Throughout, he provides a host of tools and examples that make this an eminently practical and immediately useful guide.