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Subud Britain Consultation & Change Process
Report to Congress 2011
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The Background and the people
The Consultation concept and the Plan
Consultation Activity
Phase 2 “June Questionnaire” and results
The four Proposals to Congress
Other important aspects to consider
Subud Britain Consultation & Change Process
Communication Guidelines
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Listen actively (without: interruptions, judgement, side
conversations, thinking about what to say next).
Only one conversation at a time.
Express what you think or feel 'in the meeting' (be open,
don't keep it till later).
Say “I” instead of “We” or “You” (take personal ownership of
what you say).
Have respect for each person (so everybody feels listened to).
Keep calm and open – allow space for grace.
Subud Britain Consultation & Change Process
The Background and the people involved
2009 Working party – Structural Review of Subud Britain
2010 Congress discussions and motion unanimously agreed.
– New Working party to complete the Consultation.
– Carry out an extensive consultation process with groups to arrive at
a set of clear and realistic proposals to present to congress 2011.
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Working party established for “The Consultation & Change Process”.
– The coordinating team is currently - Marcus Hamilton (Chair), Athina
Davies, Richard and Ruth Gawen, Bachrun Mason, Delia Whitbread,
Maxwell Jackson.
Additional help and support over the year from many people including:
– Raphael Skerratt, Marcus Bolt, Robert Coker, Aura Hargreaves, Harry
Norman, Stefan Freedman, Lianne Walker, Muchtar Nankivell, Leonard
Hitchcock, Hermione Elliot, Ruth Harter, James and Sahsa Robertshaw,
Peter McNalley, Lilliana Gibbs, Hussein Dickie, Mahmud Rogers, Samuel
Lesley.
Subud Britain Consultation & Change Process
Some issues raised by members
Many Group &
Regional Chair
vacancies
Regional Chairs with
little understanding /
ability to be trustees
Poor communications
externally & internally
Little use of job
descriptions of for
committee & Helpers
Phoney Harmony
Polarisation of views
National decisions taken
without consulting the
people who are affected
Membership
declining
'them' & 'us'
attitude
Members not
feeling listened to
Lack of willingness
to do Subud Jobs
Constant re-inventing
of the wheel
Lack of transparent
selection process
for Subud jobs.
Lack of learning and continuity
No effective
consultation process
Regions
not working
Personality conflicts
effecting performance
Ineffective
meetings
Lack of clarity in the helper
role at National Council
causing confusion.
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Our democracy
not working
Variable Helper
quality and lack of
real Dewans
Insufficient opportunity
to express views openly
Lack of openness
and transparency in
Decision-making
Subud Britain Consultation & Change Process
The Consultation & Change concept
We wanted to create a process that would:
Include a wide ranging and inclusive consultation
Be focused on structural and behavioural change that members
want
Encourage and enable positive change as the consultation process
takes place
Deliver a well consulted and compelling set of proposals tor present to
Congress 2011.
Help to re-energise Subud Britain!
Our plan included:
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Questions and proposals for consultation in 3 successive waves.
Two-way communications with all invited.
Sharing of feedback and ideas
Seeking areas of consensus to move forward with
Gaining cumulative support and development of good proposals.
Subud Britain Consultation & Change Process
The Potential Impact on Subud Britain
Transformation from…
Towards…
Poor communications (e.g.
National to Groups and within
groups).
Better communications, greater
shared understanding and
willingness to participate.
Relatively low levels of
commitment to do Subud jobs.
The creation and effective use of
talents and energies to help us all
move forward. More involvement.
Tremendous wealth of skills but
lack of interest or involvement in
decision-making.
Successful implementation of a
revised Subud Britain Structure
Various tensions including lack of
trust and “us & them” attitude.
An effective process for consultation
and change for future use.
Absence of a consultation
process to guide collective efforts
towards shared objectives.
Lasting positive impact on the way
we work together in Subud Britain.
An energised Subud Britain working more harmoniously
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Subud Britain Consultation & Change Process
What we did
Realising the importance of cultural and behavioural issues as well
as structural issues, the team consulted with the membership in
three linked phases.
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Phase 1. Three invented scenarios for Subud Britain structure.
Questionnaire for all Subud Britain members.
Phase 2. Major consultation activity, to listen and hear the
views of all members via: consultation workshops, web based
communications, publications, emails, phone conversations,
individual and small group discussions.
A developing consensus was observed and reflected in the “June
Questionnaire” which turned problems that had been expressed
into 9 "possible solutions" to improve the way Subud Britain
works.
Phase 3. Analysis of the results and the development of suitable
proposals - following the majority views expressed by the180
together with other inputs received over the year.
Results reflect views from about 250 people, over 25% of Subud
Britain members.
Subud Britain Consultation & Change Process
The June Questionnaire
The Structure
Draft questionnaires tested with groups and individuals.
10 Questions were based on the emerging consensus
observed from all the consultation activity.
Respondents invited to rate agreement on a 5 point scale.
Comments invited on each of the 10 questions.
The Responses
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After 5 days, results from 67 completed responses were
presented to National Council.
Within the 3 weeks allowed we had 180 responses!
Over 95% of respondents answered all the questions.
Analysis of Results fed back to respondents and published
on our website including detailed comments.
Subud Britain Consultation & Change Process
Statement
"Subud Britain is not working satisfactorily now"
177 members answered:
Strongly
Disagree
Disagree
9
16
Total Disagree 25
14%
9
Neutral
Agree
57
68
Ratio 3.8
Strongly
Agree
27
Total Agree 95
54%
Subud Britain Consultation & Change Process
Possible Solution #1 – Leadership Style
Move to a consensual rather than presidential leadership style.
Propagate a consensual style of running things (at Group, Region and National
levels) in which people feel confident to voice/share different opinions and to ask
questions. We care about minority views and people's feelings and do not want to
create divisions in Subud. Leadership is important as decisions have to be made,
but they should be made after consultation. 175 members answered:
Strongly
Disagree
Disagree
7
15
Total Disagree 22
13%
10
Neutral
38
Ratio 5.2
Agree
66
Total Agree 115
66%
Strongly
Agree
49
Subud Britain Consultation & Change Process
Possible Solution #2 – Rejuvenation
Rejuvenate Subud life - starting with the all-important local group level.
Change the balance of how our energy and resources are used (priority
should be Local rather than National). Focus on “looking after all our
communities” and “grow life in Subud from the bottom up”.
176 members answered:
Strongly
Strongly
Disagree
Disagree
Neutral
Agree
Agree
6
8
46
63
53
Total Disagree 14
8%
11
Ratio 7.8
Total Agree 109
62%
Subud Britain Consultation & Change Process
Possible Solution #3 – Areas & Regions
Introduce new “Areas” to work flexibly within a smaller number of Regions
Make the distinction between: Regions (designed for representation & consultation)
and more local “Areas” (needed particularly for Social & Kedjiwan). "Areas" should be
flexible natural groupings of groups including isolated members - developing a sense of
community whilst energising / revitalising the areas
Regions should cover the whole of Britain and be divided sensibly based on numbers.
[Perhaps only just four: SW, SE, Midlands & Wales, North & Scotland]
Reducing the number of Regions will release 1 Regional Chair and 2 National Helpers
per region for more local activity in regions, areas and groups.
175 members answered:
Strongly
Disagree
Disagree
Neutral
12
38
15
Total Disagree 27
16%
12
Ratio 4.1
Strongly
Agree
48
Agree
62
Total Agree 110
63%
Subud Britain Consultation & Change Process
Possible Solution #4 – Regional Chairs & Trustees
Effectively split the roles of Regional Chairs and Trustees.
Appoint dedicated capable Trustees - widely respected and able people who are willing
to take on the responsibility and serve Subud Britain to Staggered 4 year terms will also
help provide continuity. Regional Chairs (which could be called Regional co-ordinators)
should be gregarious people who naturally wish to energise communities as well as
listening and representing their views to the National Council.
174 members answered:
Strongly
Disagree
Disagree
Neutral
Agree
12
13
24
47
Total Disagree 25
14%
13
Ratio 5.0
Total Agree 125
72%
Strongly
Agree
78
Subud Britain Consultation & Change Process
Possible Solution #5 – Helpers & Committee
Encourage Helpers and Committee to work closely at all levels.
Express with clarity what is needed at National, Regional & Local level and have
clear guidelines so that everybody understands their job and can work effectively
with others. When helpers work well with committees it can be very good (and
powerful). 178 people answered:
Strongly
Strongly
Disagree
Disagree
Agree
Neutral
Agree
6
9
19
52
92
Total Disagree 15
Total Agree 144
8%
Ratio 9.6
81%
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Subud Britain Consultation & Change Process
Possible Solution #6 – Communications
Improve (internal & external) communication quality.
Put much greater emphasis on the quality of communications, internally,
externally and inter-personally. Establish a communication team to plan,
manage and support these communications, including websites, print, and
media. Adopt best practice guidelines and support for other inter-personal
communications such as conflict resolution. 176 people answered:
Strongly
Strongly
Disagree
Disagree
Neutral
Agree
Agree
5
4
31
65
71
Total Disagree 9
Total Agree 136
5%
Ratio 15.1
77%
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Subud Britain Consultation & Change Process
Possible Solution #7 – Learning Organisation
Develop a learning organisation including continuity & stability.
Upgrade to established best practice in things like overlapping handovers, longer
and staggered terms for some roles. Improve consultation and use expertise for
decision making. Job descriptions and codes of conduct to be used for all roles
including helpers. Selection process to include matching candidate capabilities
with requirements of the job. Pragmatic but sensible Training and support as
needed . 176 people answered:
Strongly
Disagree
11
Disagree
6
Total Disagree 17
10%
16
Neutral
33
Ratio 7.4
Strongly
Agree
55
Agree
71
Total Agree 125
71%
Subud Britain Consultation & Change Process
Possible Solution #8 – Outside World
Pay much more attention to the outside world.
Have less emphasis on internal affairs and more on being active in the wider
world. Look after our people yes, but have a more external orientation.
Actively encourage charitable, cultural, social and enterprise activity.
174 members answered:
Strongly
Disagree
6
Disagree
6
Total Disagree 12
7%
17
Neutral
48
Ratio 9.5
Agree
57
Strongly
Agree
57
Total Agree 114
66%
Subud Britain Consultation & Change Process
PS #9 – Performance, Accountability & Governance
Encourage a culture of Performance, Accountability and Governance.
Trustees to be responsible for governance.
Regional Coordinators to be responsible for “Subud Life” in their regions.
Change expectations so that the important things get done, commitments are
made and met, with the membership wishes being taken very seriously.
174 members answered:
Strongly
Strongly
Disagree
Disagree
Neutral
Agree
Agree
11
6
48
57
59
Total Disagree 17
10%
18
Ratio 6.8
Total Agree 116
67%
Subud Britain Consultation & Change Process
Four Proposals for Congress 2011
A: Subud Britain Communication Team
B: Advance “Areas” and reduce the number of Regions
C: Split the roles of Regional Chairs and Trustees
D: An “Open Learning Group” that encourages improvements
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Subud Britain Consultation & Change Process
Some other aspects for consideration
Subud and the Outside World
– Big topic where there are many strong views.
– Workshop ran on Wednesday .
Interpersonal Communication Skills
– Proposal to adopt the set of Communication Guidelines for
Subud meetings.
– Potential value for training and skill development.
– Could be helped by Communication Group (Proposal A) and/or
The Open Learning / network (Proposal D).
The Role of the Helpers
–
In our Democracy
–
In the Governance of Subud Britain
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Subud Britain Consultation & Change Process
Appendix 1. – Congress 2010 Resolution
Structural Review Proposal
1. The National Congress empowers National Council to convene a new
working party to progress the research done by the previous working
party and complete the consultation and change process.
2. Some of the former working party should be involved and they should
be supplemented by those with relevant experience and understanding
of consultation and change.
Those that have anything of value to contribute should contact Bachrun
Mason, [email protected].
3. The working party should take the report of the previous working party
and all inputs from Congress, construct realistic proposals for change
and carry out an extensive consultation process with groups to arrive at
a set of clear and realistic proposals to present to congress 2011.
Prepared by Marcus Hamilton,
Proposed by Hubert Spall,
Seconded by Lorena de Silva
unanimously accepted by Delegates on 7/8/10
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Subud Britain Consultation & Change Process
Appendix 2
Consultation Workshops run this week at Malvern
Monday 10am
“Getting the Life back in Subud Britain”
Facilitated by Lianne Walker & Marcus Hamilton
Monday 4pm
“Starting the Open Learning Group” Linked to the proposal for The
“Open Learning Group”. Facilitated by Stefan Freedman, Marcus
Hamilton & Bachrun Mason
Tuesday 10am
“Communication” facilitated by Stefan Freedman
Wednesday 10am
“Subud Britain and the Outside world” Facilitated by Muchtar Nankivell
and Marcus Hamilton. With Leonard Hitchcock.
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