Message-ID: <9605078341.AA834161021@hudsmtphq.hud.gov> Date: Fri, 7 Jun 1996 08:23:41 EST From: Michael Patterson <mailto:Michael_O._Patterson@HUD.GOV> Subject: Re: ARE STAKEHOLDERS/COMMUNITIES ALWAYS RIGHT To: Multiple recipients of list DEVEL-L <mailto:DEVEL-L@AMERICAN.EDU>
Based on the above how can one deal with these elected stakeholders when thier desicions are guided by motives which are not always for the better. This is exactly how the Political Parties at the National level also behave. But according to the development principle the elected members of the community are always right and that they know what is best for the community. ---------------------------------- This is a group that has no alignment on mission. I wrote the attached as part of a manual for groups I deal with, which have precisely the same problem. Possibly it will be of use to you. It is not copyrighted, so you're welcome to use it as you please. 3. A COMMUNITY IS ITS LEADERS
Everything starts with good leadership! One starts by being a leader of self. Leadership starts with choosing to be a leader. The easiest way to learn leadership is to practice being a leader. We hope that everyone who reads this book will choose to be a leader. A lot of things don't get done because "somebody else" ought to be doing them. Leaders are the "somebody else" who get those things done. If those tasks aren't being done in your community, it's because there's a shortage of leadership. Finding that leader might be as easy as looking in the mirror. It might also be as easy as realizing that while you can't solve the world's problems by yourself, you can do something, however small. Remember the end of the movie Schindler's List, where Schindler gets the ring with the verse saying if you save one person, you save the world? Leaders take on that one small task, then another, and another.
Good things happen in communities because leaders working with people make them happen. Developing leaders, and leaders of leaders, is the most important task in the field of community development. Getting something done is easy: Choose a goal, and take action. It is easy to become a leader. Decide that's what you want to be. Then pretend to be one. Put on an act. FAKE IT till you make it. If other people wanted to challenge you, they would be leaders themselves. Most people want to be followers, to follow someone else's alignment rather than develop their own alignment. As soon as you have followers, well, what else could you be but a leader? Start by taking control of your own life.
YOU are the expert on your community, nobody outside it, no matter how "expert", knows it as well as you do. Pay attention to what fascinates and excites you. What you concentrate on grows, and this alone will help align you on your true values. Good leaders ask new questions - instead of asking, "Why doesn't anybody care about our problems?", a good leader asks "How can we have fun improving our quality of life?" Some people complain that one person can't do anything. Yet it has ALWAYS been one person who got the major changes started. It starts with the first choice to be a leader. Milton Erickson found a stray horse once, when he was 10 years old. He had no idea whose horse it was. He got on its back, and turned it around. He gave it free rein. When it came to crossings in the road, he let it go whichever way it seemed to want to go. He rode the horse back into its own barn, never having been to the barn himself. The owners were amazed, yet all he did was reinforce the horse's decisions about where it wanted to go. Milton used the story to demonstrate that people and situations had more than enough resources to address their problems, and only needed a little reinforcement. Leadership can be like that.
Leaders empower others to bring desire into reality. They do this by attraction, by "pulling," rather than "pushing." Done right, it may seem effortless. Leaders say, "We can do it." They don't listen to those who say, "You can't do that." "It's impossible." "Do THEY know what you're doing?" Leadership can be demanding work, but the rewards are great. Leaders know that the only poverty is poverty of ideas, and leadership, so they get good ideas and make them happen. Leaders know that most facts aren't much more than crystallized beliefs. No explanation is final. "Beginner's mind" is a much better place to go to for serious solutions, since most "experts" are expert at knowing all the ways things can't be done.
True leaders see their Self as very much beyond the boundaries of their skin. Tina Forrest, a resident of an assisted housing complex in Port Chester, NY, got disgusted with drug-related gun battles inside her building. She got together with seven other single mothers, they formed a resident patrol, and in time, they ran off all the drug dealers from their community. They had no outside help, no advanced degrees, no experience at doing anything like that.
They just decided what they were going to do, that nothing would stop them, and they did it. They said they "had God on their side." People realized that Ms. Forrest was serious about her mission when she put her own children in jail for drug-related activity. The book The Winnable War, free from 800-578-DISC, tells how others did the same thing. TIPS FOR LEADERS OF GROUPS
Sometimes people find themselves in a position of leadership without having done it before. We all have to start somewhere, and even the "experts" started without experience too! Things to keep in mind include:
- Lead by example. Encourage others by your energy and enthusiasm. If you lack either, jump up and down and shout "I'm excited!" until you are.
- Find out also what people want, and help the group set attainable goals.
- Form a clear, exciting mental image of what the organization can do or be. Share your vision with other members, and get their contributions.
- Encourage everyone on the team to contribute. Be committed to assisting others in realizing their potential.
- Be flexible in how the goals are achieved. Know that there is more than one way of accomplishing things and that even mistakes are just "another way of doing things", as well as important parts of learning.
- Focus on the issues or behavior when there are problems, not the person.
Leaders are not managers! Here are some differences:
LEADERS MANAGERS
Provide vision Provide direction Focus on concepts Focus on procedures Promote excellence Promote expedience Seek consensus Seek control Use influence Sometimes use coercion
Leadership means sharing excitement and focus on a shared vision of what is possible, and empowering others to make it happen. Leaders know that to achieve change, they have to model it first.
QUALITIES OF LEADERS
Good leaders have certain points in common:
1. Rapport/Honesty, being trustworthy and competent. 2. Alignment and decisiveness. 3. Ability to see possibilities where others don't. 4. Persistence. 5. Ability to inspire and motivate others. 1. RAPPORT
Listening carefully, and considering others, is a useful part of rapport. Sometimes the worst people problems can be solved just by letting a person talk out and "drain" their resentments. Treat people respectfully fairly, and other tasks get easier. Bernie Siegel once told a group of doctors that 3 magic words would keep them from being sued. As the doctors sat on the edge of their seats, he said, "Love your patients." It works in more areas than medicine. Going the extra mile, and being competent, is part of rapport. Humor and humility can help, too. Learn to see life from other's eyes, and to do things that benefit them.
2. DECISIVENESS AND ALIGNMENT
Not making a decision is a decision itself. The military teaches officers to make decisions, whether they are right or wrong. They might not be right; so what? so you make new decisions. A plane off course 95% of the time can still make it to its destination with course corrections.
A magnet attracts things to itself because its particles are aligned. Humans get aligned by determining what their true values are, and then living life from that point. Aligning head and heart, and focusing on true purpose, is the best way to assure rapport. Also, the more sure of your purpose you are, the less the negative things others do affect you. Steven Covey said "You can't produce high quality unless you have high trust. And you can't have high trust unless you have high trustworthiness."
****Steven Covey and ****Franklin Quest have a useful progression crystallizing values into daily task planning that runs approximately:
- Define your personal values - Write a personal mission statement [which must feel right, and come from the heart- from questions like: Who are you? What do you do, and to/for whom, to what end?] - Identify long range objectives - on a timeline - Identify intermediate goals- on a weekly task list - Write a daily task list
This is exactly what a well-run business does: it defines its mission, and then puts together a business plan. Think of some great leaders you admire whose behavior was exactly in line with their values, even when it was difficult: Ghandi, the Rev. Martin Luther King, and many others may come to mind. Someone once said that healing is just remembering who you really are. In the old days, Native Americans would go into the Wilderness on a Vision Quest, seeking a vision of their life's purpose. They would take that vision and put it on a "Medicine Shield", or Coat of Arms. In a preliterate society, that was their nameplate, and how people knew them. A Vision must feel right, and be something you would enjoy pouring heart and soul into. You may not be able to go into the Wilderness, but you can still reach deep into yourself for your lifepath. You will know without a doubt when you're on your lifepath, and it will be easy to take on the most daunting obstacles.
If you want further guidance, a useful value discussion is in Chapter 15 of ****Awaken the Giant Within. Covey's books deal with that, and also Mission Statements. Tad James has a good discussion of timelines in his book Timeline Therapy. Alignment exercises for groups, useful for Mission Statement creation, are treated in the book Thoughtstorm.
3. ABILITY TO SEE POSSIBILITIES WHERE OTHERS DON'T.
One must see the invisible to do the impossible, i.e. see possibilities that others don't. This means letting your mind get creative, and trying new ways of thinking. Animals who have lived their entire lives in cages fear getting out of their cages. People have the same problem. Creative thinking is a lot of fun! The books A Whack on the Side of the Head and Playful Perception are helpful. Developing your "eyes" in this area is easy. What would your ideal community be like? What would you see, hear, and feel? Now write down a list of 102 things that you want in your community. You don't get what you don't ask for, and this is where the asking starts.
Another important part of this is understanding people's interests, needs, and goals, and figuring out how to match them up in new ways. Really big, inspiring goals often cause people to put aside their differences, and really pitch in. People do this without thinking in crises, as the bombing at the World Trade Center showed. Why wait for a crisis, though? Why not work with others to get a really neat goal that excites everybody even more than a crisis would?
You can also make a difference in your area by seeing possibilities where no-one else does. For example, propaganda, and most mass market news, are generally written to 3 emotions: fear, hate, and hope. Your local newspaper may have all sorts of articles on gang activity, and vandalism, but not be offering solutions. You could help your newspaper focus on hope, by writing the editor, and asking the paper to put out a guide for people to set up low-cost summer youth programs, with contact names and addresses, sources for craft material, and so on. The whole is more than the sum of its parts; an aligned group has extra energy sometimes called "synergy", that often makes the impossible task possible and even enjoyable. The more fun you can put into what you're doing, the easier it gets. Kids do this naturally. A very important part of this is learning to delegate. If you were soaking wet from your thighs to your waist, you would have a problem, wouldn't you? Yet babies handle this problem several times a day - they let someone else take care of it. Delegation is part of helping others grow.
4. PERSISTENCE
Calvin Coolidge said that the one thing all successful people have is persistence. If what you're doing isn't working, try something else. You could make your vision clearer. Work on some totally unrelated task to give your mind time to come up with a more creative idea. The waters of Niagara Falls are cutting through the rock by several feet per year. The waters use sand grains, one at a time, to do the cutting. The journey of a thousand miles begins with a single step. It also continues, step by step by step. People respect persistence, and even if you fail, you will attract people to future projects. Besides, there's no such thing as failure or mistakes, only learning experiences. The main difference between the wise and foolish person is that the wise person learns from mistakes. You must make mistakes to grow. If you don't know where to start, jump in and make lots of mistakes with good intentions. You'll learn a lot, and be able to set much better goals.
5. ABILITY TO INSPIRE AND MOTIVATE OTHERS
The best way to inspire people, along with alignment and persistence, is success stories. Chicken Soup for the Soul, by Jack Canfield, has some great stories that describe the heart of leadership and community building. We are our stories, that is how ideas are shared. Think about the stories that have inspired you, and listen carefully to motivational speaking, so you can do it too. The best motivational speaker in the world had to start just where you are right now.
6. USEFUL BOOKS IF YOU WANT MORE:
***Principle Centered Leadership [Steven Covey, Fireside, 1991] Leadership is an Art [Max Depree, Dell, 1989] On Becoming a Leader [Warren Bennis, Addison-Wesley, 1989] On Leadership [John W. Gardner, The Free Press, 1990] The Deming Management Method [Mary Walton, Perigee, 1988]
Just remember that leadership is doing. Books like the above make a lot more sense AFTER you've started leading things, too. The more practice you get, the more effortless it becomes.
5. A COMMUNITY IS ITS VISION IN ACTION [written by Lionel Rigler & Michael Patterson]
Bernice Johnson, a 75 year old Bronx resident, once told John Kretzmann, "We're in a prison, John. We're in a prison of other people's ideas of who we are. Before I say one word, they think they know all about me, because I come from the Bronx." Most efforts to address inner city problems have concentrated on weaknesses, the "map" everyone "knows", of unemployment, gangs, crime, welfare, illiteracy, and so on. The most insidious part of this "map" is that people begin to believe it, for what we concentrate on grows... Leaders get resources from outside by denying their community's strengths, by and emphasizing lack.
Traditional community development looks at problems and needs: crime, gangs, broken families, unemployment, illiteracy, lead poisoning, &c. Solutions generated for this very negative "story" are patchwork solutions and services, encouraging dependency on outsiders. Residents become "special needs" that only outside resources can "fix".
Yet weaknesses are only part of the truth. Kretzmann's book, Building Communities from the Inside Out, inspired by Bernice, is a book of success stories by people who looked instead at the strengths of troubled communities. Even the most troubled neighborhoods have individuals and organizations with resources that can be used more effectively. The key to healing communities is locating and "mapping" local resources, building relationships and connecting them, and harnessing them to heal the system they form. Then and only then should outside resources be used. Without this internal capacity, outside resources can't be effectively used. It's very much like weaving a basket...
Proactive community leaders mobilize residents and groups to have fun fixing their own problems. These efforts usually start with one or two local assets trying new things. Building Communities tells how to start regenerating the community without outside help, using resources already present. There are 5 steps: 1. Finding and "mapping" individual and group interests, an
strengths: skills, gifts, and resources.
2. Matching interests with resources, and building relationships between individuals, citizen's associations, and local institutions, in a "wiring diagram", or "map", showing them connected.
3. Using the "map" to form a mutual interest, "win-win" network for sharing information and economic development.
4. The network forms a community vision and plan.
5. Leveraging activities, investment, and resources from outside the community to do bigger things locally.
1. Finding and "mapping" Individual Strengths
Every single person in the community has strengths, abilities, and gifts, as well as needs and deficiencies. A community's strength reflects individual strengths.
A. The first step in strengthening communities is finding resident strengths. The usual "needs survey" lists needs, not strengths, treating people as service consumers, not service providers, and is useless for community building. Building Communities has a survey to find strengths, in 4 parts:
Individual Skills - skills like construction, food preparation, child care, supervision, and so on.
Community Skills - experience in field trips, block clubs, neighborhood organization, and so on.
Enterprising Skills - interest in starting or running a business.
Followup information - address, and so on.
B. Next is identifying community associations and organizations. Newspapers, directories, talking to people in parks and churches, and surveying local residents and leaders, all work. NEVER do surveys by mailing or dropping them off, you won't get a response. ALWAYS do surveys face-to-face, with the interviewer checking off responses. You will learn what questions you didn't know to ask, and begin the process of community healing just by eliciting information. Impersonal surveys at a distance are part of the problem, not part of the solution.
2. Connecting Individuals, Organizations, and Institutions for Community Building
Key leaders in organizations and institutions like schools, libraries, hospitals, are interviewed, and their strengths and resources "mapped". Their strengths include: A. Personnel - skills and interests of group members
B. Space and Facilities - meeting rooms, kitchens, parking lots, stages
C. Materials and Equipment - computers, copy machines, tools, vans
D. Economic Power - purchase of supplies, materials, and services
Putting the surveys together results in a "map", or "wiring diagram". It is only a map, not a network, until the relationships between people, local associations and business are formed.
3. Form a mutual interest, "win-win" network for sharing information, and economic development.
One connects strengths and interests in the "map", and the network, the live system, comes to life. Building Communities has examples of how community members formed their network to do community building tasks no group could do by itself. Names, addresses, and telephone numbers of organizations are provided, for those seeking further info. Just connecting existing institutions and activities developed new markets and possibilities. Capturing local savings, and expanding the availability of capital and credit for community building, is possible. Neighborhoods in the book were able to do much more with what they had.
4. The network forms a community vision and plan.
How does one start? Easy. Choose a goal, and take action. Following is one path, for both individuals and organizations. It's easier to help others crystallize the community vision after you've done a personal mission statement. You could think about Vision Statement questions, adapted from *********Deming Management at Work, by Mary Walton.
What is our purpose, and who are our customers? What do we want to become, and how are we going to get there? How will we know when we're making progress? What are our main activities? Which are most in need of improvement? How can awards and recognition help us get to our goals?
1. Then write a Mission Statement for your purpose, which is very different from defining goals. 2. Pick some long range goals that feel exciting. 3. Pick one of those goals that can be visibly achieved in 1 year. THIS IS THE MOST IMPORTANT THING YOU CAN DO. 4. Break down the goal into a timetable and specific tasks, with tasks assigned to a specific person. 5. Evaluate regularly to see how effective you are. Great achievements start out as little tasks. Great oaks fro
little acorns grow. Creating a Community Vision and Plan is important. It is exactly what a business does with its Mission Statement and Business Plan. For example, the Dudley Street Neighborhood Initiative, a community group in Roxbury, MA, got several small but significant victories as they worked to stop illegal trash dumping, and involving young people in community building. This helped them get the power of eminent domain from the city, and with it they "took over" their neighborhood. The story is told in Streets of Hope: The Fall and Rise of an Urban Neighborhood, by Peter Medoff.
5. Leveraging Outside Resources to Support Locally Driven Development
When community strengths are identified, coordinated, and mobilized, inside a common vision, the community has the capacity to handle leveraged resources from outside. Community leaders can approach outsiders as partners or investors in the community to promote their community agenda. Baskets can't hold anything until they are woven, yet once woven, they are very strong...
6. A COMMUNITY IS ITS COMMUNICATION AND NETWORKING
The hive is for bees what community is for humans. Win-win networking is the only way to heal the community system. A system is a group of related parts. A relationship is only as good as the communication, so anything you do to improve communication improves the system. Focus and alignment on a purpose results in extra energy, ecstasy for individuals, and synergy for groups.
A. FEEDING INTERESTS
The heart of community building is feeding interests, or "bridging" interest and resources. This is a great area to see possibilities where no-one else does. There is an old tale of someone who visited hell. He found that people had 6' long spoons, couldn't eat with them, and so fought with them. He went to heaven- where they had the same spoons, and were feeding each other. Which kind of community do you want to live in? Healing it starts with feeding others' interests, at a pace they can handle.
I found out a co-worker's high school age son was interested in electronics and robotics. I bought every used textbook and book on those I could find, cheaply, which was a lot of fun for me, since I love finding good books. His mother reimbursed me for cost, so it didn't even cost me anything. He ended up with a wall of books, which he mentioned in his college applications as his "technical library". His grades and SAT's were average, but his mother told me his "technical library", and his writeup on the electronics projects I commissioned from him, got him accepted at all 7 engineering colleges he applied to. I never expected anything like that to happen. Isn't it interesting that I could have fun doing something I enjoyed, and make a big difference in someone else's life without even realizing it? One neighborhood in Building Communities went on a "Community Treasure Hunt", asking people what they loved doing, what they wanted to contribute to the community. They were amazed and astonished at the resources they found, and learned that there were far more positives than they ever thought possible. It was fun, too. The neighborhood started by asking 2 questions- who are the strangers in our neighborhood? and how do we reconnect them? Communities have incredible resources and gifts, once one starts looking for them. Institutions are good at diagnosing faults - substance abuse, criminal behavior, being too old or too young. Only a community can identify and reinforce strengths. The networking metaphor is nicely shown in the following story:
A hungry traveller arrived in the village. No-one would feed him, as he had no money. The traveller cheerfully offered to make Stone Soup, and share it with everyone in the village. He had a magic stone, that when boiled in water, made a delicious soup by itself. He described Stone Soup in such mouth-watering terms someone loaned him a kettle. He built a fire under it, and began simmering. People were curious, and came around to see what was going on.
As he cooked, he tasted the soup, and commented that a bit of salt, or a carrot, would help the flavor. People ran off to get salt, and carrots, and even started bringing other things. Soon, everyone had contributed something to the soup. The soup began smelling very good. "Bring your bowls", said the traveller, "the Stone Soup is ready". The whole village dined well, and everyone agreed it was the best Stone Soup they'd ever tasted. When everyone had eaten their fill, the traveller reached into the pot, pulled out his magic stone, cleaned it, and put it back in his pocket.
Sometimes other cultures offer useful ideas. The Cherokee ran self- sufficient "Peace Villages" in areas they controlled until the 1830's. These villages seemed to have also been a kind of college town, homeless shelter, and "skunkworks" to exchange creative ideas. Also, any person accused of a crime could seek refuge in one. After a year and a day, they were free to go- from these very spiritual communities, which had healed whatever had caused these people to commit crimes. The tradition was strong; Europeans accused of crimes and escaped slaves were allowed refuge. Since refuge cities were self-supporting, they were of course much cheaper to run than prisons, [free vs. $40,000/year/inmate, in Connecticut] and their graduates fit better into society. The Hawaiians, and Chinese during the Ming and Sung dynasties, had an equivalent concept of a City of Refuge, and the Bible mentions 6 refuge cities, 3 on either side of the Jordan River. We will have a healthy society when Peace Village-like communities are so common that the average person doesn't give them a second thought. How could you have fun taking small steps to help create a better community where you live? Virginia Satir's story in Chicken Soup for the Soul, "Everybody has a dream", might help.
Communities are a rich tapestry of individual actions. One personal note of appreciation is worth a ton of junk mail - the personal connection, which you have, is worth more than credentials, in your community. Also, people tend to follow the current. Each action you take is a model for others to follow. If you've ever been in some Canadian cities, you know you just somehow can't litter, because the streets are so clean. If you start doing really neat things, other people may get the idea also.
B. SOME NETWORKING TIPS
* Networking means helping people - being an unpaid consultant. * Every person you meet has useful data - if you listen. * Networking means giving without expecting return - no score is kept. * ALWAYS show appreciation and gratitude. ALWAYS. * Networking demands trustworthiness. * Networking means feeding interest. * Networking means thinking "win-win", seeking ways to benefit as many people as possible.
Networking maxim: The only way to get more than you give is to give more than you get.
1. Try to be aware of all persons in any agency and organization who are interested in community building, as they can provide invaluable information. They show up in the most unexpected jobs, we can't hope to provide a chart. Each city is unique. Never assume people in one section of an agency or organization pass information to other sections, or to other agencies. Networking is a 2 way street, if you know of a resource they might find useful, share it with them if you can. Your knowledge and experience are valuable, too. One of the people who wrote this book gets 99% of his useful information from unofficial channels like this.
Service agencies, like Connecticut's Department of Social Services, State housing agencies, like Connecticut's CT Housing Finance Authority, community-based service organizations like Homeless shelters, and almost any other organization involved in the community, including even some corporations, and public libraries, usually have at least one person on staff with an interest in community building. Agencies are not faceless monoliths, they are made up of people with different interests. The person interested in community building is the person to talk to, they know how to find some of the resources you're interested in, especially local resources and contacts. They may be in a department that does nothing with community building; remember that burning interest counts for much more than job title. One way to locate these people is to ask the person at the head of the organization who the most enthusiastic volunteer is. Another way is to ask who keeps the mailing lists, who maintains information files to respond to client interests, who the person who enthusiastically cooperates with outside agencies is.
2. ALWAYS send a thank you note, even if just a postcard or e-mail, to any person who helps you with more than the bare minimum of effort. They have to justify how they spend their time, and often must choose who to help. Maintaining useful information in this area is usually unrewarded, the people who do it do it out of their hearts, at a cost to themselves. Help them help you make your job easier.
C. COALITION BUILDING/NETWORKS/PARTNERSHIPS
We've noticed that a number of tasks in communities are being increasingly done by unofficial, virtual coalitions or partnerships by people who just don't want to wait for somebody else to get their needs handled, and do it themselves. This book is itself a product of collaboration by several people who had no bond other than an interest in producing a good product for clients. The following organizations offer resources in this field. We believe that this sort of group will become increasingly important in the years to come.
ORGANIZATIONS
School & Main The Health Institute, New England Medical Center 750 Washington St. NEMCH 328 Boston, MA 02111 617 636 9151
AHEC/Community Partners 24 S. Prospect St. Amherst, MA 01002 413 253 4283
Study Circles Resource Ctr POB 203, Rt 169 Pomfret, CT 06258 203 928 2616
American Self-Help Clearinghouse St. Clares-Riverside Med. Ctr Denville, NJ 07834 201 625 7101 National Self-Help Clearinghouse 25 mailto:@. 43rd St. NYC 10036
Ctr for Org. and Comty Devel 377 Hills South Univ. of Mass. Amherst, MA 01003 413 55 2038
Ctr for Living Democracy RR 1 Black Fox Rd Brattleboro, VT 05301 802 254 1234
Living Democracy Learning Center 2400 Olympic Blvd Suite 3300 Walnut Creek, CA 94595 510 945 1882
1. COMMUNITY FORMATION AND MAINTENANCE
***Creating Community Anywhere ***The Quickening of America ***The Different Drum The Journey to the Ancestral Self
4. COOPERATION AND GROUP ALIGNMENT
Getting to Yes ***The Evolution of Cooperation ***Sarvodaya Shramadana [literally, "Everyone Wakes Up by Sharing Energy"] article Thoughtstorm
5. COMMUNICATIONS SKILLS Community work requires sharing ideas; it's an important skill.
a. Listening/Speaking Listening The Art of Asking Questions, Interviews That Work Louder & Funnier, The Overnight Guide to Public Speaking Toastmaster's Storytelling skills are a great community builder, too
b. Effective Meetings/Presentations How to Make Meetings Work The Book of Meeting Checklists Meetings, Bloody Meetings/ More Bloody Meetings Presentations Plus Workshops & Seminars A Conference and Workshop Planner's Manual c. Miscellaneous ***The Phone Book Language Acquisition Made Practical
6. MEDIA The Alternative Printing Handbook, The Printer's Devil The Samisdat Method How to Do Leaflets, Newsletters, and Newspapers