Showing posts with label values. Show all posts
Showing posts with label values. Show all posts

Friday, 13 November 2015

Reclaiming The Radical

At 13, I was a self-proclaimed ‘indie kid’, often to be found in the playground with a guitar and a book of poetry, spouting soundbites from philosophers that I didn’t fully understand. It felt important and it enabled me to belong to a ‘tribe’, while at the same time I could convince myself that I was unique. Looking back I can see that it was all a normal part of growing up, asserting my own identity, and finding like-minded people. It was also completely harmless.

Today as an educationalist, a parent, and a so-called ‘grown-up’, I keep my eyes open with a mix of nostalgia and curiosity for all the new tribes who will follow in the footsteps of the indie kids, townies, goths, crusties, and sk8ers that went before them, But I’m not sure that such tribes really exist anymore.

With the dawn of the social media age, the internet has broken apart the concept of ‘subculture’ so that everyone can simultaneously belong to every tribe and no tribe. Borders and boundaries are tumbling and the idea of identifying yourself in terms of a single music or fashion counterculture has become more mainstream than the mainstream itself. Everything seems to be a mash-up, and in that environment sometimes a clear message can appear especially seductive.

But my nostalgia for my own youth is increasingly tinged with something else: a worry that some young people today might not know how to belong to something anymore, or, indeed know where to belong. Whereas youth-focused subcultures used to put safe, local boundaries around teenagers’ natural need to rebel, the very essence of ‘belonging’ to something has changed in a world of 24-hour mobility, globalisation, and social networking. After all, why join a club when you can contact the entire world?

Today, if young people feel ‘other’, dispossessed, or different to the people around them, then the Web can offer an altogether different type of lifeline, one that takes them away from their immediate worlds, or connects them with radically different ones. Online platforms, gaming communities, fan groups, and more, may open up new avenues of friendship, sometimes with strangers in other parts of the world who appear to share common interests and passions.

Of course, that can be a wonderful thing, and vulnerable young people may discover a world of support and understanding rather than harm. But many internet safety specialists tell us that that the dispersed and amorphous nature of online communities can sometimes be used to hide very different agendas. Some experts warn that children are increasingly at risk of being lured towards extreme ideas and ideological kinships.

So how worried should we really be about some young people’s frustrations or anger being turned into something that is genuinely destructive to either themselves or to the people around them?

The ‘radicalisation’ of disaffected young people often occurs when the immediate mainstream feels alien to them, while a community elsewhere – with its promise of thousands of like-minded people – appears to offer easy answers to big questions. The construction of fundamentalist politics and beliefs sits much more easily at the centre of that perfect storm of private disaffection and external allure than it does in any other scenario.

It’s important to emphasise that all political viewpoints, faiths, and belief systems have their extreme proponents, and in today’s world of fast news and easy social shares, it’s easy to mistake the extreme as representing the centre or the majority. Sometimes young people make that mistake too.

Radicalisation, then, is not the preserve of any one political or religious movement, or of any one belief system or community. But the more conservatively fundamentalist that any viewpoint is, ironically the bigger the change from the status quo it offers, or demands. No wonder that children and young people (and within that, we know that BAME and looked after children even more so) are often at the greatest risk from any such message, especially if it is one of hatred of the people around them. 

To say that the fear and prevention of radicalisation is a political hot potato at the moment is an understatement, particularly for anyone whose job is to teach and care for young people. It’s a stark reality that in a very small, but serious, number of cases, the lure of various ideologies has resulted in people uprooting themselves to follow the promise of a different life, in some cases fighting for causes that value the brutal subjugation of dissent. Nobody pretends that our own society is perfect, but some teenagers’ disaffection makes it easier for others to attach a hate-filled or violent viewpoint to young people’s commonplace desire for change.

The Home Office and Ofsted are particularly keen to roll out the Prevent Agenda, a set of safeguarding duties that legally oblige education and youth support services to look out for and report any signs that suggest an individual in their care may be being ‘radicalised’.

In Sussex, where I live, there are some particular areas of concern with small networks of young people turning openly to hateful and righteous messages online. Social networks are an unparalleled tool for spreading a message quickly, but once it is out there is no taking it back – a lesson that many teenagers are still learning the hard way.

Safeguarding has, and always will be, paramount to those teaching children and young people, but this environment is certainly presenting some new challenges. Some education providers – mainly FE colleges and independent training providers – have already had their inspection grades reduced because their internal Prevent Agenda strategy has been underdeveloped.

But the government’s new approach to monitoring and intervention is coupled with another obligation on teachers, and that is to embed the concept of ‘British values’ into their school curriculum. According to the Department for Education, these values are: democracy; the rule of law; individual liberty and mutual respect; and tolerance of those with different faiths and beliefs.

It’s understandable, therefore, that some teachers, social workers and parents are finding areas of confusion or potential conflict between these two sets of obligations. For example: at what point does monitoring students’ extracurricular behaviour and beliefs, as the Prevent Agenda implies, encroach on their individual liberty, which the teaching of British values is designed to protect?

Other questions that teachers find themselves asking include: when is a radical belief no longer tolerated? How is that expressed, and by whom? Is the concept of ‘radical’ in itself always a bad thing? And what makes certain – presumably more moderate – values uniquely ‘British’ – rather than, say, European, Asian, African, or American?

Many teachers and assessors are uneasy with the implications of viewing ethical conduct in national, rather than simply ‘human’, terms. For one thing, many long-established ‘British’ values are missing from the government’s own list – what about fairness, for example? And for another, there is a clear inference that someone born elsewhere, including in Europe or the US, will have a completely different set of values. On the whole, they probably won’t. And there’s another consideration too: the internet is global.

I’m in no way trying to make or score any political points here, but these prescriptions do leave themselves open to question – especially when there are penalties involved for not getting it ‘right’.

Most teachers and parents, when thinking about the safety of children, are beginning to understand that the internet is a place like any other. While virtual places may feel more abstract, they are still places where people meet and engage, where behaviours have consequences, and where the urge to explore is compelling, even if the risks are great.

We now understand all too well that vulnerable people can be groomed and influenced without ever meeting the perpetrator. We also understand that values and ethics and codes of conduct are as much in play as in the real world, but can also appear looser and less clear, and be skewed by the anonymity of participants.

So I suggest that what we have here is a real opportunity. What this all boils down to is that young people’s disaffection and/or alienation always has the potential of leading to destructive and hate-fuelled ideas, thoughts, and actions. Yet, crucially, it always has the potential for the exact opposite, too. As communities, we need to look for the tipping point at which frustration can become a drive to build and change for the better, rather than to forge a need to destroy.

What we have come to call ‘radicalisation’ is seen by those who entice young people towards hate-filled behaviours as a means to an end; it is not the end itself. And it’s worth remembering something equally important: the connotations of extreme hate and barbarism attached to the word ‘radical’ are a recent phenomenon.

We should all work to ensure that ‘radical’ never becomes permanently associated with negative, vicious, hate-filled, or violent behaviour. Every dictionary definition of radical speaks of ‘change’, ‘thoroughness’, ‘innovation’, and ‘action’, and there are countless positive examples of this online. Lots of ‘radical’ thinkers have changed the world for the better, after all.

For example, every day we see social media being used to gather signatures on petitions; to raise money for charities, disadvantaged people, and emergency or disaster relief; to call public figures to account, and to co-ordinate rallies or support new ideas, inventions, campaigns, and ventures. This is radical. These too are ‘radicalised’ moments – and ‘radicalised’ people are playing a part in these moments – and the internet now plays the most crucial part of all in connecting people and reaching out to others.

As responsible adults, our duty is to do more than shield, monitor, and prevent vulnerable children from discovering the dark places. We should also encourage and persuade them to ‘think big’ about what the future could look like. As a society we need to be having conversations with our children and our students about what hatred, fear, difference, and extreme behaviours feel like, look like, and sound like. Disenfranchised? Feeling left out? OK. So what can we do together to change that and make things better for everyone?

As I touched on earlier, I get excited about the idea of human values, and the role such discussions could have in getting children and young people to talk about subjects such as ideology, globalisation, identity, duty, and social action.

After all, the internet rarely respects sovereign borders – unless censorship is involved, as in China – so perhaps there should be a set of taught/discussed human values that remind us of the faces and the hands behind the machines. We can hang onto great ideas such as mutual respect and tolerance, but perhaps add the value that shared spaces should always be used for the common good – and that innovation, generosity, and goodwill should be rewarded.

When we’re picking apart the internet with our children and examining the connections that they’re making, we could do worse than to hang the conversation on concepts such as peace, truth, right conduct, love, and non-violence. But what do these actually mean, beyond the clichés and sentimentalism? Imagine, with the world now so close to us and new ideas so readily available, how genuinely radical (in the true sense) we could all be.

Whenever I work with young people – some whom may be very vulnerable through circumstance or poverty of opportunity – I always get them to stop and think about who they are: who they actually are and want to be.

Human beings – even the more solitary ones among us – are relational people, in that most of us construct images of ourselves in relation to what we think other people’s perceptions of us might be. For example, others consider me to be creative, talkative, and pretty ropey at DIY – I know this because different people tell me so – but does this mean that it’s true? It might not be, but those perceptions have become part of my identity and have helped form my behaviours. Online, our identities are more fluid, but still just as constructed and controlled. The most significant difference is that, as hard as it might be, we can switch it off! This is especially important when the images of themselves that some vulnerable young people get from the internet are negative, thanks to cyber-bullying and other problems related to self-esteem.

The children and young people who are at the highest risk of radicalisation are those looking for confirmation of who they are and what their consequential behaviours must be (possibly because adult influence has not been effective at providing that guidance). As the safest influencers in their lives, it’s our responsibility to get there first and to find a way to help them work this out. Let us be the ones to make our children into radical thinkers in the most tolerant, constructive, and innovative sense. Positive internet communities can help us do that.

Let’s reclaim the real meaning of radical: being innovative and thorough, and taking positive action, not reinforcing hate and violence. Let’s treasure and celebrate teenage fashion and musical tribes as a means of self-expression, because the alternatives can be devastating. Let’s keep talking about our values and our behaviours and what unites us, in both our physical and online spaces.


The biggest tool we have against malicious, nihilistic radicals – wherever they may be in the world – is our human capacity to be bigger, more positive, and more inclusive radicals than they are.

Interested in joining our Human Values Project? - click here

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Richard Freeman the Director of always possible.

We support education providers, creative organisations, values-led business and charities with project development, organisational cultures, policy, leadership & resilience. Please visit alwayspossible.co.uk to see how we can support you.

This article was originally commissioned for Child Internet Safety magazine and was skillfully edited by Chris Middleton.

Monday, 31 August 2015

Projects

Pretty hectic here at always possible towers over the last few weeks, so less time to write anything. Will get back on it.

The company has now been registered with Companies House for just over a month, moving it from a frenzy* of freelancers into a more structured legal entity.

*I am confident this is the correct collective noun.

In the past few weeks, some wonderful connections have been made and new ideas taking shape. 

I have been working closely to develop the Talent Match youth enterprise programme delivery with Dv8 Sussex and Prince's Trust - including leading an intensive day workshop on coaching skills for some leading creative entrepreneurs from across Sussex.

We continue to support The Original Theatre Company on their 5 year strategic plan, audience connections and fundraising. Their current show, Flare Path, has just launched its UK tour so do try and catch if it is coming near you. I went to see it in Eastbourne, but ended up drinking too long with the cast and missed my last train home. I recommend that you don't do that.

I have been dallying with the Digital Catapult Centre, looking at how the dots are being joined up in the world of tech and digital in Brighton - finding more about the ways in which data analysis is meeting creative design. Some interesting collaborations between the universities, LEPs and tech industry on the horizon, but still early days. A big 'digital exchange' site has been built at the bottom of Brighton's New England House so that the media companies can benefit from cheap and fast broadband without having to rely on the usual channels. At a networking event, I met and talked mentoring with a software engineer from American Express.

I went along to my first Atoms Collide event this week, an informal round-table ideas exchange, which was friendly and welcoming. I made a faux pas by giving out my business card (it is not a networking event), but still explored other people's interesting projects - which included solving a famous Icelandic crime mystery through writing and photography and hosting a series of events in October with people whose job is to make others terrified (think horror film effects artists etc).

As well as organisational consultancy, the main thrust of my company is project development, and brokering relationships between people, ideas and positive outcomes. Some key partnerships are being created to make the ideal become the pragmatic and to share skillsets and experience. will formalise this slightly more on the website, but here is a list of current always possible projects, either quite far developed or very early stages:


  • A leadership development programme for emerging executives in the FE & skills sector - focused on values-led leadership, emotional intelligence and organisational cultures.
Partner: Youthforce

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  • A creative financial literacy project, initially aimed at KS4 students with low maths attainment. Exploring the 'value' and projection of money, and how we use can truly understand the concepts of debt, credit and interest as mathematical ideas - but all social and personal ones.


Partner: Goodmoney

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  • A youth social action project, developing a Cultural Manifesto with young people living in rural areas in order to influence local authority and LEP decisions on cultural and investment in creative opportunity and skills.

Partner: Culture Shift

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  • A long-form mentoring project for 16-29 year olds in key areas of socio-economic disadvantage in Sussex and Surrey + a re-thinking of employability development through regular innovative Job Clubs for young people facing long-term unemployment.

Partners: Dv8 Sussex, The Girls' Network, A Band of Brothers, Catch 22, Youthforce

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  • An enterprise coaching programme for unemployed 18-24 year olds in Bexhill, Hastings & Eastbourne who want to explore self-employment or a business start-up idea.

Partners: Dv8 Sussex, The Prince's Trust, Tomorrow's People

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  • A digital resource pilot, developing models of blended learning of digital/classroom engagement with vocational skills tutors across Sussex.

Partners: Sussex Council of Training Providers, Sussex Learning Network

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  • A theatre crowd-funding and audience development project to take a piece of experimental new writing on a major regional UK tour in late 2016. 

Partner: The Original Theatre Company 

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  • A resilience skills project for 14-19 year olds in coastal West Sussex towns, incorporating sea (surfing), forest (woodland skills) and sky (creating supersized tall outdoor sculpture). 
Partner: TBC



If you're interested to find out more, or have funding for a project and need some assistance getting it off the ground, please give us a call




Monday, 10 August 2015

It Is Always Possible To…What?

I have started a business for people who want to make a difference.
I have called it always possible. But what the hell does that mean? What does it do?


When offering a service rather than a tangible ‘thing’ - an item for sale - the first challenge for any start-up is to define what lies at the core. What makes you interesting? What is your ‘why?’.

As Simon Sinek says, ‘people don’t buy what you do, but why you do it’.

With everyday that I work on the idea of always possible, it becomes clearer. Here is my pitch to you:

Why?

It is always possible to be brilliant. 

If you run an organisation that seeks to make the world better, or to challenge the things that don’t work - then I believe you can do it brilliantly.

I believe that if you’ve got the heart, soul and brain, you can make it work.

Whether you run a school, a government department, a tiny social enterprise, a youth club, a dance company, a research charity, a coffee morning, a synagogue or an after-school karate class - your provision has the possibility of changing the world, one positive experience at a time.

I believe that you need three things to be brilliant.

- The right people
- A clear purpose
- The right resources

It’s obvious? Think about an organisation you love working with or buying from, one that is thriving - what is it you love about it?

The organisations that don’t thrive, that either never get off the ground, or grow rapidly too big, or get so distracted that the floor collapses, will be missing one the three ingredients. I promise you.

No organisation is quite the same as an other, because each one has different people, a slightly different purpose, and different resources - but that is one of the most exciting things there is. But no organization is the first to try, fail and try again.

One of the hardest things to do, and believe me I know, is to step back and ask yourself the following questions:

- Does everyone in this organisation share the same values?
- Can someone we have never met explain why we exist?
- If 50% of our income streams vanished tomorrow, could we still thrive?

If you answer these questions honestly and you get three yesses, you can achieve everything you have set out to achieve. And much more.

If there is a no or two, then you’re with the majority. The thing is, though, you have just realised that something probably needs to change - which makes true brilliance only a short distance away.

What?

This is a long-winded sales pitch, you’re thinking - if you’ve got this far. Maybe. But the ‘why’ is fundamental, and I believe it is always possible to be brilliant. I wanted to set that context.

We all need a bit of help to be brilliant, and we are only brilliant because of our behaviours and the connections we build.

I’ve been around the block, for about 15 years so far. I’ve worked for/with some truly brilliant organisations, and I have worked with ones that have collapsed. I have supported charities, local authorities, training providers, schools, theatre companies, artists, social enterprises and more - I have made mistakes and prevented mistakes.

But my learning has led me to a point where I can use my knowledge and intuition quickly to create an environment for change.

I have met some amazing people on the way, and they are joining me for this journey, as associates, advisers and partners. If you book me, you might get them too, and they are worth their weight in gold.

We can help you, as friendly human beings who will *get* your business. We know you’re not like everyone else.


- The right people

We can help you develop your staff teams - whether it is helping clarify your vision and values or more formal training and CPD

We can support your leaders, with coaching or strategy planning - and we can help you hire the right people, or restructure existing teams for increased productivity and internal wellbeing.

We can help you to evaluate and self-assess your impact, and the impact of your team members. You need a culture that drives forward, gets things done - with a team that looks after each other and plays its best hand everyday. Sometimes a pair of outside eyes helps get to the heart of any barriers much quicker.

- A clear purpose

We can help you re-discover your ‘why’ - internally and externally. We can work with you around leadership thinking, and the creativity of being different to everyone else. We’re big, bold, creative people - but we have a keen eye for detail and for an opportunity.

We can link you up with local business networks, strategic influencers and bigger picture connections. With our help, you can distill your message so that everyone knows why you do what you do. We can improve your digital presence, the consistency of your communication and your presentation skills.

We have been designing successful education and creative projects across the south east and London since 1999. We can use what we know to ensure your good idea works in practice.

- The right resources

Our associates have raised and managed over £10million of public grants and contracts, philanthropic giving and commercial sales over the last decade.

We can help you write that winning bid, put together that killer pitch and make the most of your assets. Do you know what funding is available to you? We probably do.

We know how to hire the right staff, and to keep them. We can audit your health & safety practices and ensure that your policies are fit-for-purpose and keep your staff and service users safe.


* * * * * * 

If you like our approach, and you think that a bit of targeted support could help take your organisation to the next level - we’d love to hear from you. It all starts with a free no-fuss, no-obligation consultation to see if we can add value to your company.

Thank you for reading. Please share and ask questions. Have a lovely week.

Rich Freeman


email: ideas@alwayspossible.co.uk
tweet: @always_possible
call: 07877 307883



Sunday, 12 July 2015

Dear Nicky. You're Wrong.





Dear Nicky Morgan,
We’ve not met, but I follow your words and actions carefully since you are the most senior policy-maker in the UK when it comes to education and inclusion - two things very dear to my heart and my professional life.
It is clear that you care about them too. And that you are keen not to be quite as reductive and needlessly adversarial in your deeds as your predecessor. Good stuff. 
So, I had a bit of a head-in-my-hands moment over my crumpets this morning, when I read your comments about young people who choose to study arts or humanities subjects. Studying ideas that are not explicitly linked to science, technology, engineering and maths could "hold them back for the rest of their lives” you said, that these subjects could be useful “couldn’t be further from the truth”. You even seem to imply that anyone who studied such ridiculous and unimportant areas of inquiry in the past, such as English or history or fine art, had probably been conned.
I’m not going to defend the study of arts and humanities subjects. It has been done by people far more eloquent than I hereherehere and many other places. It also seems equivalent to arguing that human rights are simply a cultural luxury. Oh, wait...
Nicky, you see, the proposition that one area of thought, of the brain, of industry should have more value to a 14 year old choosing their GCSEs than others is morally contemptible when you are in such a position of influence. The STEM agenda is important, as is the drive to encourage more young people to study formula subjects - but only these? Really?
It is utterly anathema to cling to the myth that employers are purely looking for technical skills. Of course an A Level in maths would be a fantastic platform for anyone looking to make waves in life; but wouldn't it be even more exciting if more teenagers were choosing to also extend their critical thinking capacity, performance skills, engagement with ideas about human behaviour. Wouldn't it be fantastic for someone to have A Levels in maths, Spanish, drama and biology? - and not to think that they have to choose one thing or another, or that they have to be one thing or another. Nicky, you chose an event called 'Your Life' to suggest that it would be actually wrong to choose non-STEM subjects.
I would argue that how someone studies is infinitely more important than what they study, yet this has been radically ignored by politicians who have to be seen to be fixing 'failure'. There has been no qualified, or even remotely experienced, person in your post since 2002 which might play a part in this. I am also not a qualified teacher, but I have an ongoing professional interest in how learning works. Do you? 
The best teaching, learning & assessment will include opportunities for students to develop technical skills whilst challenging the status quo, to collaborate with peers on projects, to know where to go to find out more. There are the skills with which to comprehend, process and apply technical methodology - but also the skills with which to critically analyse, to create, to fail properly, to share, to understand and tell the story of something. Why are only half of these skills something you value?
Your thesis is that to choose to study arts subjects at GCSE, A Level or degree level is to put a cap on ambition. Someone studying these will be of less practical use to the world, and by that we know you mean to the bottom line of the private sector.
I am biased because I have pursued creative learning all my life, and I have no formula maths or science credentials (on paper) beyond compulsory schooling. But I was careful about how I studied; I read around subjects, I understood the broader personal skills I was developing, I was disciplined. Because of what I studied, I chose to look carefully at how people interact, behave and how they construct themselves in times of crisis; it led me to want to get under the skin of how values are used in business and education and regeneration. I have a good career that has a social and economic return for the UK, but you would discourage anyone in the future from following suit?
As you’ll know, the creative industries are growing very, very fast. Current forecasts are that 1.2 million jobs in this sector will be created by 2020 in order to meet demand. DCMS data from January showed a consistent 3.9% growth in creative jobs since 1997 (compared to 0.6% growth in the whole economy). £76.9billion contribution to GDP. So, arts and humanities graduates are joining a sector with demand, are best equipped to transfer their skills to other sectors, and are also highly represented amongst self-employment and start-up enterprise figures - they are good at making their own work. But you’re worried that anyone choosing this route will be held back, disadvantaged. That’s a powerful and really mixed set of signals for your government to send.
A couple of days ago, I had the privilege of spending an afternoon advising and planning with a much-admired entrepreneur. He is the director of a couple of small businesses that turn over 7-figure sums between them, he provides employment for over 30 people each year and provides a rare service that travels around the whole UK and Ireland and is accessed by many hundreds of thousands of people. He is celebrating his 10th year of doing this. Oh, but his business is touring theatre and he studied drama, so really we should warn future students against this useless work, right?
The same day I attended the retirement party for a headteacher, celebrating her 38 years as a professional educator. She leaves on a high, having transformed 3 schools as head, bestowing an enormous legacy across the city in which she works. But she studied arts and humanities subjects, from which she has built over three decades of imaginative, creative curricula that have met the needs of every child in her care. I don’t think it is an accident that the school is winning awards nationally for its inclusion practice, and internationally for the way in which children’s attainment improves through collaborative working. Perhaps that’s by-the-by? Perhaps this isn’t as important as if the school was winning awards for technological innovation? Or perhaps there would be room for both? 
I genuinely can’t see how your argument - even if well-intentioned - is useful or appropriate. You studied the law, your predecessor studied English. Most of your colleagues get into their roles studying philosophy and political theory. Is it that Oxbridge degrees are different? If you’re clever enough to get to the Russell group, then the concerns about what you study don’t matter so much? I'm genuinely curious, as I think it it is down to personal achievement and ambition.

What is clear to me is that higher-level vocational education should be equivalent to academic study. What is clear is that young people should think very carefully about what, how and where they focus their education and that they should listen to as wide a range of people as possible, weigh up the cost/value, do their homework and do something that makes them feel alive. What is also clear is that they probably shouldn’t just listen to you.
If you're worried that employers don't yet see the value of creative study, then contact me at the address below and I'd love to work with you on changing that. I'd be there in a heartbeat.

Yours, with respect,
Richard Freeman

Monday, 6 July 2015

The Drama Triangle


Being a parent of two young, restless children on these hot, light nights tests my emotional and physical resilience to an extreme. They have both slept in the car on the way home earlier, of course, so have already enjoyed a 45 minute deep sleep. The calming-down effects of the usual food, bath, story routines are undermined by the intense sunshine and sticky skin under even the lightest of pyjamas. 

I know we don't live in a sub-saharan hot-spot, but it is well-documented that the Brits aren't particularly prepared for hot days and nights. And our Sussex home near the coast is built to insulate, which it does very well.

The children don't go to sleep until gone 10pm, and for the 3 hours prior to this there is a merry-go-round of irritability: tantrums, frustrated stomping about, apologies, hot cuddles, pleading, blackmail, angry outbursts, platitudes etc etc. It is a buffet of ill-advised behaviours.

But it is only ever later on, when everyone's defeated, that you properly start to reflect on what could have happened differently (clue: I am getting the car seats fitted with dashboard-controlled spikes so that they can't fall asleep in the back unless I say so). You think about the behaviours the children use to gain control of the situation in their different ways - and the behaviours my wife and I use to strive for firm fairness yet quickly lose ground to sheer exasperation. We are caught in Karpman's drama triangle and the only way out of it is someone eventually falling asleep. Probably the grown ups.


Dr Stephen Karpman's 1968 idea, was that conflict needs players and players need roles. The consequential objective of each role is just to have its own needs met - even if temporarily - in order to feel justified in its rationale/behaviour/feeling.

Karpman suggests that in each conflict there are three main roles:

  1. The Persecutor: happy to allocate blame and to ensure that other players know they are in the wrong. They are probably angry, accusative, inflexible and feeling very righteous. In order to have their needs met, they require The Victim; someone onto whom they can project their irritation.
  2. The Victim: The Victim takes the brunt of The Persecutor's wrath. The Victim feels hard-done-by, got-at, powerless, ashamed, unable to do anything. This is obviously a position of anxiety for most, but psychologically it can actually often bring some comfort. You know where you are when you are The Victim, and it's easy to seek the pity of others. If The Victim role feels natural to you, then you need to seek out The Persecutor (if you haven't already got one) but also The Rescuer.
  3. The Rescuer: a big ball of guilt, who needs someone to help, because when you're the hero to others then you don't have to deal with your own feelings of anxiety or displacement. The Rescuer appears to be The Victim's saviour from The Persecutor, but actually cements the others in their negative behaviours - almost giving them permission to stay as the bully or the bullied as it makes everyone feel that they have a purpose.

The important things about these roles, is that they are not fixed to an individual. In the course of a conflict, the players will move around the three corners of the triangle - first shouting the odds, then feeling got-at when they are challenged, and then rescuing their former adversaries when they then go on to feel vulnerable. It is a rotating pattern of behaviours that, ultimately, serves no-one. Even when the conflict is finished, everyone of those players is likely to harbour some resentment - even if their short-term emotional needs feel sated.

What does this have to do with always possible, I hear you grumble - and is this just a parent-child thing?

Well, it has everything to do with everyday organisational behaviours, with corporate, community and collaborative development and - in a way - it is to do with parent/child relationships, but often metaphorically.

In some leadership workshops that I co-ran in March with managers from the FE and skills sector, we explored the drama triangle and whether it had any impact on the behaviours of those running education institutions. Of course! The lists kept coming:

Classic persecutors: Ofsted, awarding bodies, DfE, angry parents, angry learners, disgruntled staff, pissed-off neighbours, local authority, politicians, social workers...

Victims: teachers, Headteachers, learners (again), disgruntled staff (again), neighbours (again), politicians (don't blame us, we've got books to balance)

Rescuers: teachers (again), counsellors, social workers (again), local authority (we really do understand...), colleagues, Headteachers, Ofsted, whiskey...

You get it.
This theory has been around for nearly 50 years and is used daily in the fields of 'transactional analysis', and the study and understanding of social and professional behaviours. But, it is one of the simple ideas that I think makes a lot of sense, and to understand where you are on in the cycle during any given 'drama' enables you to get yourself out of it.

As a manager, leader and consultant, I will always be very mindful about the sorts of drama triangles that are sapping my clients' energies - and situations don't often look or feel like a theoretical diagram can neatly sum them up - but dig a little and patterns emerge. The obvious examples are where company leaders feel that they have absolutely no control over the future of their organisation - because of cuts in funding, because customers are more demanding, because you can't get the staff, because the competition are just that bit bigger - and the sensitive conversation to have is about how long this feeling has been going on and whether actually it is easier to be The Victim because the narrative it provides displaces the need to do something about it. The belief that The Rescuer will be along soon (a grant windfall, a good bit of publicity, a stay of execution from the landlord/taxman/whoever, some good results) is sometimes enough to keep people going.

When you write it down, it sounds a bit irrational (I think) - but I would guess that 80% of small values-led organisations, schools, arts organisations, SMEs, charities, have this mindset for a big chunk of their developmental years.

Is there an answer? Well, self-awareness can bring some different ways of looking at things.

Much of the follow-up work to Karpman has focused on the idea of ridding the parent-child power games in favour of more adult-adult conversation. If one part of the triangle ceases to play along (much like if you remove one of the elements needed to maintain a fire), then the drama collapses. It takes one party to speak above the noise and call for a bit of perspective.


The idea is then that the energy given out in perpetuating the drama could actually be used for the long-game, reframing the action towards problem-solving behaviours rather than the emotional quick-wins. Of course, much easier said than done, but that's where some outside perspective can often help.

If it works, then The Persecutors become Challengers. They might still have a bee in their bonnet, and they might have a thing or two to say - but it moves from bullying to a more collaborative approach that relies on accountability and transparency. Most importantly, they are clear about what behaviours from others will enable them to feel less angry or critical - and to have realistic expectations about how these can be achieved.

The Victims become Survivors, understanding that purely to seek the validation of feeling vulnerable means it can never move beyond that point. The key is to identify, and then take, some action - still often with the help of others, but without the co-dependency. This may mean letting go of some strings.

The Rescuers become Coaches. Having some synergy with the Challengers, this role helps others to identify the behaviours they need to exhibit in order to get themselves out of their rut. The better the coach, the less direct rescuing they need to do.

Of course, this is just a framework, but it can help foster a dialogue within teams - especially when the proverbial starts to hit the fan. There are people who won't buy-in to it, and there a organisations who feel their natural harmony and problem-solving is the glue which binds them - which, if true, will lead to a thriving company much quicker than others. But it is rare that no-one ever finds themselves in this trap.

I will still blame my role as grumpy daddy on the car-journey sleeps and the fact that British houses are poorly designed for hot days. It's nothing to do with me, guv. Not my fault.