Why is it so hard to get things done in Tribal communities?

My colleague Jerry Nagel sent me a link to a video of Al answering the question of why it is so hard to get things done in Tribal communities.  Essentially he identifies seven factors that make community empowerment unique.  These seven factors bear out my own experience too.  He calls these  The Art of the Native View.  If you understand this view, the work you do will take.  If not, and if your work is built on mental models that don’t take these into consideration, you’re in trouble.  In my own success and failures working in communities I can relate to how important it is to build your work on appropriate mental models, appropriate views.  Even though Al identifies these seven factors as basically universal, each community has unique circumstances, cultures and histories that also inform the work of community empowerment.   This stuff is interesting to me as I am about to embark on a project to work on community engagement and empowerment with my mates in the  Berkananetwork, tailoring some of our resources to work in Tribal communities in North America

Starting around 5 minutes into the video, Al gets to the nub of his approach in building empowerment in Native communities. It centres around seven things that all Native communities share which make the work of empowerment unique.  I’m summarizing and editorializing a little on his words here.

Communication systems. The default communication system in Indian country is the moccasin telegraph.  Works fast but not always reliable.  So we need a variety of ways to communicate – audio, visual, kinesthetic.  Reliable commonly shared information is important and doing it in a multi-modal way is important.

Leadership systems. Who are the leaders in the community?  Elected leaders, heads of entities and institutions yes, but what about moms, students, Elders, veterans?  Leadership is everywhere.  The system that develops and directs leadership in all these ways is important.  Elections are clear but how are we developing leaders in other areas and how do we get information to leaders so they can act?  Leadership in Native communities comes from invitation: you are asked to be a leader.  Also, there is an end time.  When it’s over, it’s over.  In Anglo cultures we seek out leadership and then we hang on to it as long as possible. To me this is one of the reasons why Open Space is such an interesting fit for traditional leadership forums, as these are the same dynamics that underlie that process.

Governance. What are the rules that tell us what we can depend on?  Not the same as government.  Do your rules help you or hold you back?  That is the essence of governance

Lateral oppression. Sometimes called the Indian crab syndrome (in a bucket of crabs, when one tries to escape the others will pull it back down).  Lateral oppression is the way that power shows up in shadow in a community.  When you are working with empowerment, the shadow work of paying attention to lateral oppression is very important.

Racism and Inequality. A common experience of all Native people living in community is the disparity of experience on the rez vs. off the rez.  Over time, experiences of oppression, racism and inequality eat away at self-esteem and colour how we relate to the outside world. Just this evening in a cafe I was running this dynamic showed up as a difference between how a First Nations forest company and non-First Nations forest companies dealt with the stress of uncertainty about the future.

Hurt and Balance. The lingering effects of trauma from issues like residential school abuse, language and culture decline, and the subsequent multi-generational issues create a myriad complex of dynamics that often confuse and confound outsiders.

Al’s framework is a useful lens to view work in Tribal communities.  Mental models and world views matter.