A recent conversation with a neighbor taught me a few things about understanding. She and I usually disagree about almost everythingâfrom politics to the meaning of lifeâbut after two hours of talking one Saturday afternoon, we had a conversation that was âeffectiveâ from a communications standpoint. We not only came to understand what each otherâs opinions were, but also why we had them and how we developed them. We even succeeded in changing each otherâs minds a couple of times. In our cultural climate of sharp polarization, this felt like real progress.
One of six Essential Practices in Active Living By Designâs Community Action Model, Strategic Communication is a goal-driven method of communication that aligns messages and tactics with communitiesâ priorities and audiencesâ values, recalibrates based on measurable results, and strives for an evolving, two-way dialogue. Meeting these challenges requires the ability to not only know the values and worldviews of intended audiences, but also the ability to create messages that resonate with them. Well-planned, purposeful, and reciprocal communication can help healthy community partnerships build quality relationships, shared commitment to action, and mutual understanding.
As Iâve reflected on the conversation with my neighbor, I noticed a few key reasons we were able to connect that are relevant for healthy community advocates and nonprofit communicators:
Neither of us were in a hurry that afternoon and were able to linger as our conversation intensified. I could say that we both made time to talk, but that wouldnât accurately describe what a privilege it is to have time to devote just to connecting with another person.
In our work creating healthier communities, itâs important that we intentionally plan enough time for understanding our intended audiences, whether they comprise community members, elected officials, or business leaders. And understanding takes time. Itâs difficult to develop true understanding of othersâespecially those whose views differ from oursâthrough soundbites and character limits. As you craft a strategic communications plan, build in up-front time for real conversations with community members and partners. Sometimes the discussions will be difficult. Sometimes theyâll go off-script. But without that commitment to the time and resources it takes for connection, youâll miss insights that could impact and improve your work.
In other words, my neighbor and I didnât enter the conversation attempting to persuade each other (partly because weâve humorously established an âagree to disagreeâ truce). Instead, we had enough respect for and curiosity about the other person that we asked questions more often than we tried to prove a point.
How can we create messages that resonate our audiencesâ worldviews if we donât know what those world views are? Our assumptions about others can lead not just to miscommunication, but to ineffective decision making. And strategic communication doesnât necessarily mean mapping out every detail of our messages in advance. Thereâs still room for the unexpected magic that happens when people try to understand each other. By asking more questions, especially when we disagree, we can better identify the narratives that frame othersâ perspectives and effectively respond to them.
My neighbor is part of my community. Although we have stark differences in opinion, I trust that sheâs not out to âget me.â I trust that sheâs developed her worldview in an authentic way. I trust that she thinks the same of me. By trusting each other, we could talk honestly without fear of reprisal.
In communities with a history of social and structural injustices, trust may need to be built alongside the pursuit of mutual understanding. There may be tension in partnerships that include stakeholders across diverse disciplines, geographies, perspectives, and power hierarchies. Tension is often greatest with efforts to bridge differences across age, race, class, and culture. A strategic approach to communications recognizes that trust can be both an ingredient and a result of evolving, two-way dialogue. Active Living By Designâs resource Lessons for Leaders shares more insights about ongoing relationship building and how to communicate and connect with strategic intention.
While I wouldnât go so far as to say that my neighbor and I completely understand each other now, weâve at least found common ground where before we had none. Next time I see her, I may even tell her I wrote this blog.
*Covey, S. R. The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change. New York: Free Press, 1989.