The New Future Plan (NF Plan) calls for the Center for Nonviolent Communication (CNVC) to evolve into an organisation (NVC-O) organised in new ways, offering the potential for more to get done, in service to the NVC community and to expanding the vision of what NVC can contribute to the world. This bulletin addresses how those new ways of organising will affect the CNVC Board of Directors.

Shift to self-management

Traditional nonprofit organisations rely on a Board of Directors directing and monitoring an Executive Director, who directs and monitors “managers,” who direct and monitor “workers.” (In a small organisation, intermediate roles like “managers” may be absent.)

The NF Plan calls for the new organisation that CNVC is evolving into, NVC-O, to instead be self-managed. In this model, self-managed work-groups (called Weaves) do the work of the organisation, coordinating with one another as needed. There are no limits to the number of Weaves, or the number of people (Partners) who can serve in these Weaves. Partners and Weaves are empowered to make decisions without funneling those decisions through a centralised group like the Board. As a result, the capacity of the organisation to address important matters is expected to be much larger than it has been with the old organisational design.

Those used to a more traditional way of organising may be challenged to imagine how this design could work. Yet, Frederic Laloux has identified successful companies which demonstrate that this way of doing things can and does work, and has many benefits. This was a significant inspiration to many people who worked on the New Future Plan.

NF Plan Bulletin #2 discussed some of the mechanisms planned to support self-management working in NVC-O.

Role of the Board in a self-managed organisation

In a small organisation, it is common for the Board to be the place where any complicated or important decision gets decided (or “falls through the cracks” and doesn’t get decided).

Under the principles of self-management, which is at the heart of how the NF Plan calls for the CNVC/NVC-O to function going forward, there are other, more appropriate places for most decisions to be made. It would be contrary to the principles of this approach to funnel important decisions through any one particular group.

Within the self-management paradigm, the job of a Board is not to make the important decisions on behalf of the organisation, but to champion others making decisions in ways that are aligned with the principles of self-management. To support transition towards this model, it is important and useful to look at any decisions that a Board would traditionally make, or would want to make, and to ask who might be well-positioned to make that decision? Someone might be well-positioned because they are the one who would be implementing the decision or who will most readily see its effects. If nobody is well-positioned to make the decision, then that might be an indication that it would be good for the Board to invite the creation of a new system. It is critical to the philosophy of self-management that decision-making about the most important matters is decentralised, so that everyone has full access to participating in important decisions.

Incorporated for-profit and nonprofit organizations have a Board because it is a legal requirement. The Board is responsible for ensuring that the legal entity is managed prudently and complies with its purpose and applicable laws and regulations. However, there are different options for how a Board cares for its responsibility.

Traditionally, a Board assumes a position at the top of a decision-making and power hierarchy. It decides what people in the organisation should do and “holds them accountable” by delivering consequences if work is not done as directed or does not meet expectations. This design expresses various assumptions about people and how work best gets done. It assumes that people at the top, because they are ultimately responsible, know best, while all others are not to be trusted with decision-making and need to be monitored and corrected.

Frederic Laloux’s study of self-managed organisations suggests that this traditional approach, which he calls “command and control,” is often far less effective or necessary than people imagine. It wastes significant energy, and blocks people in the organisation from taking full responsibility, by requiring a few people to be “in charge” of others and to bear “ultimate responsibility.”

In contrast, self-managed organisations invite, trust, and support everyone to take full personal responsibility for caring for the organisation and its purpose. When people in an organisation are given this chance and offered supportive conditions, it turns out they are perfectly capable of doing this. Laloux found that trusting and giving full responsibility to everyone typically results in the organisation being better cared for than when full trust and responsibility are granted only to those at the top of a hierarchy.

Based on these principles, it is critical that the Board of a self-managed organisation (or an organisation transitioning towards self-management) cares for the organisation by doing everything it can to ensure that the system of self-management is strong and functional. This could entail making the structural legal changes that allow more people to influence and make decisions, providing as much relevant information as possible about current systems or conditions so that members of the organisation can make informed decisions, and surfacing issues that those who have not participated in decision-making before may not know about. With regard to most issues, the Board making decisions, rather than coaching others to make wise decisions, is likely to undermine the goal of healthy self-management. So, paradoxically, refraining from decision-making and resisting the habit or pressure to claim sole responsibility and authority as a Board constitutes a deep practice through which the Board of a self-managed organisation cultivates the well-being of the organisation.

In this model, the role of a Board member becomes mostly one of mentor and advisor, more than decision maker. The Board still ensures that the legal responsibilities of a Board are addressed. However, this is mostly done through ensuring that others understand and address the needs involved. This change in the definition of the role doesn’t in any way reduce the opportunity to be a decision maker. It simply means that those who are drawn to decision making will naturally be drawn to take on other roles, where they will be closer to the effects of the decisions that they are making. The ideal qualification for a Board member becomes being deeply inspired by, and knowledgeable about, helping the organisation to self-manage.

A shift to self-management leads to more people sharing the work of being responsible for the organisation, more power sharing, and more opportunity for people to influence key decisions.

Changing how the parts relate to one another

The evolution of CNVC into NVC-O involves a paradigm shift, with regard to how things are organised.

In recent years, the CNVC Board has tried to support a degree of self-management for the CNVC Staff. Yet, the organisation has continued to be structured in a manner that is typical of organisations using a top-down “command and control” management strategy (see figure above labeled “Past”):

• The Board has been ultimately “in charge.”

• The Board has self-selected its own members.

• The Board has governed the CNVC legal entity.

• The CNVC legal entity has supported the CNVC organisation.

• As needed, the Board has managed the CNVC organisation.

This design put a huge amount of both responsibility and power into the hands of the members of the Board.. The Board has generally consisted of a small group of part-time volunteers. Because most important matters ultimately had to go through the Board, this has often led to Board members feeling overwhelmed. There have been severe limits on how much attention the Board could give to listening to those outside the Board, and how many issues could be addressed.

The new organisational design alters the relationship between the Board and the organisation, to support alignment with the philosophy of self-management (see figure above labeled “Future”):

• The Partners who make up the organisation will be ultimately “in charge.”

• Through the Partners, the organisation will self-manage.

• The Partners of the organisation will select the members of the Board. (Note that the  transition plan calls for members of the CNVC Board and CNVC Staff to become Partners and thereby influence Board selection.)

• The Board, per its legal responsibilities, will attend to the CNVC legal entity (and mentor the organisation).

• The CNVC legal entity will support the organisation, which might be thought of as either NVC-O or CNVC. (See NF Bulletin #4 for the ways in which these are nearly the same thing.)

This design moves the responsibility of being the “ultimate decision makers” away from the Board. This eliminates the decision-making bottleneck that has often limited decision-making in the past, and could provide significant relief from the overwhelm that tends to happen when most responsibility is placed on just a few people.

Legal details of transitioning to self-management and expanding decision-making in CNVC

U.S. law supports structuring nonprofit organisations for self-management, because nonprofit corporations like CNVC have the option of being membership organisations. In a membership organisation, the members are, to varying degrees, the ultimate decision-makers. Members typically select those who serve on the Board. If an organisation also empowers the members to be the ones who can change the corporate bylaws, that makes the members into the ultimate decision makers.

CNVC is technically already a membership organisation, according to the existing CNVC bylaws. However, no one has ever been granted legal membership in CNVC. As a result of the absence of members, the CNVC Board has been in a position to select additional Board members directly (or re-select themselves).

The CNVC transition plan that was agreed to by representatives of the CNVC Board, Staff and the New Future Integration Council calls for the NVC-O Partners to become the ultimate decision makers,  in accordance with the principles of self-management.. (Note that the CNVC transition plan calls for members of the Board and Staff to become Partners, so they will be among those that the model empowers.) To achieve this:

• Partners will be defined to be the members of the corporation (CNVC).

• The membership will be empowered to select Board members and alter the bylaws.

Staff representation on Board

The plan calls for a representative of the Staff to have a seat on the CNVC Board.

Steps to implement the changes

The plan is for changes to occur incrementally, a little bit at a time, rather than all at once.

1. Aspects of self-management were slated to begin at the beginning of the Implementation Phase. For example, it was agreed that the CNVC Staff and the Implementation Council would collaboratively make decisions about a shared budget.

2. Structural alignment was planned to happen through the CNVC Board ratifying bylaws changes to make the Partners the members of CNVC, with the members being empowered to select Board members and make future bylaw changes.

3. Self-management is expected to emerge incrementally, with the support and encouragement of the CNVC Board and the Implementation Council.

   1. Mechanisms for addressing organisational functions in a self-managed way can emerge as they are ready to do so.

   2. Everyone is encouraged to notice and act on opportunities to shift towards making decisions in more self-managed ways, and to function in ways more aligned with NVC-O’s agreed ways of operating.

   3. Because there is no date when, suddenly, everything will be cut over to new way of doing things, there is no danger of the new systems “not being ready in time.” Any function that does not yet have a mechanism for being performed in a self-managed way can be performed in the old way, until the new way is ready.

   4. Tending to opportunities to move towards the new way of doing things will be both necessary and sufficient to create eventual full alignment with the new model.

4. CNVC Staff and Board members become Transitional Partners in NVC-O by going through an Onboarding Process, once those who are involved in the implementation of NVC-O have prepared the Onboarding process.

5. A Staff representative will be added to the Board. This might happen by amending the bylaws to reflect this, or by establishing an agreement among the Partners that one member of the CNVC Board will be selected in this way.

6. Once other steps have completed, the CNVC bylaws will be further amended to reflect the organisation being self-managed.

   1. The intention will be to clarify the Board’s new role and shield the Board as much as possible from expectations that it should manage the organisation (rather than simply focusing on what it is essential for them to do and encouraging others to make decisions whenever possible).

   2. These changes to the bylaws will happen after the essential functions of CNVC have transitioned to self-management, and Staff and Board members have become Transitional Partners.

Conclusion

In summary, the CNVC Board will be affected by the NF Plan as follows:

1. The job of the Board will become more focused on mentorship, and less focused on decision-making. It will be critical to reorient to supporting self-management, by encouraging others to make decisions whenever possible.

2. Instead of the Board self-selecting and managing the organisation, the organisation will self-manage and select the Board. This will create alignment between the structure of the organisation and the principles of self-management.

3. A Staff representative will be given a seat on the CNVC Board.

Change will happen incrementally, with different changes happening at different points in time. There will be no need for any sudden, large changes to happen all at once.

This bulletin offers a high-level overview of how the Center for Nonviolent Communication, CNVC, will be evolving to support the creation of NVC-O, the (not yet named) organisation envisioned in the New Future Plan (NF Plan).

What was the goal in creating NVC-O?

The New Future Process essentially invited those in the NVC network to think about the question: “What sort of organisation would we like to have at the heart of the worldwide NVC community?” Six hundred and five members of the NVC network offered their thoughts about this and related questions through the Synanim process. Then, Working Groups developed decisions meant to serve as concrete steps towards realising the dreams that the community had expressed.

NVC-O is the organisation (described in the NF Plan) that those working in the NF Process designed to be a vehicle for making the dreams expressed by the NVC network in the Synanim process into a reality.

In designing NVC-O, the goals included:

• Continuation of CNVC’s service to the NVC network, building on and enhancing what has worked well..

• Responsiveness to the needs of the community and to the “aliveness” of those doing the work.

• Capacity to get much more done and meet more needs. This includes capacities to:

  • Make as many decisions as are needed.

  • Be efficient and effective.

  • Benefit from the energies and talents of many people.

• A more deeply international and inclusive orientation.

How does CNVC fit into the picture of the New Future?

Those working in the NF Process established the vision of NVC-O, the organisation that would be at the heart of the worldwide NVC community. Then, the question arose: How do we get from where we are now (CNVC), to where we want to get (NVC-O)?

Let us consider a metaphor for the situation. Imagine that you had a business that you had been running out of one particular building, call it the Old Building, for several decades. You have spent time thinking through what sort of building will care for the needs of the business in the coming decades. You have called this new building that you want to use, the New Building. The question is, to create the New Building, will you build it from scratch, with a new foundation and all new materials — or will you renovate and expand the Old Building until it essentially becomes the New Building?

Those who came up with the NF Plan chose the latter approach, renovation. This philosophy is reflected in the CNVC transition plan, which was co-developed with the CNVC Board and Staff. The Plan calls for CNVC (the Old Building) to be built upon (with many elements being continued and reused), and also altered and expanded, in order to create NVC-O (the New Building).

How will different elements of CNVC be affected?

We might think of CNVC as one “thing,” but the CNVC organisation is actually made up of a number of different elements:

1. CNVC legal entity (a U.S.-based tax-exempt nonprofit corporation, with a Board of Directors, bank accounts, and so on)..

2. Functions that the organisation performs (e.g., IITs, Certification, etc.)

3. People who make the decisions and do the work.

4. Office where much of the work is done.

5. Ways of organising and operating, including how decisions are made and how work gets done.

The changes called for in the NF Plan mostly relate to #5, ways of organising and operating.

As for the other elements of CNVC:

1. The legal entity will continue. There will continue to be a CNVC Board of Directors. Changes affecting the Board will be discussed in a subsequent bulletin.

2. The major functions of the organisation will continue. How some functions are performed will be evolved (e.g., in the case of Certification). New functions will also be added.

3. The people working on behalf of the organisation will generally have an opportunity to continue to do so, provided they are able to adapt to the new ways of organising and operating, and meet any new selection criteria for the roles that they are in.

   1. In particular, If they choose, CNVC employees will be able to continue performing the jobs they have been doing — ideally under conditions that will offer more support and require less in the way of heroic labors.

4. The office of CNVC will remain open, unless there is a collective decision by the employees and others to change this.

For clarity, when we talk about the CNVC organisation, we are talking only about those who have a role in making decisions on behalf of the organisation. Others, such as Certified Trainers, non-certified NVC trainers, and NVC practitioners are not directly affected by the changes in the NF Plan; they will be able to continue to do what they have been doing, in the way that they have been doing it.

What changes will there be to ways of organising and operating?

Those working on behalf of CNVC will organise and operate in the way that these are done in NVC-O. In particular:

• Work will be done in work-groups called Weaves.

• Those working on behalf of CNVC will go through a Partner Onboarding Process and become Partners in NVC-O.

• Decisions will be made in keeping with the principles of self-management.

• Coordination and consistency within the organisation will be achieved through a variety of mechanisms.

Many of the principles that govern how people will organise and operate were described in the previous bulletin, NF Plan Bulletin #2.

Conclusion

CNVC will continue to exist. The primary changes to CNVC will involve the ways that it organizes and operates.

NVC-O is largely a name for the form that CNVC is evolving into. A subsequent bulletin will describe the relationship between NVC-O and CNVC in more detail.

This bulletin presents some key ideas regarding the organisation whose creation was called for in the New Future Plan (NF Plan). This organisation is being referred to as NVC-O (for NVC Organisation) until it is given a real name.

What will NVC-O be?

NVC-O is designed to be an international NVC organisation, which will connect and serve NVC trainers, practitioners, and organisations all over the world, and contribute to spreading the benefits of NVC. It will more or less do the things that CNVC has been doing — including offering IITs, offering certification, providing a point of contact for people to learn about NVC and NVC trainers, and so on — but will also set the stage for a great deal more to happen.

How will NVC-O relate to CNVC?

NVC-O can be thought of as simply a name for the new form that CNVC is evolving into. NVC-O is an evolution, continuation and expansion of CNVC. CNVC will continue to exist. It’s almost the case that CNVC and NVC-O are simply two different names for the same thing. A subsequent bulletin will describe the relationship between NVC-O and CNVC in more detail.

NVC-O Community

The NF Plan invites people who are passionate about practicing and sharing NVC to make themselves known to one another by registering as Members of the NVC-O Community. As time goes by, systems will be developed by NVC-O to offer resources to Members of the NVC-O Community, and to support Members in connecting with one another in life serving ways.

NVC-O (the organisation)

The term NVC-O (or whatever name replaces it), when used without adding the word “Community,” refers to an organisation that is embedded within the NVC-O Community.

• Everyone who is in NVC-O (the organisation) will also be a Member of the NVC-O Community.
• However, only some Members of the NVC-O Community will choose to actively participate in NVC-O.

○ This is similar to the way that, currently, only some people actively participate in CNVC (via participation in the CNVC Board, Staff, IIT Resources Team, Certification Coordination Council, and Assessor group).

• Likely, most NVC trainers will become Members of the NVC-O Community, but only some will choose to participate actively in NVC-O.

The organisation, NVC-O, will be a place where work gets done in service of the NVC-O Community, and in service of bringing the benefits of NVC out into the world.

The remainder of this bulletin will be about how things work in the organisation, NVC-O.

A new philosophy for organising

Any organisation faces the challenge of making sure that there is some coordination and consistency in what is done by people in the organisation.

Traditional strategies for achieving this tend to rely on a top-down hierarchy, in which just a few people (“on top”) are the ultimate decision makers. This strategy works, but has limitations: even with the best of intentions, it can easily result in a “power-over” style of relating; and it limits the number of people with the authority to make decisions, which can limit how much and how quickly things can get done in the organisation.

NVC-O uses a different strategy for organising, which might be called “distributed self-management,” intended to reduce the chances of power-over relating, and greatly increase the capacity for getting things done.

The design of NVC-O was greatly inspired by author Frederic Laloux’s book Reinventing Organizations. This book analysed companies that have been wildly successful while organising their work in innovative new ways. To many of the people involved in developing the NF Plan, these ways of organising seemed to be exceptionally aligned with values inherent in NVC.

Laloux found that in traditional companies, a huge amount of energy went into trying to control people, in ways that were ultimately not very effective, and which blocked people’s abilities to bring their full aliveness to bear in serving the purpose of the organisation. Designs like that of NVC-O offer an antidote to these problems, supporting both full access to people’s passion and talents, and consistency with the purpose of the organisation.

What supports getting more done

In NVC-O, the capacity to get things done is dramatically increased by:

• avoiding having a top-down hierarchy that would create a decision-making bottleneck,
• allowing there to be an unlimited number of Partners (full participants) in the organisation, and
• giving every Partner full authority to make the decisions needed to get things done.

What supports coordination and consistency

Coordination and consistency are supported through a variety of systems. All Partners are asked to:

1. Use the Purpose (and Vision and Mission) of the organisation as a guiding star to orient their activities. The Purpose, especially, is to be treated as a something living and evolving, at the heart of everything that is done.
2. Be aware of their impact on others, and take responsibility for caring for the whole, especially in any decisions they make that impact others.
3. Participate in small work-groups, called Weaves, so that work is done in close partnership with others.
4. Commit to receiving, and integrating, regular feedback from those they work with or affect.
5. Commit to transforming conflicts that arise, particularly with other Partners, to find strategies that work for everyone.
6. When making decisions, seek advice from those affected by or with expertise relating to the decision.
7. Honor, and help to evolve, operational agreements that support consistency in what people can expect from one another.
8. Offer transparency, so that other Partners know about, and can potentially engage with, whatever decisions are being made.

For most people, it is likely to be new and unfamiliar, to work in a way that is completely shaped by the ideas above. As a result, another essential part of the design is that:

9. Everyone who becomes a Partner goes through a rigorous Onboarding Process, to ensure that they are prepared to work in this environment and are aligned with this way of working.

These nine elements (and others) make it possible to both fully empower individuals, and support coordination and consistency in what happens in the organisation.

Additional coordination mechanisms

Work in the organisation gets done in work-groups called Weaves. There is no limit to how many Weaves might eventually be formed within the organisation.

The different Weaves in the organisation are grouped into Clusters of Weaves, which are organised around related themes. The members of the Weaves in each Cluster will select representatives to serve together in a Cluster Weave.

The Cluster Weaves will, in turn, select representatives to serve on a Global Council. The Global Council will also include a representative of the NVC-O Community.

The Cluster Weaves and the Global Council serve functions of information exchange, coordination, and focusing on the big picture. They are not part of a “command and control” hierarchy.

Individual Weaves are autonomous in their decision making, subject only to the coordination and consistency mechanisms described in the prior section, and any agreements that they enter into voluntarily.

Conclusion

This bulletin has offered some key insights into how the organisation of NVC-O is intended to make it possible for much more to get done, while still supporting coordination and consistency in what happens.

This is a first installment in a series of short essays offering orientation to the changes planned in the New Future Plan (NF Plan). The purpose is to support everyone knowing the basics.

In this installment, we’ll describe a few bits of the big picture.

The Process

Why was the New Future Process initiated? This was partly described in a 2014 letter to the network from the CNVC Board. Historically, the Center for Nonviolent Communication (CNVC) had had a strong focus on supporting Marshall Rosenberg in getting his work out to the world. After Marshall retired, this focus no longer applied in the same way. It seemed to make sense to open up the question of how CNVC could best serve life moving forward. A choice was made by the Board to invite the worldwide NVC community into a process of deciding what would happen next. The purpose of the process would be to “make changes that will serve the aspirations of the global NVC community, based on the collective wisdom of that same community.”

The process produced the New Future Plan:

• The process began with an online collaborative writing exercise (using “Synanim” software). Over 600 people from over 40 countries participated, in 4 languages. Four statements of what the community wanted were produced.
• In the next stage the community was asked to nominate people to serve in Working Groups. Their job would be to translate the dreams of the community into concrete decisions. Eventually 42 members of the community were identified, agreed to serve, and were approved by the CNVC Board. They served in 9 Working Groups.
• The Working Groups made concrete decisions, after sharing their initial ideas and incorporating feedback from the NVC community. The decisions of the different groups were then brought together and reviewed for consistency by an Integration Council elected by the Working Groups. Feedback from the NVC community was once again sought, and adjustments were made to reflect the results of that feedback.
• The end result was ratified and published as the New Future Plan. (Although there are many documents that offer details, the heart of the NF Plan is in a single 29-page document titled New Future Plan Actionable Decisions.)

What is the New Future Plan about?

The New Future Plan is about what will be done in the context of a global NVC organization.

It doesn’t try to change what individual NVC practitioners or trainers do, or how independent NVC organizations around the world operate.

The Plan mostly focuses on changing certain aspects of how the organisation does what it does. It calls for relatively few immediate changes to what the global NVC organisation (CNVC) does. A major aim is to create conditions to make it easier for more to get done, with more responsiveness to the needs of the community.

New organisational capabilities

The plan calls for things to be organized in ways that replace the traditional top-down organisational structure with a flatter structure involving more distributed decision-making. It is anticipated that this will allow more people to get involved in the organisation, in more meaningful ways, increasing the capacity of the organization to get things done. How this will work will be described in more detail in another installment.

To support functioning in a way that is different than what has been done before, and to support more possibility of being truly international, the Plan calls for the creation of a new international NVC organisation. The name of the new international NVC organisation has not yet been chosen. For now, it is being referred to as NVC-O, for “NVC organisation.”

What will happen to CNVC?

Although we talk about NVC-O as being a “new organisation,” in some ways NVC-O is simply an evolution and expansion of CNVC.

The NF Plan includes a CNVC transition plan, which the board and staff of CNVC participated in creating. This transition plan says that CNVC will continue to exist, and that CNVC will become a part of NVC-O. There is no intention to close the CNVC office. How things are done in CNVC will evolve to be consistent with the ways that things are done in NVC-O. What is done now by CNVC will generally continue to be done.

As CNVC becomes fully integrated into NVC-O, it is likely that people will come to think of NVC-O and CNVC as different faces of the same organisation, rather than being two separate organisations.

Evolution of Certification

Another way that the NF Plan also calls for “how” things are done to change is in the area of Certification. The assessment process will shift to being more fundamentally

community-oriented. Candidates will participate in groups in which people “live NVC” together. There will be feedback from the group, and a group decision about readiness to proceed. Groups will include other candidates, trainers who wish to be involved, someone to support awareness related to issues of accessibility, and people who, like today’s Assessors, are trusted to embody NVC in an integrated fashion. This move towards a more community-oriented assessment process reflects trends in how assessment is already being done in some parts of the world.

Although some terminology may change, trainers who go through the process will still be able to call themselves “Certified Trainers.”

The process will eventually be expanded to apply to NVC practitioners, as well as NVC trainers.

What new focuses are planned?

Some areas where the NF Plan calls for new things to be done are:

• Offering more support for people to experience “community” in the NVC world.
• Providing support for more people, from diverse backgrounds, to have access to the benefits of NVC, and to be included in the life of the international NVC organisation.
• Adding regular global conventions, evolving the way IITs are offered, and supporting other types of trainings in addition to IITs.
• Adding internet capabilities (a “Virtual Home”) to better support the NVC community, including support for exchanging information and developing projects related to social change and peacebuilding.

More details later

This installment has offered a high level view of what is in the NF Plan. Future installments will take a closer look at specific topics.

Our design of NVC-O is unconventional. The plan focuses only in general terms on what NVC-O will do. We gave more attention to designing NVC-O to make it easier for things to get done. The idea is a bit similar to the way the designers of Wikipedia focused only in general terms on what type of articles they wanted to have written, and gave more attention to creating a platform that would make it easy for people to collaborate on writing articles. We intend NVC-O to be a platform that supports people in collaborating to get things done in relation to NVC.

NVC-O will operate in a manner inspired by the book “Reinventing Organisations,” by Frederic Laloux. NVC-O will operate using principles of self-management, which support autonomy and empowerment and reduce decision-making bottlenecks. There will be no centralised authority. Instead, the “Partners” in NVC-O will each have full authority to make any decision, provided they ask advice from those likely to be affected by the decision and those who have relevant expertise. The one exception is situations where a collaborative decision-making process is requested.

Being a Partner in NVC-O will be comparable to being a worker/decision-maker in CNVC (e.g., a member of the staff or board). However, there will be more Partners in NVC-O than there have been worker/decision-makers in CNVC. Both trainers and non-trainers may become Partners. For the most part, those who don’t become Partners will be able to continue what they’ve been doing with very little change.

In the absence of a management hierarchy, we designed other mechanisms to support what Partners do in being synergistic and coherent. Partners will be asked to align what they do with Operational Agreements, which they will be encouraged to help improve. Partners will be invited to regularly consider how their work relates to the evolving purpose of the organisation and to organisational values, vision and mission. Partners will be asked to think about how what they do will affect the whole, operate transparently, participate in regular feedback processes, and participate in conflict transformation processes when needed. People becoming Partners will go through an “onboarding” process to learn about the organisational culture and agreements and discern if they and the organisation are likely to be a good “fit.” Partners will do their work in autonomous groups referred to as organisational “Weaves.”

Our design for NVC-O includes a commitment to cultivating awareness around issues of power, and to operating in ways that create more access for those who have been marginalised.

The plan calls for the establishment of an NVC-O Community, distinct from the NVC-O organisation. This will be similar to the current, informally defined, NVC community, with a few differences. It will be easy to tell what individuals and groups are in the NVC-O Community, by consulting an online directory. The NVC-O Community will have a Vision, Purpose and Mission. Individuals who resonate with these can sign up online to become “Members” of the NVC-O Community. Organisations and groups aligned with these can register to let it be known that they are affiliated with this community.

The plan calls for the creation of a sophisticated website called the “Virtual Home.” The Virtual Home will support NVC-O Partners all over the world in collaborating together and sharing information about what is going on in NVC-O. The Virtual Home will also support Members of the NVC-O Community in finding and connecting with one another.

The current trainer certification program will be replaced by a new “Recognised Roles” program. Certification has only been for people who wanted to be trainers. Recognised Roles will be available for trainers, NVC Practitioners, and, eventually, for those focusing on specialised applications of NVC. Certification has involved pairing each certification candidate with an Assessor. In the Recognised Roles program, candidates and others, including people in specialised roles intended to support the process (e.g., “Integration Trustees,” similar to current “Assessors”), will spend time together in community-based groups called “Recognised Role Weaves.” The group as a community will discern when a candidate is ready to step into a “recognised role.” Those coming into Recognised Roles will be asked to develop awareness around issues of power and privilege. Those in Recognised Roles will be asked to support their ongoing learning by participating in annual feedback processes.

Learning Event Weaves in NVC-O will be invited to initiate, co-create, sponsor, or encourage at least three types of regular learning events: International Intensive Trainings (IITs), facilitated learning gatherings, and self-organised NVC gatherings. The plan calls for continuing attention to evolving IITs based on ongoing learning, as well as offering theme-based IITs, and applying extra care in non-Western contexts and contexts where underserved communities are involved.

The plan calls for facilitating more experiences of community among NVC practitioners by designing the virtual home (website) to increase the capacity of the community to build community, creating a “living guidebook” for NVC communities, and establishing “Community Weavers” as a special role within NVC-O.

The plan calls for the inclusion of a social change and peacebuilding “hub” on the virtual home (website), and for the formation of Weaves in NVC-O focused on social change and peacebuilding. These Weaves will be asked to support project initiation, and maintain, and moderate content on, the social change and peacebuilding hub.

The New Future Implementation Council will invite people from the NVC community to help implement the plan. The Council will coordinate the implementation work. People will work as members of “prototype weaves” which will support learning and offer advice, or as “transitional partners” in “transitional weaves” which will make decisions about the implementation and take action. The plan projects that it might take around two years to launch NVC-O.

• ​New Future Plan
  • Executive Summary
  • Actionable Decisions
  • Transition
    • NVC-O Transition Phase
    • CNVC Transition Plan
    • Implementation Tasks

• • Additional Advisory Information – folder contains what was originally called the “Integrated Plan” but which is now regarded as appendices supplying additional advisory information.
  • Bulletins – accessible explanations of keys ideas from the Plan
  • Secondary Materials – folder includes presentation materials such as slide shows and illustrations
  • Frequently Asked Questions (FAQ) – answers some questions about the New Future Plan

By the Integration Council

January, 2017

We envision a world

where systems, cultures, and individuals

support the wellbeing and empowerment of all people,

with care for past, present, and future life.

Preliminary Information

A Note about Spelling Choices

Throughout this document, the Integration Council has adopted the British spelling of words (e.g. organisation instead of organization). The reason for this was to contribute to moving away from CNVC being perceived and operating as a US organisation, the language itself subtly contributing to a more global perspective. We are deeply aware of the irony of the history of colonialism and imperialism that originated in England and created the US in the first place.

A Note about the Name of the Organisation

As our work progressed, it became clear to us that the name “The Center for Nonviolent Communication” no longer fits with the reality the integrated plan describes, as there is no centre, no central decision-making or doing. As a placeholder, in this document we will refer to the organisation as NVC-O (for “NVC Organisation”). As a placeholder, and because it doesn’t roll off the tongue with any ease, it serves as a bit of a jarring moment to remind us that we are, after all, talking about something entirely new. As part of the conversation about choosing a name, we are aware of both advantages and disadvantages to keeping the same acronym — CNVC. On the one hand, it allows for already existing references to CNVC on the internet to take people to the new organisation, as well as allowing continued use of the short web address, cnvc.org. On the other hand, given how much is changing with the New Future Process, keeping the initials may keep blurry just how different things are and may contribute to unconscious reinforcement of the idea that there is indeed a central authority somewhere in this structure.

Interpreting These Decisions

These decisions are not meant to be parsed as if they were the text of a legal document, with every word forcefully determining what must happen. Rather, they constitute our attempts to put into words strategies to address needs that seemed important to the authors. We (the Integration Council) understand that future readers and implementers of these decisions are likely to have new information that may lead them to want to adjust some details. The Integration Council intends that those implementing these decisions have significant latitude in interpreting, adjusting, and implementing these decisions, while attempting to serve life and care for the needs that inspired these decisions.

A.  Purpose (WG1)

The decisions within this part of the plan are based on the work of WG1 and WG2 (Structure and Governance).

1. Composition
   The global NVC network will be divided into a community and an organisation. Both share a vision, and each has its own purpose and mission as below. The community is made up of Members, who are individuals who want to be part of it because of connection with its vision, purpose, and mission. Partners in the new Organization serve the Community and the world, including taking on the tasks currently attended to by CNVC staff and The Board. Current staff and Board members will continue to contribute from their experience and expertise to the extent that they choose to go through the process of becoming a Partner in NVC-O.Purpose of this decision: This composition is designed to support the continued activities of all who wish to engage in the ways they are engaging at present, while allowing those who want to contribute to the whole in specific ways to act as an extended “staff”, something not currently available to CNVC Certified Trainers or others.
2. Shared Vision
   We envision a world where systems, cultures, and individuals support the wellbeing and empowerment of all people, with care for past, present, and future life.Purpose of this decision: This vision aims to be an inspiring description of what we long to see in the world that can unite both community and organisation.
3. Purpose of the NVC-O Community
   To live and radiate interdependence and compassionPurpose of this decision: This statement aims to be a meaningful way to capture the broadest possible purpose that attracts people to dedicate energy to participate in NVC activities.
4. Mission of the NVC-O Community
   We are an informal community spread across the world, dedicated to supporting Members of our Community and individuals and organisations beyond that Community in creating a world that works for all. We:
   1. CONNECT: by actively reaching out to individuals and organisations and supporting them to learn and integrate NVC principles and practices.
   2. SUPPORT: each other through empathic and authentic presence and connection
   3. DEVELOP: principles and invent practices through hands-on work in different contexts and cultures that contribute to the creation of a world that works for all.
   4. MODEL: Nonviolent Communication principles and practices as individuals, in our interactions with others, and in the groups and organisations that we work in and with;
   5. INSPIRE: others to consider looking at NVC principles and practices as a tool that could enrich their lives.
   6. INITIATE: and organise events that nourish, celebrate and expand our Community;
   7. PROVIDE: input for the Organisation by harvesting the wisdom and knowledge generated within the Community.

   Purpose of this decision: This mission aims to give a clear and inspiring description to the variety of activities that are currently taking place within the global NVC network that will allow new people to find meaningful ways to participate.

5. Purpose of NVC-O
   We dedicate ourselves to the well being and empowerment of all by applying and sharing Nonviolent Communication principles and practices with individuals and within systems and cultures.Purpose of this decision: This statement aims to give expression to the aspects of bringing NVC to the world that have most been named as missing in the Synanim process, such that people attracted to significant service towards creating the world of their dreams can recognise a “home” in the organisation.
6. Mission of NVC-O
   As a global organisation, we seek to actively serve and support our Community and to reach out to the world to advocate for the transformative power of NVC principles and practices. We:
   1. MODEL: NVC and collaborative principles and practices as individuals and throughout the organisation.
   2. CONNECT: all who are inspired to learn, integrate, share, and apply Nonviolent Communication.
   3. ACTIVATE: conditions that enable knowledge and activities throughout the Community to become of service to the whole.
   4. SUPPORT: the transition to collaborative systems and practices at all levels of society.
   5. INITIATE: and implement collaborative and mutually supportive projects in partnership with members of the Community and the world at large.
   6. INSPIRE: and link with other communities and organisations who share a compatible vision.
   7. PROVIDE: platforms, resources and materials.
   8. EVOLVE: our capabilities and understanding of NVC through research and experimentation.

   Purpose of this decision: This mission aims to describe in tangible ways the set of activities that are likely to serve the new purpose, based on the output of the Synanim process.

7. Theories of Change
   We are open to three specific pathway towards our vision (as well as other pathways that may arise in the future) that have been prevalent in the NVC community for years:
   • Change will happen when a critical mass of the world’s population are inspired to freely choose to embrace the fundamental principles and practices of sharing resources compassionately.
   • Change will happen when transformation of leadership happens and people in power shift in how they use power.
   • Change will happen when the social and economic systems in our world begin to operate according to collaborative principles.

   Purpose of this decision: This multiplicity aims to make explicit that neither the organisation nor the community are wedded to one particular belief about what is likely to create the world we are longing for. Instead, this broad understanding of the variety of theories of change that currently exist supports diversity, openness, and creativity in terms of how individual can channel their energy and desire to contribute.

B.  Cultural Elements

The decisions within this part of the plan are based on the work of WG3 (Effectiveness and Alignment with Values) and an Integration Council Task Force.

1. Commitment
   Every aspect of the organisation operationalises the values below (numbers 2 through 6) and is measured against them.Purpose of this decision: This entire set of values aims to support orientation and alignment around concepts at the heart of NVC-O’s organisational culture.
2. Nature of the Organisation
   Our organisation lives and evolves the art of collaboration. We function as a living laboratory for discovering, practicing and refining what works to support people in coming together to serve a common purpose. We integrate the principles of Nonviolent Communication with other insights into what supports collaboration.
3. Core (Operational) Values
   We want how we operate to serve the following:
   1. Connection to Purpose
   2. Effectiveness
   3. Aliveness/Wholeness
   4. Learning/Growing Capacity
4. Key Intentions
   We support our capacity to live our values through the following:
   1. Alignment/Connection
   2. Reflecting Interdependence
   3. Empowerment/Support
   4. Care around Power and Access to resources and influence
   5. Service/Humility
   6. Self-Responsibility
5. Foundational Strategies
   We orient ourselves towards our key intentions and core operations values through using the following high-level strategies:
   1. Cultivating (Organisational) Culture
   2. Focus on Purpose
   3. Self-Management
   4. Agreements
   5. Modified Advice Process
   6. Feedback
   7. Addressing Conflict
   8. Transparency
   9. Willingness
   10. Aligning Resources to purpose and need
6. Operational Principles
   The entire thrust of the structure, decision-making, and guidelines for operating are to support the emergence of an Organisation in which:
   1. Emergence, trial and error (i.e. continual adaptation), and ongoing learning are built into the structure.
   2. Function and structure follow purpose.
   3. Self-management, peer relationships, and peer/self-assessment form the DNA of the structure.
   4. Decision-making provides maximal autonomy everywhere within NVC-O while maintaining a strong sense of being part of the whole through focus on a shared purpose and culture.
   5. All Partners and Weaves have full power to initiate, contribute, and make all decisions to do their work.
   6. There is ample space for expression of diverse theories of change, including additional ones beyond those currently prevalent in the NVC community (i.e. critical mass, transformation of leadership, and systemic change).
   7. Multiple strategies are used to further our VPM (Vision, Purpose, and Mission), expanding beyond our previous core focus of training individuals.
   8. Connection, collaboration, trust, and efficiency are maximised.
   9. The organisational culture is infused with NVC principles and practices such as assumptions about human nature, giving and receiving feedback, conflict transformation mechanisms, making specific and doable requests, and others.
   10. NVC is seen as a tool/strategy that we love and employ to help us live and create our Vision, Purpose, and Mission. It is not an end in itself, though it is the core specific contribution we bring to the world.
   11. Only that gets done in NVC-O for which there are people with wholehearted willingness to do it; no one does things with “have to” energy, and there is no expectation that everything will necessarily be done with active joy, only willingness.
   12. Resources flow from where they exist to where they are needed.
   13. No one works for pay, and everyone has enough resources to do the work they are gifting.

C.   Structure and Governance (WG2)

The decisions within this part of the plan are based on the work of WG2 and several Integration Council Task Forces (one per system defined).

The image above is of Indra’s web and it is this image that has inspired us and formed the cornerstone of our work. Indra’s web is an ancient metaphor that represents the interconnectedness and interdependency of all things and the interpenetration of all phenomena. Everything contains everything else. At the same time, each individual thing is not hindered by or confused with all the other individual things. This metaphor also allows for reconciling antagonistic forces and neutralising extremes without loss of integrity or energy. This enables infinite adaptivity in reconciling opposites. (The text above is adapted and shortened from a piece by Neb Sagiba on www.blog.aikidojournal.com.)

1. Partners
   NVC-O consists of Partners who, in addition to being Members of the NVC-O Community, have gone through an on-boarding process to accept the cultural elements, operational agreements, and ways of serving that are established within NVC-O.Purpose of this decision: In order to make it possible for the organisation to operate in a fully self-managed way and still have enough cohesion, adherence to certain agreements about how to operate replaces top-down management.
2. Organisational Weaves
   The minimal unit of operation, the smallest node within NVC-O, is called a Weave. Weaves are groups of (at least three and up to twelve) Partners who come together within NVC-O for a purpose of serving and getting things done. Weaves are organised into nine clusters: Community Interface, Maintenance, Resources, Organisational Process, Creating Access, External Communications, Applications, Projects, NVC Evolution and Innovation.Purpose of this decision: Setting up weaves is a way of creating working teams that are capable of focusing on tasks, making decisions together, and operating in a manner consistent across the organisation. The purpose of creating the clusters is to support coordination, belonging to a meaningful entity of operation with connection possibly across the globe, and to support global coordination of activities in each area of operation.
3. Global Council
   Each cluster selects one person to sit on the Global Council. In addition, the council selects a Global Council Holder and an internal leader for NVC-O. The 12th position is a representative of the NVC-O Community. The Global Council has coordination and initiation functions and is not a central decision-making authority.Purpose of this decision: The purpose of having a global council is to serve as a global coordination mechanism that allows the organisation to evolve, to be responsive to needs across the world, and to remain visionary; the Global Council is not “in charge,” but is a mechanism for connection, awareness, initiation, and coordination. The purpose of having a Global Council Holder is to support the smooth functioning of the Global Council itself as a weave. The purpose of having an internal leader is to have one person who is attuned to the whole without any other functions, and thus can sense and respond to the purpose of the organisation.
4. Decision-Making
   The fundamental decision-making process within NVC-O is the modified advice process: each person anywhere in the structure is free to make any decision provided they sought non-binding advice from those affected and those with specific expertise. The only exception is when anyone whose advice is sought asks for a collaborative process for the specific decision in question, in which case the request for a collaborative process is binding.Purpose of this decision: Distributing decision-making so widely aims to remove bottlenecks to creative and efficient movement and activity within the organisation, relying on experience from multiple organisations that have adopted the advice process, while at the same time recognising the wisdom of collaborative processes and the necessity of collaboration in certain situations. Note: The conditions under which the request for a collaborative process is encouraged or where such a request may interfere with the foundational intention of individual and weave autonomy are likely to be discovered through experimentation and feedback.
5. Operational Agreements
   1. NVC-O will include sufficient Operational Agreements to provide both coherence to the Organisation as a whole across different zones, functions, etc., and autonomy for Weaves to make their own decisions and function in ways that support effectiveness and service for them. Operational Agreements are agreed-upon ways of doing things (the equivalent of “policy” in the new structure) that apply unless specific conditions, circumstances, or needs lead Weaves to act otherwise. When a decision to change an Operational Agreement happens, the weave or individual that changed it is asked to provide feedback about it to the Global Council or to a relevant Organisational Process weave for continual fine-tuning of the Operational Agreements.
   2. The Implementation Council is asked to initiate an Organisational Process weave to review the initial set of Operational Agreements (OAs) prepared by WG2 (and believed to be essential for the organisation according to its design) in order to adopt, modify, flesh out those that need further development, and design new OAs as needed as NVC-O moves into existence. These initial Governance OAs are part of the additional information accompanying the plan.Purpose of this decision: OAs aim to anchor structurally the purpose, values, intentions, and principles that are the foundation of the organisation.
6. Virtual Home
   NVC-O will not have an office and will operate instead through a virtual home (website) that sustains all connections, work, and resource flow. Individual Weaves might choose to have offices as part of their work.The Implementation Council is asked to explore and take action as needed to create a framework for fundraising weaves to generate resources to support technology in some places in the world where access to technology is itself a barrier. (Note: more details are available as part of the additional information accompanying this plan.)Purpose of this decision: Anywhere that it would be, a physical office would be inaccessible to the vast majority of people in the global NVC community. Investing resources into a virtual home in this way makes more resources accessible to more people.
7. Systems for NVC-O
   The Implementation Council is asked to review, adopt, and change as needed the following systems developed by Integration Council task forces in each of the following areas:
   1. 1. Feedback SystemThe preliminary feedback system answers questions such as: Who gives feedback? Who receives it? What is the feedback about? How is it given? etc.
      2. Conflict Transformation SystemThe preliminary conflict transformation provides methods for individuals to access support for resolving conflicts, and for such support to be available.
      3. OnboardingThe preliminary process by which new Partners join NVC-O includes the steps and some of the criteria to be fleshed out.

   Purpose of this decision: Having systems specified is intended to support the emerging organisation and individuals within it to operate as closely as possible in line with its values and principles.

8. Global Conventions
   The Implementation Council is asked to initiate a Global Convention weave within the Community Interface Cluster to organise the first Global Convention. The details of the structure and design of Global Conventions is described in the additional information accompanying this plan. Initially, the convention occurs every two years and lasts 7-10 days, with the location rotating among the six continents in a location that is the most accessible as possible for people traveling from other countries (e.g. ease in getting visas). The Global Convention is open to all Partners and is hosted on rotating Continents by the relevant Community Interface Weaves. Each Global Convention is followed by two Global NVC-O Community Inspiration Days which Members are invited to attend. The programme for these two days is developed by Weaves who wish to take specific action to share and inspire the broader NVC-O Community.
   Purpose of this decision: This a gathering of Partners that focuses on the health of NVC-O and that brings out evolutionary thinking about who we are and how we are contributing to our purpose. while we have concerns about both the financial and environmental costs of flying, we see NVC-O taking an evolutionary leap from being a purely training-based organisation to one based on multiple approaches to moving towards our vision. We believe that the global conventions will play a key role in this transition.
9. Interface with NVC-O Community
   The NVC-O Community will be connected with NVC-O the Organisation in at least the following ways:
   1. Partners within Community Weaves
      Community Weaves, which most likely will include all existing NVC organisations except for CNVC, have no specific agreements about how they operate. In order to maintain a sense of connection with the organisation, they are requested to have a ratio of one in twelve of their members being a Partner within the organisation.
   2. Virtual Home
      NVC-O Community Members will have full access to all the resources available on the Virtual Home.
   3. Community Interface Weaves
      Community Interface Weaves have as their main purpose to support the functioning of the NVC-O Community and its relationship with the organisation.
   4. Community representative on the Global Council
      The Implementation Council is tasked with designing process, in full collaboration with the Community, for selecting a Community Representative. Note: while the process is intended to function in any way that works for the Members, the representative chosen would need to be a Partner.
   5. Events surrounding the Global Convention
      while the Global Convention is designed for Partners and is an organisational gathering, it is intended to be organised back-to-back with learning events that include Members of the community in addition to Partners.

D. Power, Privilege, and Access

The decisions within this part of the plan are based on the work of WG11 (Creating Access) and WG2 (Structure and Governance).

1. Structural Commitment
   NVC-O is undertaking a fundamental structural commitment to providing access to all through its operations rather than leaving it up to individual Partners or Weaves to make this commitment or figuring out how to operationalise it. This is intended to anchor the commitment to changing resource flow and to learn and apply strategies that reverse centuries-old barriers to operating in a way that truly allows all needs to matter fully.Purpose of this decision: This is in honor of (a) the immense challenge of noticing and transforming the pervasive and persistent assumptions and actions that are based on lack of awareness of privilege and its effects, and (b) how little exposure to methods and steps to transcend the effects of privilege currently exists, both in the world at large and within the NVC community.
2. Operational Agreements Regarding Access
   The Access Cluster, when populated, is asked to figure out, implement, and continually refine Operational Agreements as needed to infuse a critical awareness of social and structural power differences into the “DNA” of the organisation as a whole and each Weave. For example, one key initial Operational Agreement is to have an “access” Partner in each Organisational Weave. This Operational Agreement can then be refined and amended based on learning from the field. In its work, the cluster is asked to start with the initial list of Creating Access OAs available as part of the additional information accompanying this plan.
3. Core CurriculumThe Access Cluster, when populated, is asked to prepare and disseminate throughout the organisation curriculum and methods for learning about the effects of power and privilege. These are be especially relevant in relation to Recognised Roles (see below in that section), such that those seeking a Recognised Role of NVC Practitioner will have such curriculum included in their learning alongside the Matrix and Core Commitments.
4. Initial Access Weave
   The Implementation Council is asked to initiate an initial Access Weave, as the seed of the emerging Access Cluster, to form an integral part of the Implementation Phase to work with all aspects of implementation from the beginning to ensure that sufficient Operational Agreements and other structural strategies are in place when NVC-O launches. In particular, the initial Access Weave, when populated, is asked to review all the strategies identified by the Creating Access WG, and included in the additional information accompanying this plan, prioritise them, and initiate weaves to attend to them.
5. Resource Flow
   NVC-O is adopting the principle of resources flowing from where they exist to where they are needed as part of its commitment to undoing the effects of oppression, colonialism, and imperialism. As part of continuing to refine and amend Operational Agreements as needed, the initial Access Weave, when populated, is asked to review the initial set prepared by the Creating Access Working Group to increase the likelihood that this commitment will be spelled out in specifics about use of training resources, fundraising, and other elements.

E.   Resource Generation, Allocation, and Management (WG4)

The decisions within this part of the plan are based on the work of WG4 and an Integration Council Task Force.

1. Self-Sustaining Weaves
   Weaves that generate their own financial resources as needed for their work will function in full autonomy. A portion of funds generated through fundraising will be allocated to a global south fund (OA). A separate portion of funds that utilise the legal status of NVC-O will also go to the common pool (OA).Purpose of this decision: This approach aims to create conditions for maximum autonomy while at the same time honoring the commitments of NVC-O as a whole.
2. Maintenance and common function weaves
   For resources held in common and functions that sustain the entire NVC-O, the following applies:
   1. Unrestricted resources generated through IITs, individual contributions, fundraising, and fiscal sponsorship are held in common and are allocated through the budget marketplace (see below). Restricted contributions are allocated for the purposes for which they were given.
   2. During the Implementation phase, the Implementation Council, or another weave it will initiate, is asked to draft an estimated budget for NVC-O beginning in 2018. The focus of this budget is on resources held in common rather than generated by weaves for their own functioning. The budget will include projected revenues as above, ongoing operational costs, and creating and hosting the Virtual Home and a public website. (Note: the 2017 budget is currently being reviewed by the CNVC staff and is designed to be co-owned by the CNVC staff and the Implementation Council.)
   3. The Implementation Council is asked to refine the initial design of the budget marketplace for all Weaves that draw on unrestricted common pool resources. (Note: the design is available as part of the additional information accompanying this plan.) This marketplace will apply to functions currently run by CNVC, additional maintenance and infrastructure functions that may be provided by some weaves, all non-self-sustaining project weaves, and any other weaves that want to use funds that are held in common.
   4. The Implementation Council is asked to invite into existence a Resources Cluster to begin the administration of the budget marketplace once new weaves (beyond CNVC transitioned weaves and the Implementation Council itself) come into existence that interact with common pool resources.
3. Flow of Non-Financial Resources
   The Implementation Council is asked to design a process for establishing a marketplace for offering, requesting, giving and receiving non-financial resources such as materials, human support, etc. This can be done ongoingly on the virtual home and periodically in a live marketplace similar to the one established for the financial resources.
4. Alignment with Values
   The Implementation Council is asked to look into the specific values and principles that exist in other parts of the plan to see how they affect resource generation, allocation, and management. Where any concerns arise for the Implementation Council, it is authorised to take any action it sees fit to create alignment.

F. Community (WG5)

The decisions within this part of the plan are based on the work of WG5, WG3 (Effectiveness and Alignment with Values) and the Integration Council as a whole.

1. Build a virtual home
   The Implementation Council is asked to take the necessary actions to build a virtual home for the purposes of connection and information sharing, with the overall intention to create space and capacity for community to build community. This space is offered with the invitation to contribute in it, to own it even.
   • Form a group that designs the virtual home and collaborates with IT specialists who implement it. (In their proposal, the Structure & Governance Working Group calls such a group the Home Weavers.)
   • Since this is a key decision of several different working groups, prioritise strategies for funding the virtual home.

   Purpose of this decision: The Virtual Home aims to enable information flow between individuals and groups that are both “members” or “partners” in the “netweb”, as defined by the Structure and Governance Working Group – anyone who wants to learn and live NVC and wants to participate.

2. Create a “living guidebook” for NVC communities
   The Implementation Council is asked to take the necessary actions to create and offer a living repository of suggestions, stories, tools, and practices, for NVC communities, groups, and weaves, as part of the virtual home.
   • Form a group to do the following:
     • Create a (short) document on guidelines to building NVC communities, circulate freely and update (Note: the additional information accompanying this plan includes materials that can support this effort)
     • Create possibility for people to add to this by sharing what works for them (as a part of the virtual home)

   Purpose of this decision: The living guidebook aims to support communities in being sustainable and thriving. This is offered with a humble intention of: “This worked for us. See if it might be of support for you.” This is also a place to collect such stories, lessons learned, insights, inquiries, etc.

3. Keep the NVC Empowerment Forum (NEF) line open
   The Implementation Council is asked to request CNVC to keep the NVC Empowerment Forum (NEF) line open. This means that NVC-O maintains, funds and technically supports the current Fuze line, or an alternative solution.
   • establish clear responsibilities for maintaining, funding and technically supporting the NEF line. Take care to ensure that this does not “fall between the chairs” if or when the international center is replaced by a virtual home.
   • give formal recognition of and support to people, groups and strategies that encourage people to use the line in self-organizing ways (eg. creating and scheduling their own events/series on the line)

   Purpose of this decision: Keeping the NEF line serves the need for “live” community and connection.

4. Formally recognise and support a group of Community Weavers The Implementation Council is asked to take the necessary actions to support an international group of Community Weavers to steward the community.
   • give formal recognition to the Community Weavers, to support their work in the transition phase, when such recognition still matters.
   • connect with the Community Weavers to exchange information and consider meeting the need for support as it may arise during the transition phase.
   • The Community Weavers would be Partners with a specific focus on Community within each Community Interface Weave.

   Purpose of this decision: The presence of Community Weavers aims to bring aliveness and warmth to NVC communities, both face-to-face and in the Virtual Home.

G. Recognised Roles

The decisions within this part of the plan are based on the work of WG6 (Certification, NVC Integrity, and Individual Affiliation).

1. Types of Recognised Roles
   NVC-O will have two types of recognised roles: NVC Practitioner, and NVC Ambassador. NVC Practitioner refers to a particular role, while NVC Ambassador refers to a category of roles, each of which will be associated with an area of specialisation (e.g. Media and Communication, Education, NVC Integration (currently CNVC certified trainer), Facilitation, and more). Each of the two will have its own threshold based on qualities named in the
   matrix, the core commitments, and curriculum about the impacts of power and privilege.
   1. NVC Practitioner
      The first, “NVC Practitioner”, refers to integration and application of NVC principles into daily life on the personal, interpersonal and systemic levels.
   2. NVC Ambassador
      The second, “NVC Ambassador”, refers to an NVC Practitioner with an understanding and integration of the essence of NVC that allows the form to be fluid, responsive and emergent depending on context and who applies NVC principles and practices in specific fields. NVC Ambassadors share NVC principles primarily through the application of the principles in various fields.

   Note: The terms “Practitioner” and “Ambassador” are the current ones adopted within the plan, and they may change in the future. They will be used within the Organisation.  Depending on context, each might be translated into something applicable to a particular culture or context. For example, “Sadhak” might be a title that represents the intention of taking on a sacred practice in India, and, similarly, “Sevak” might be a title that represents a person in a role of sacred service to the community in India, thus representing service and contribution. The Global Role Recognition Stewardship Council, when populated, is asked to determine a menu of possible alternative titles.

   Purpose for this decision: Having the new role of NVC Practitioner aims to allow individuals to celebrate and recognise an initial level of integration of NVC independently of any choice to continue to integrate NVC to the point ofvsharing it with others.

2. Path to Recognised Roles (RR) (initial and renewal):
   Individuals who wish to take on RRs will be asked to engage in programs designed to support their learning at the personal, interpersonal and systemic levels as fully as possible, and to join an RR weave, and to take the role through participation in community learning, community systems, and community feedback. Subsequently, they are asked to participate in annual feedback for renewing their role.

   Purpose for this decision: This path aims to align the process of taking on a Recognised Role with the principles of NVC and with the functioning of NVC-O.

3. Recognised Roles (RR) Weaves
   1. The Implementation Council is asked to initiate Recognised Roles (RR) weaves: relationally oriented transformational living, learning, feedback communities and social labs. RR weaves are established within the NVC-O Community, and are likely to have a mixture of Members and Partners. Each RR weave is connected to a Weave Coach to support system set-up, maintenance and conflict transformation; and an NVC Integration Trustee to support quality, feedback and integrity of embodying and applying NVC.
   2. RR weaves, when populated, will participate in sub-clusters that provide the mechanism for sharing resources locally, regionally and globally among RR weaves as well as multi-dimensional feedback and learning.
   3. The Implementation Council is asked to initiate specialised weaves in support of of the RR process, including a Global Role Recognition Stewardship Council (GRRSC) weave, Global Weaves for each NVC Ambassador area, and possibly for specialised roles within the RR system.
4. NVC-O Public Profiles and Intranet on the Virtual Home
   The use of an online profile for each NVC-O recognised NVC Practitioner and Ambassador will be adopted to provide a self-managed and community engaged process for individuals to specify the particular NVC applications they are involved in as well as being a platform for feedback and recommendations. The Implementation Council is asked to specify the details of what will be on the profile based on the detail provided by WG6 in the additional information accompanying the plan and the emerging design of the Virtual Home.Purpose of this decision: This resource will allow access to anyone with internet access to find people who are practicing and applying NVC in particular fields, contexts and cultures as well as information on degree and type of experience and recommendations.
5. Functional Roles to Support RR Weave Infrastructure
   NVC-O will have Partners in three functional roles in support of RR weaves. Details about mechanisms for selecting and onboarding each of these roles are part of the additional information that accompanies this plan.
   1. Global Role Recognition Stewardship Council Member
      Job description: to track integrity, evolution, intercultural applications, access, practices, processes and weave support.
   2. Recognised Role Weave Coach
      Job description: support for weave system set-up, maintenance and conflict transformation within and between weaves. Weave coaches also provide feedback for individuals and communities as requested and/or desired.
   3. NVC Integration Trustee (current “assessor”)
      Job description: supports weaves in engaging in open feedback for embodying and applying NVC as well as discernment of NVC integrity. NVC Integration Trustees also provide feedback to individuals seeking recognised roles and are part of the 360 degree feedback process in recognised role weaves. Integration Trustees may have one or more recognised role weaves they are supporting.

H. Learning Events

The decisions within this part of the plan are based on the work of WG8 (Training) in consultation with WG11 (Creating Access).

1. Learning Event Weaves
   1. The Implementation Council is asked to initiate one or more Learning Event Weaves within the External Communications Cluster. Learning Events Weave(s) (global/regional/local) are set up to initiate, co-create, sponsor, or encourage at least three types of regular events:
      1. International Intensive Trainings (IITs)
         These 9-day trainings have the general form of trainers offering sessions on NVC only, with the specific core curriculum. Honoring the core elements of IITs, there is flexibility for on-going learning and evolution. Note: it is left to the Implementation Council to find ways to ensure that any legal rights to IITs that CNVC currently holds will support this happening.
      2. Facilitated Learning Gatherings: with the support of specialists in large-group facilitation (for instance Art of Hosting) a Learning Event Weave initiates and sponsors a global gathering of NVC-O Ambassadors and/or NVC Practitioners every two years, and alternatively one on each continent, with focus on strengthening the global community, learning from each other and sensing into what new wants to emerge. These events can also be hands-on project-based, supporting local communities in whatever area support might be needed. Here we do not offer formal trainings, but rather we all learn from each other and from the whole, as we explore dilemmas and questions together, create projects, make decisions, etc. It is desirable that planning for these learning events (for the NVC Community) be coordinated with planning for the Global Convention (for partners in the NVC Organisation).
      3. Self-Organised NVC Gatherings: events founded on co-creation and shared leadership (ie. Open Space Technology events, yearly European NVC festival, emergent gatherings, etc).
   2. These events can be combined back-to-back with the Global Convention.
   3. All events are a collaboration between local ideas and initiatives, with ideas and initiatives from the NVC-O Learning Events Weave, with help of deeply emergent and transparent dialogues.
2. Purpose of Learning Events
   1. Events and trainings support hands-on application such as projects that work with prisons, homeless populations, refugees, supporting regional and local communities, etc.
   2. while learning events generate funding to support projects within the NVC Community (in the case of most IITs), the original intention of the learning events is to follow purpose/principles of trainings/events offered by the Learning Event Weave.
3. Stewardship and Evolution of IITs
   IITs will be stewarded with on-going openness and curiosity, drawing from past experiences and ever exploring what else wants to emerge.Purpose of this decision: We see a healthy organisation as one that is always learning through integrating and transcending new information and perspectives. Towards this purpose, the following are ways for this to happen:
   1. Each IIT team is asked to explore ways for it to become ever more of a circle, a co-learning community, instead of remaining within the old paradigm of people who know (trainers) teaching people who don’t know (participants), so that the pyramid gets flattened to a circle of vulnerable people, sharing their hearts and together learning from the future as it emerges in front of their eyes.
   2. Every IIT team is asked to decide whether the event will be a general IIT or have a specific thematic focus such as social change, education, couples and intimacy, spirituality, etc.
   3. Each IIT team, after the completion of the training, is asked to collectively harvest learnings and proposals and post them in a web document, in not more than a one page format.
   4. Each new IIT team is asked to discuss these past experiences during their first online team meeting when preparing for an IIT.
4. IITs outside of a Western Cultural Context
   When sponsoring IITs outside of a Western cultural context, organisers are asked to embody a humble and learning attitude. Rather than trying to reproduce the structures and ways that work within the dominant Western culture, organisers are asked to draw on local experience and wisdom, and to be open to completely reinvent an IIT (within the definition of the IIT from above) for the specific culture, so that the event still delivers the skills and awareness it is meant to, yet deeply honors and adjusts to the local culture and values.
5. IITs Involving Underserved Communities
   When underserved communities are involved, organisers are asked to consult with an Access Weave about who will be on the IIT team. The Access Weave will recommend NVC Ambassadors with relevant experience, or if there are not enough NVC Ambassadors with relevant experience, NVC Practitioners with relevant experience.

I.      Social Change and Peacebuilding (WG9)

The decisions within this part of the plan are based on the work of WG9 and and Integration Council Task Force.

1. Peacebuilding Sub-Cluster
   The Implementation Council is asked to initiate one or more Peacebuilding Weaves as a sub-cluster within the Projects Cluster. One of the tasks of the leadership that emerges within the cluster is supporting the actions listed below.Purpose of this decision: support empowerment and self organisation by sprouting the collective intelligence of the NVC community in relation to social change and peacebuilding.
2. Infrastructure for Projects
   The Peacebuilding Sub-Cluster, when populated, is asked to design and build an infrastructure for projects to function well, including training in what it takes to run a project (e.g. how to connect with Funding Weaves to receive coaching and support with raising funds; how to build credibility in the world; how to engage the community to invite and find more people to join the newly formed weave; etc.)
   Purpose of this decision: Creating an infrastructure aims to increase capacity within the NVC community.
3. Project Initiation
   The Peacebuilding Sub-Cluster, when populated, is asked to give ongoing attention to the knowledge and resources available within the organisation and to the situation in the world, and to strategically propose new projects that individuals may initiate within the Projects cluster.Purpose of this decision: Focused attention and project initiation aim to increase the likelihood that NVC-O will become a more active and visible player within the field of social change and peacebuilding.
4. A Social Change and Peacebuilding Hub on the Virtual Home
   The Implementation Council is asked, when designing the Virtual Home, to include a colourful Social Change and Peacebuilding Hub with “hot links, ” including live “chat lines”, in the center, and 6 surrounding “spokes”. Note: the terminology of spoke and hub to support visualizing it as a wheel; it can also be visualised as a lotus or sunflower, so “a.” below is the center of the lotus, or sunflower.
   1. Consciousness
      This is the center of the Hub and graphic, such that b. through g. below are the spokes/hot links surrounding a. This spoke will include, amongst other things, questions designed to increase awareness and in this way support the world’s systems in becoming more life serving, and to directly support peace and conflict transformation in the world.
   2. Sharing Projects
      A listing of Social Change and Peacebuilding projects uploaded through project detail forms. Anyone can add projects, and the content is also reviewed for alignment and integrity with NVC-O Vision, Purpose, and Mission by SCP Weave moderators.
   3. Sharing People Resources/ Allies
      This is a hub for anyone to find allies and to offer yourself and your contribution in specific areas.
   4. Training Exchange
      This spoke’s purpose is to open and deepen the awareness of NVC Ambassadors and NVC Practitioners to the abundance of complementary frameworks in the world today and to link NVC trainings and resources to like- minded and hearted modalities and movements.
   5. Funding Exchange
      Listing of organisations that fund NVC social change projects, as well as listing of examples of grant proposals and existing weaves that have successfully funded work so that new projects can learn from them. Anyone can add content, and the content is also reviewed for alignment and integrity with NVC-O Vision, Mission & Purpose by SCP Weave moderators.
   6. Featured projects
      A blog of NVC-inspired social change stories (e.g. reports on experience in integrating NVC principles into new campaigns or in engaging in ongoing campaigns, and the impacts it generated, lessons learned, etc.). Anyone can add content, and the content is also reviewed for alignment and integrity with NVC-O Vision, Mission & Purpose by SCP Weave moderators.
   7. Open forum for Sharing and deepening our Awareness, Visions, & Dreams
      This Is a forum to share and exchange about frameworks and resources outside of NVC to create more depth, effectiveness and aliveness to everyone’s involvement. This is a discussion board with strategic collaboration spaces to support suggesting or engaging in ongoing initiatives and campaigns in ways that are rooted in NVC principles.

   Purpose of this decision: This will bring together projects, people and resources, and offer platforms for collaboration. By creating this space, we hope to bring social change and peacebuilding into focus for the NVC community and beyond.

5. Technical Roles
   1. The Peacebuilding Sub-Cluster, when populated, is asked to invite computer savvy Partners to become administrator(s) that maintain the spokes, chat lines, and updating and monitoring of information.
   2. The Peacebuilding Sub-Cluster, when populated, is asked to invite and select Partners to become moderators with admin privileges to help maintain alignment and integrity of content on the Hub with NVC-O Vision, Mission & Purpose.

J.     Transition

The decisions within this part of the plan are based on the work of Integration Council Task Forces and the Integration Council as a whole. All materials referred to in these decisions are in the additional information accompanying this plan.

1. Transition of CNVC
   The Implementation Council is asked to support the execution of the transition plan developed by the CNVC Transition Task Force. The CNVC transition plan attends to the following:
   1. Reconfiguring CNVC into fully self-managing weaves
   2. Decision-making agreements during the transition
   3. Financial management of CNVC funds throughout the transition
   4. CNVC Board transition
2. Transition into NVC-O
   The Implementation Council is asked to support the execution of the transition plan developed by the NVC-O Launch Task Force. The NVC-O transition plan attends to the following:
   1. Transitional Partners, starting with the Implementation Council
   2. Financial management during the implementation period
   3. Implementation schedule, including the establishment of transitional weaves, launching the NVC-O community, and the final NVC-O launch
   4. Ideas for the launch event(s) for NVC-O
3. Implementation Tasks
   The Implementation Council is asked to prioritise, attend to, and/or initiate weaves to attend to all the tasks that have been compiled throughout the Integration Phase of the New Future Process. The currently known implementation tasks fall into the following categories:
   1. Startup: Tasks necessary for getting NVC-O up and running
   2. Prototyping: A plan for testing out the Integrated Plan and gathering feedback from experimentation
   3. Support: Tasks necessary for supporting Weaves in functioning at their best
   4. Structure: Attending to structure and governance elements, including refining and developing Operational Agreements
   5. Resources: Fleshing out and bringing together elements related to use of resources within NVC-O
   6. Systems: Establishing systems such as “Conflict Transformation” and others
   7. Apps: Operationalizing aspects of any of the “Specific Applications” part of the Integrated Plan, including initial selection of people to fulfill certain roles
   8. Access: Attending to multiple tasks related to establishing mechanisms for embedding the principles of creating access and transforming patterns of power and privilege throughout NVC-O.
   9. Misc: Other tasks that don’t fall into any of the other categories.