What have we learnt?

Listening to each other, particularly those least heard now, is the only way we’ll find out what’s not working, discover what will, and take action in ways that address the root causes of injustice and exclusion.

Over the last year, we’ve learnt three key things:

1. ‘Radical listening’ - which leads to radical change - is what matters
   There are many forms of listening, all of which may be useful, but radical listening specifically sets out to disrupt power imbalances, puts people first, not existing organisational structures or ways of doing things, and results in radical
   

2. Radical listening can be taught, but it also needs a shift in culture
   Individuals can be taught processes and skills but organisational culture and practices must change too. Trust matters: you have to value people, and give them time and space to say what they want, not what you want to hear, and they must trust you to act upon it. This can be uncomfortable, as with any process of real change.
   

3. Barriers to listening must be removed
   It’s important that all voices are heard, not just the loudest, and opportunities are created that make everyone feel comfortable and able to say what they think. It helps if the people inside the organisation have experience of the lives of those they serve.

What can we do?

Here are some things we’ve identified that everyone can do – service providers, charities, central and local government and public agencies, private companies and funders too – and we’ll be exploring further how to do these things well, as well as investigating new ideas:

Committing to radical listening

• Move away from centrally-conceived plans and targets towards principles and values which have been created with those served.

• Carry out joint exercises using ‘appreciative inquiry’ techniques, where leaders from different organisations listen to those they serve, and work with them in a positive and motivating way to bring about changes.

• Place a responsibility on central and local government to listen, with a Community Empowerment Act similar to Scotland’s. This would improve services and strengthen trust and legitimacy.
  

Creating the conditions for radical listening

• Change how we lead, even when that’s hard: it’s not about knowing all the answers or finding the solutions for others, but creating an open-ended culture where others can participate.

• Give staff permission to listen: re-write job descriptions to include listening, and make time for it. Empower them to act on what they hear.

• Agree standards and introduce training to put radical listening into practice.

Removing the barriers

• Recruit the right people. The people best placed to listen and to act on what they hear are most likely to come from the very communities the organisations serve.

• Create new spaces and opportunities. Incidental one-to-one communication is often the best way to find out what people really need. Group discussions where people in the group listen and respond to each other can also be valuable. Social events can help.

• Seek out the people who are not in the room and find ways to talk that work for them.

• Make online more accessible. In COVID-19, it has opened up wider conversations but there’s still a digital divide that Government needs to tackle.