The Full Frame Approach 2.0 - The Full Frame Initiative

the full frame approach 2.0

place

www.fullframeinitiative.org Contact: Katya Fels Smyth, Principal M: 308 Main Street, Suite 2A Greenfield, MA 01301

~a'JIIbL.

T: 413-773-3400 E: [email protected]

fnllframe INITIATIVE

changing systems, changing lives

November 2008

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Fuil Frame Initiative

a few notes on what follows

The Full Frame Approach' is an articulation of the grounded theory that is playing out in a handful of effective, energetic, organizations across this country. These organizations have independently arrived at resonant ways of working with and in partnership with people and communities that most others have written off. Each organization has a way of describing its work and purpose; each organization's description is best for that organization. But across the chasm of words, these organizations are also highly resonant. The Full Frame Approach is our attempt to capture what resonance we can. An approach is a worldview in action. As such, we have identified principles that, to be acted on, require a grounding set of assumptions and a correlate set of behaviors. But approach alone is, we suggest, insufficient. This is not work for the faint of heart; it is not work that can be reduced to a set of instructions and policies. The organizations whose work inspires this articulation also require constant, generative leadership, and they are deeply embedded in and shaped by their communities. These additional elements of Place and Leadership are included in the Approach that follows; we call them out in reaction to a troubling national trend to minimize the importance of leadership and place in identifying what works in helping people and communities make and sustain transformative change. This is a work in progress. Be in touch and help us continue to learn.

1

The Full Frame Approach was originally described in Smyth, K. F., Goodman, l., and Glenn, C. (2006), The Full-Frame Approach, A new

response to marginalized women left behind by specialized services. American Journal of Orthopsychiatry 76(4) 489-502, we have continued to refine our articulation of this grounded theory.

The version in this document reflects two additional years of work and

observations, interviews and research in a larger group of organizations than for the initial articulation.

© 2008-2012 050912

Full Frame tmtiatlve

As we have learned more,

the full frame approach 2.0 fall 2008

summary approach + leadership + place = change Individual/family strengthening

and development

and community building are mutually reinforcing and equally

reliant on each other

Principle 1: life is messy: People's vulnerabilities complex and unexpected

and strengths-both

ways, such that the interplay

personal and contextual-interact

in

among issues and context needs to be addressed in

concert with the issues themselves. Principle 2: Friends and family matter:

Relationships

need to be honored and respected, whether

and role definitions

are central for all of us and therefore

they are causing difficulties,

providing support, or some of each.

Principle 3: Through thick and thin and difference:

Supporting

attempting

starting with and respecting what matters to people, and

and realizing new possibilities

then relentlessly

requires

individuals

and communities

in envisioning,

sticking with them.

Principle 4: Be a community

within

need to feel part of something personal and community

the community,

not an alternative

growth and sustained change.

others in people's lives, rather than requiring Principle 5: Place matters:

to the larger community.

The human

where one can have impact and legacy is universal and is a necessary element in

Organizational

Full Frame Programs are a community

people leave their community

history is informed

in addition to

to participate.

by and intertwined

with that of an organization's

community,

and its ability to impact individuals

and families requires it be a force for good in the larger

community,

bridging to and building resources that benefit those who may never participate

in the

organization. Principle 6: Some of the best work happens in the gray areas: Hold complexity Principle 7: Change is good: community, community

Continually

in every relationship

without

being paralyzed by it.

learn and evolve in concert with changes and opportunities

with participants,

and in how participants

and the organization

in the

and the

interact.

Principle 8: It only works with the right people working:

Carefully select and support staff because this work is

not for everyone and not everyone can or should do this work.

Even the right people need tremendous

support to do this work. Principle 9: Be accountable: generating

Pay attention

Principle 10: Leadership matters: community.

© 2008-2012 050912

to a wide range of indicators to ensure that the work being done is

real, sustained results.

Full Frame Initiative

Continuously

foster and exert leadership, within the organization

and the

the full frame approach 2.0 fall 2008 Principle 1: Life is messy: People's vulnerabilities complex and unexpected

and strengths-both

ways, such that the interplay

personal and contextual-interact

in

among issues and context needs to be addressed in

concert with the issues themselves.

We assume: 1.

People's individual situations

2.

are interwoven

3.

support

Simply coordinating conglomeration

and physical experiences,

and their external

material

and contextual

and cannot be fully teased apart.

Advocacy and instrumental emotional

Therefore,

psychological

support

create emotional

resonance and impact, just as many forms of

enable people to enact practical strategies. services isn't sufficient-people

and their situations

need to be seen as a whole, not as a

of pieces.

we: 4.

Do not draw bright lines around specific issues or problems. we expand our focus as this issue influences

5.

Are flexible

6.

Emphasize action and doing together

7.

in addition

Help people think through that it is impossible

8.

to teaching

potential

Nurture

resources (formal

lives and contexts.

and the dramatic,

as much as conversation

sudden turns people's

- positive and negative-of

every consequence

a deep knowledge

and informal),

lives take.

and analysis, so as to partner with people in

people how to respond differently

consequences

for anyone to anticipate

Combat fragmentation: community

other realms of people's

and creative in response to all this complexity

changing their context

Even if we start by focusing on a specific issue,

to the same context. action and inaction,

knowing

or to know what will work.

about and bridge to the web of systems, services and

and connections

with the people who make up these systems

and resources. We: a.

Do what it takes to make the community Enable participants

to make meaningful

choose to or are required b.

Help mitigate

to participate

the fragmentation

web of services and resources work for people, i.e., use of specialized

associated with specialized

c.

and systems clash or conflict,

parts of participant's

life.

Help other providers

and community

culture

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Full Frame Initiative

and institutions

of specialized

service

or when making progress in one area complicates

resources understand

operate

services, and offer a place for sense-

and expectations

choosing to do what she does, and help others within other programs

resources they

in.

making and assistance when the priorities, providers

services and community

how and why a program

our organization

in the ways they do.

understand

other

participant how and why

is

the full frame approach 2.0 fall 2008 Principle 2: Friends and family matter:

Relationships

need to be honored and respected, whether

and role definitions

they are causing difficulties,

are central for all of us and therefore providing support,

or some of each.

We assume:

l.

Relationships

are valuable and transformative

in and of themselves,

not just as a means to a specific

outcome.

2.

Bonds with friends and family constrain

3.

People learn what growth-fostering

and create individual

relationships

options.

are by experiencing

such relationships,

not by hearing

connections-even

if they are hurtful-may

about them.

4.

Ignoring or devaluing sustained

5.

a person's

progress untenable

Peoples' understanding

most meaningful

and therefore

make

be a set-up for failure.

of their roles in others'

lives and of others'

roles in their lives are important

and

deserve respect.

6.

The purpose and import

people assign to relationships

based on what other meaningful

7.

relationships

Being an ally in personal and community

and how they navigate relationships

changes

exist in their lives.

transformation

requires we be part of people's

relational

context and they be part of ours. Therefore,

we:

8.

Embed all work in enduring, relationships

9.

in people's

flexible and intentional

relationships,

and in respect for the centrality

of

lives.

Do not require or expect participants

to abandon

relationships

with others in exchange for participation

in our programs.

10. Frame relationships and transparency

in terms of mutual growth,

while continually

monitoring

around issues of power

and roles

11. Work to gain participants'

and community

trust, recognizing

trust is often tested as part of its being

earned, and trust takes time to develop.

12. Privilege that relationships between

participants,

systems and services.

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Full Frame Initiative

are vital to supporting

staff, the organization

every aspect of the organization's

as a community

and the community

work: among and at large, and other

the full frame approach 2.0 fall 2008 Principle 3: Through thick and thin and difference:

Supporting

attempting

starting with and respecting what matters to people, and

and realizing new possibilities

requires

individuals

and communities

in envisioning,

then relentlessly sticking with them.

We assume: 1.

People do what they do and choose what they do for a reason: Their framing desirable and worth the effort experiences,

2.

personal and cultural

Framing is changeable: support,

What seems externally

4.

Our participants

5.

(for themselves

history, and current

or for others) is heavily informed

by past

context.

As people have new experiences

these understandings

3.

towards

and trade-offs

of what is possible, probable,

and acquire new information,

resources and

evolve.

as "progress"

may come with significant,

are not broken-just

surviving

even unbearable,

requires strengths

and strategies

consequences. that can be channeled

new possibilities.

People try new possibilities

in a context

and in relationships

that acknowledge

the losses and change that

can come with success as well as with failure. 6.

Not shying away from differences everyone's

7.

of a situation

Many people have experienced community

8.

understanding

of perspective

in the context

of honest authentic

relationships

furthers

and how to move forward.

services and supports

as transient

and short-lived-it

is their crises and

that have endured.

As organizations,

we are responsible

for holding hope that something

better is possible without

prescribing

what that is. 9.

Supporting

people's efforts to build better

and mutuality, 10.

and a willingness

There is a significant

communities

requires a spirit of partnership

on all sides to take risks.

Personal change takes hard work, but sustaining tactics from those employed

11.

lives and stronger

change may be even harder and usually requires different

to make the initial change.

limit to what can be accomplished

through

conversation

in an office-sticking

with

people requires we be with, grow with and take action with them. Therefore,

we: 12.

Engage with people to understand

our respective

understandings

actions and options,

of their situations,

inner calculuses-the

frame that informs

while non-judgmentally

peoples'

paying attention

to how

these may differ. 13.

Practice mutuality: possibilities,

We bring our understanding

but that don't subjugate

Everyone is changed by this process.

© 2008-2012 050912

Full Frame Initiative

and experience

a participant's

framing

to relationships

in ways that may open new

of her choices or situation

to our own.

the full frame approach 2.0 fall 2008 14.

Integrate

thinking

15.

Partner with participants

to explore multiple

backdrop

particular

of participants'

then support 16.

and doing and reflecting,

this pursuit and/or

and involve ourselves options

circumstances,

if available,

in each of these areas with participants. and hold each option

and allow participants

up against the

to choose which to pursue, and

the person.

Work with people to buffer against complications

created by moving forward

if they choose to try a change,

respect if they are not ready or willing to make a change, and respect if they choose some other action. 17.

Stick with people through no "good"

18.

achievement

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Full Frame Initiative

triumphs

and transitions,

and in situations

that are ambiguous

choices may be apparent.

Do not make participation

programs)

challenges,

of a particular

in our organization path or outcome

dependent (although

on individuals'

or a community's

we may have guidelines

pursuit or

or criteria for specific

where

the full frame approach 2.0 fall 2008 Principle 4: Be a community

within

need to feel part of something personal and community

the community,

not an alternative

to the larger community.

The human

where one can have impact and legacy is universal and is a necessary element

growth and sustained change.

others in people's lives, rather than requiring

Full Frame Programs are a community

people leave their community

in

in addition to

to participate.

We assume: 1.

There is a human need to belong to something

bigger than ourselves, where we are known by others for reasons

other than our "problems." 2.

Giving back heals: People strive to impact others and find ways to give back to others.

3.

Everyone-participant,

staff, volunteer,

same role. The organization 4.

In a community,

5.

The need for community

Therefore, 6.

community

member-has

serves as a crucible for growth

the more you've invested of yourself, is not limited to program

a role to play, but everyone

is not playing the

and change for everyone.

the more of a mark you can leave.

participants.

we: Intentionally

build a sense of community

than just) services.

Community

as a context for services but not wholly defined

is a scaffolding

upon which informal

networks

by (and more valuable

and relationships

can grow and

where meaning making happens. 7.

Enable and encourage they are struggling.

participants

9.

and power, and reveals participants'

to each other and to the organization

in growth-fostering

ways.

Celebrate together

© 2008-2012 Full Frame Initiative 050912

and the community,

as a community

even if strengths

that are based on those strengths.

Support people's efforts to stay connected meaningful

each other, the organization,

This builds social capital, a sense of ownership

and builds ties to the community 8.

to help and support

of people working

side by side, rather than "helper

and helped."

and

the full frame approach 2.0 fall 2008 Principle 5: Place matters: Organizational

history is informed

by and intertwined

with that of an organization's

community,

and its ability to impact individuals

and families requires it be a force for good in the larger

community,

bridging to and building resources that benefit those who may never participate

in the

organization.

We assume: 1.

The work we do grows from the strengths community.

The community

and particular

we are in is worth

building,

2.

The place we are in deeply informs

how the Approach

3.

We are shaped by and shape the place we are in.

4.

To understand

5.

Community

where we are today requires

development

and organizing

families unless we are a partner

opportunities,

challenges and cultures of our

not just escaping. is operationalized

understanding

how we got here.

must not be separated

in efforts to strengthen

and understood.

from services.

We cannot help individuals

and change the larger community

and

and systems we are

part of. Therefore 6.

we: Participate

in and/or

lead formal and informal

and systems that operate activities,

and/or

outreach

Program or organization,

in the community. and education

efforts to strengthen

community

For many organizations,

activities

and/or

but that create new possibilities

partnerships

resources and the web of services

this includes community-development that do not directly

and resources that benefit

build the Full Frame

Full Frame participants'

communities. 7.

Carefully consider what needs to be provided partnerships--

when partnership

a barrier for participants, 8.

Cultivate

an identity

in house and what can be provided

to a resonant

organization

a service should be provided

in the larger community

Recognize the social capital in the community brokers, whether

10.

Participate

at multiple

of the community

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participants

Full Frame Initiative

"tables,"

community-level

is not possible, or when partnership

creates too great

in house.

of being a safe harbor and a place of possibilities

will work (a place to go if you need help without 9.

through

when nothing

else

having to know exactly what you need).

the organization

is part of, and know the gatekeepers

and power

or politicians. opportunities

which are used for social change and alliance building for the sake

and issues, rather than simply for the organization's

betterment.

the full frame approach 2.0 fall 2008 Principle 6: Some of the best work happens in the gray areas: Hold complexity

without

being paralyzed by it.

We assume: 1.

No model will ever capture fully the essence of the work.

2.

Different

organizations

that subscribe fully to this framework

would handle a particular 3.

Our values are reflected

may differ radically on how they

situation. in how we navigate dilemmas

choices; staff, programming,

and community

and sit with ambiguity

around

issues; ethical versus legal boundaries;

individual funding

pressures and other tensions. 4.

There are often few good choices, and the choices with the least immediate greatest

Therefore

risk for long-term

risk may carry the

harm or damage.

we: 5.

Pay attention

to tensions,

•

Flattened

such as: power dynamics,

relationships •

mutuality,

raise questions

We have a responsibility

growth.

and long-lasting

about boundaries.

to support

we have a larger responsibility

trust, authenticity

staffs

personal development

to our participants'

What if a staff person in one program

•

Who is an insider?

Who is an outsider?

•

How do we make our organization

and growth,

personal development

is participating

but

and

in another?

Who decides and when does it matter?

a micro-community

people can flourish

in, not

get mired in? 6.

Treat ambiguity

that directly

as a leading edge of personal,

pertains to achieving our mission or the purposes of our organization professional

and organizational

growth,

not as a sign of weakness or

failure. 7.

Work individually

and collaboratively

to differentiate

and that we can learn from (either by tolerating ambiguity

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Full Frame

Inrtiat;ve

that is mission detracting

between

ambiguity

it, or by moving through

and where clarity would

that is mission enhancing it to a solution)

be mission enhancing.

and

the full frame approach 2.0 fall 2008 Principle 7: Change is good: community, community

Continually

in every relationship

learn and evolve in concert with changes and opportunities

with participants,

and in how participants

and the organization

in the

and the

interact.

We assume: 1.

What is relevant,

needed, and appropriate

for an individual

and for the organization

in the community

changes over time. 2.

To remain relevant

and effective,

3.

We will be most effective

we have to adapt.

when we can be transparent

about where we have failed ourselves and our

communities.

Therefore

we: 4.

Allow each person's experience his or her needs, strengths

5.

6.

Expect and accommodate

2008-2012

participation

a sense of the whole so that as people's

Continually

Full Frame Initiative

or elements

relevant

at different

Cultivate

to improve

and to change over time-tailored

intensities

in different

ways and/or

and helpful in their lives. involvement

of the organization

refine and evolve how the principles

operationalized

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people's

times so as to be maximally

components

to be different

and context.

different

programs, 7.

of the organization

can be relatively

and particular

and to remain relevant

changes, their movement seamless.

organizational

as communities

values are

and context evolve.

among

at

to

the full frame approach 2.0 fall 2008 Principle 8: It only works with the right people working: Carefully select and support staff.

We assume: 1.

This work is not for everyone

and not everyone

can or should do this work.

The people who do this work

best regard it as a privilege to work in this way. 2. Therefore,

Even the right people need tremendous

support to do this work.

we: 3.

Carefully select staff for resonance with organizational well as for professional professional

4.

training)

Provide support,

expertise

(which may be gained through

and ability to tolerate

supervision,

reflection

Support staff's personal, emotional

personal experience

as well as through

ambiguity

and training

and hopeful so as to actualize the other principles 5.

values, ethical fiber and personal desire to grow, as

for staff to be able to remain engaged, creative,

curious

and practices.

and moral development

as salient elements

of professional

development. 6.

Expect staff to use their whole selves-their and intentionally,

being attentive

experience,

opinions,

knowledge

and feelings-authentically

to their roles, their power and to the risks and rewards inherent

in "use of

self." 7.

Support staff (perhaps through conflict

8.

and/or

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the mission is in conflict

Recognize doing Full Frame work challenges traditional tremendous

© 2008-2012

when actualizing

agency action and leadership)

support

when ethical and legal obligations

with some other obligation. notions of boundaries

and bright lines and requires

and processing.

9.

Nurture

staff's ability to remain relentlessly

10.

Work hard to keep the right people working

Full Frame Initiative

in navigating

hopeful and to stick with people and situations. at and with the organization

for a long time.

the full frame approach 2.0 fall 2008 Principle 9: Be accountable: generating

Pay attention

to a wide range of indicators to ensure that the work being done is

real, sustained results.

We assume: 1.

We must be directly recognizing

2.

answerable

that participants

We are also answerable

to the people who come to us and the communities

and community

that we are embedded

in,

are not monolithic.

to other systems, members

of our community

who do not think the way we do, and

other stakeholders. 3.

How we are held accountable answering

to these different

by various stakeholders

should and will be different;

it is our job to ensure that

audiences does not pull us off our purpose but does present our purpose and our

work in ways most resonant with the concerns of our audience.

Therefore 4.

we: Reflect on, understand, hold universally

6.

Pay attention

7.

Hold staff accountable

8.

Regularly reflect on whether

compromising

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to data but evaluate

Full Frame Initiative

blanket goals or outcomes

products,

and when they are not.

on more than numbers.

for actualizing

the values of the organization

the day to day work and operations

values and principles,

Manage the tensions

prescribing

participants.

Recognize when progress and process are themselves

9.

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for all program

and work to maximize impact without

5.

organization's

o

document

(and the principles

of the organization

of the Approach).

are reflective

of the

and, if not, we change what we are doing or how we are doing it.

in being accountable

to many different

stakeholders

to maximize our mission without

our ability to be true to those who come to us and the communities

we are in.

to

the full frame approach 2.0 fall 2008 Principle 10: Leadership matters: Continuously

foster and exert leadership, within the organization

and the

community.

Emergent elements: •

Recognize that the focus on the right people in the right positions with the right support not limited to ED/Director/Authority has to be manifest

•

leadership

isn't management:

not compromise •

•

•

continuously

positions.

At the same time, there is a recognition

includes but is that leadership

at these levels. it makes tough choices and leads organization

to actualize mission and

mission.

leadership

develops a culture of accountability--

throughout

the organization

Supporting

participants

to the mission, to the community

and that is understood

outside the organization.

to become staff and developing

in community

change efforts.

Development

of leadership

in the community-not

-- that is held

their leadership

capacity and supporting

them

only to create a ladder within the organization,

but

as a larger force. •

Recognize that this leadership

•

Allowing

may eventually

challenge

people to be leaders even while participants,

organizational

leadership.

even if that means they aren't just focusing on

themselves. •

leadership

in the community,

about who the messenger

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at "different

Saying what needs to be said, and being sawy

is.

•

Organization

•

leadership

is ideologically

•

leadership

is collective-organizations

Full Frame Initiative

tables"--

as a leader; organization's

heads as leaders.

wedded to vision, but is pragmatic

in pursuit of that ideology.

practice more fluid leadership

than authoritarian.