Following on the thinking from previous posts:
If cities are important (If only because more than 60% of the UK population now live in cities), are they all important in the same ways? There are qualitative differences between London (as capital city, federation of a number of small boroughs, making a lot of ‘noise’? within national debates etc); and cities with a strong industrial heritage (Birmingham, Manchester, Coventry etc); maritime/seaboard cities (Bristol, Liverpool, Newcastle); small ecclesiastical/academic cities (York, Durham, Cambridge, Oxford etc); recently nominated cities, and so on. Cities have, variously, claimed status for themselves as a learning city, or a resilient city, or a connected city. From the lines of thought up to now I would also add Flourishing City as the status that many cities are aspiring to be, even if this not yet being claimed in those terms.
From the various lines of thought described in my previous post, a number of overlapping elements recur time and again as key factors. These can be listed and arranged in different ways to create ‘constellations’ of meaning. Other people may come up with their own slightly different set of aspects, and arrange things in somewhat different arrangements. Below is mine.
Although it is set out (far ease of reading?) as a list it is seen as far more intra-connected since the components can be constructed together in different ways. It is intended more as a flexible lens/framework through which cities might be considered rather than as a definitive checklist. (I would also extend this beyond cities, and suggest that it is possible to use the same kind of framework to look at Organisations or Networks or Communities or Neighbourhoods or Families etc.
| Aspects of a flourishing place/organisation/network: |
| Sets out a moral purpose; there is meaning in what is done; promotes a compelling vision of where want to get to |
| Is aware of values/goals; uses agreed values as basis for decisions |
| Acts ethically; confronts wrongdoing; challenges bias and intolerance; deals with conflict and barriers |
| Can go out on a limb; able to express unpopular views |
| Sets challenging aspirations; driven to meet outcomes; results focused; maintains commitment/purpose |
| Asks why things aren’t done differently; approach involves querying and puzzling |
| Uses complex strategies without over-complicating things |
| Connects disparate things; seeing potential for linkages (up/down/across) |
| Looks outwards as well as inwards; interested in broader context |
| Observes what is going on in practice; watching the realities |
| Fosters active engagement with people, ideas and events – in ways that are authentic |
| Seeks positive relationships/interactions; collaboration; linking up with others; manages relationships with peer agencies |
| Feels part of a wider network/community of others; connecting with others (family, friends, colleagues); being in touch with people |
| Sees that today’s right answer may be wrong for tomorrow; recognises need for change |
| Generates new ideas; can put ideas into practice; adapts responses as new circumstances emerge; acts like a creative brain |
| Shows an interest in things/in the world. Passionately curious re why things work the way they do; how can be improved; wants to know other people’s stories. Relentlessly questioning; being curious; remarking on the unusual |
| Stays up-to-date; maintains currency in thinking/knowledge |
| Looks for information that can help improve things |
| Is open to new perspectives/viewpoints; sees changes emerging; prepares for change |
| Reflects on past experiences; Learns from experience; open to feedback |
| Learns from differences/ambiguities/gaps; Encourages debate and discussion; promotes conversations-of-equals |
| Is flexible in how events are seen/interpreted; sensitive to other viewpoints |
| Experiments; enjoys fiddling about to see what works |
| Operates in uncertainty; calculated risk-taking |
| Tries new things; rediscovering old interests; exploring/ formulating |
| Understands how people work; how to get best from self/others; Seeks opportunities to raise skills of others; Creates culture in which people can thrive |
| Listens well; picks up clues |
| Meets commitments; keeps promises |
| Leads by example; takes bulk of responsibilities |
| Has adequate self-determination and assertiveness; has presence, presents self with confidence and assurance |
| Has a degree of flow/mastery; has vitality about what is done |
| Shows grit, stickability, self-discipline |
| Wants (and gives) clarity, precision, succinctness |
| Is good at decision-making; decisive despite uncertainties and pressure; thinks clearly; organised; manages multiple demands |
| Demonstrates resilience; coping skills. Embraces adversity with a track record of overcoming it; strong work ethic |
| Stays composed, positive, unflappable; relaxed, calmness; manages impulses, avoids over-reaction |
| Handles difficult situations well; looks for mutually beneficial outcomes |
| Is aware of own strengths/weaknesses; key strengths are used to good effect every day |
| Is aware of the world and how reacting to world events is influenced by collective feelings |
| Savours the moment; appreciating what matters |
| Shows optimism; spreads positive emotions; cheerful, smiles, thanks others in genuine ways |
| Is unselfconscious about doing unsolicited acts of kindness for others; readily volunteers |
| Takes on new challenges/different responsibilities |
| Offers advice, feedback, coaching to others |
| Makes sacrifices for the greater good
This thinking is currently being developed further (particularly with the colleague Andrew Harrison) and additional thinking will be set out here and elsewhere in the near future. We hope that others will comment as one way of contributing to the thinking. |
