I n a democracy, civility is not optional. The reason is simple. Democracy describes the process of self-government. It calls for all members of the group to be equally represented in the making of collaborative decisions.

Civility is critical to the democratic process, because it protects the conditions under which  we can make decisions for ourselves. Without civility, we are unable to do the complex thinking that our democracy demands.

Declaration of IndependenceMaintaining civility is a shared responsibility..and an ongoing challenge.  As a rule, we are quick to make judgments about people  but slow to understand them.   If our democratic process is to work, we must somehow overcome this tendency.  Democracy demands an atmosphere of mutual respect. It should not be surprising, therefore, that the framers of our Constitution spent their first hours meeting in Philadelphia and setting the rules of civility that would govern their deliberations.

As Carol Berkin writes in A Brilliant Solution: Inventing the American Constitution:

Taking into account the presence of loquacious and combative personalities among the delegates, the Convention wisely agreed that no one should be allowed to speak more than twice on any issue each time it was raised. And when a member behaved badly, he could be ‘called to order by any other member, as well as by the President; and may be allowed to explain his conduct or expressions supposed to be reprehensible.

There were other rules as well, such as, “Whilst a member shall be speaking…[N]one shall pass between them, or hold discourse with another, or read a book, pamphlet or paper, printed or manuscript…”

James Madison carefully recorded these rules in his notes. As Belkin comments in her book, “This concern with creating an open and safe atmosphere for discussion ran like a leitmotiv throughout the early days of the convention.”

Ed Morrison is Director of the Purdue Agile Strategy Lab. He is also an adjunct professor at the University of the Sunshine Coast in Queensland, Australia. For the past five or six years, he has been developing new, agile approaches to strategy in open, loosely joined networks, a discipline he calls Strategic Doing. Prior to starting his economic development work, Ed worked for Telesis, a corporate strategy consulting firm. In this position, he served on consulting teams for clients such as Ford Motor Company, Volvo, and General Electric. He conducted manufacturing cost studies in the U.S., Japan, Mexico, Canada, Italy, Sweden, and France. Ed started his professional career in Washington, D.C., where he has served as a legislative assistant to an Ohio Congressman, staff attorney in the Federal Trade Commission, and staff counsel in the US Senate. He holds a BA degree cum laude with honors from Yale University and MBA and JD degrees from the University of Virginia.

To move quickly, go slowly (at first)

I (re)learned a valuable lesson this week. We design and guide new networks to move quickly, to be come more […]

Rebuilding our civic economy

Our future prosperity depends on developing new, collective habits of complex thinking together. At the Purdue Agile Strategy Lab, we […]

Is Collective Impact transformative?

Ever since its debut in 2011, the concept of “Collective Impact” has offered the hope that citizens, acting together, can […]

Step 1: Creating new narratives

In the world of networks, narratives provide guidance. They convey knowledge. They generate learning. They create coherence. They reflect and […]

Agile Strategy is Like Ocean Kayaking

Today, organizations of all types are facing an uncertain future. While we hope for calm times in which we can […]

Connecting Collective Impact and Shared Value

Are the concepts of “collective impact” and “shared value” connected? If so, how? Consider first the case of collective impact. […]