PREPARING ORGANIZATIONS TO ENGAGE IN EQUITY |
IMPORTANCE OF DOCUMENTATION DURING TRANSFORMATION

An interesting part of the Building Philanthropy project was the inclusion of documentation over the 18-month period. A documenter joined and listened carefully to those who participated in the project and captured key insights. Additionally, the documenter was also asked to "hold a mirror up" to those involved and their work and to reflect what was said—and not said—during conversations.

The process of documentation was foreign to many involved in the project, but a decision was made by FMS's executive leadership to integrate the documentation process into both the Commission's work and the foundation's internal change process that ran parallel with the Commission's efforts. This effort was also a way to gain a deeper insight into how the process of documentation could add distinct value to transformation efforts at other institutions and whether or not future investments to support documentation were warranted.

Below are eight reasons why documentation mattered to the work of the Mid South Commission to Build Philanthropy and why it should matter to philanthropic organizations committed to transformation.

1. The documentation process created a level playing field among commissioners allowing all members to participate fully in the process of identifying priorities and shaping a philanthropic agenda for the region.
   
   
2. The documentation lifted up the voices and perspectives of less vocal participants and brought to the surface divergent perspectives and opinions that enriched and informed the commissioners' deliberations and decisions.
   
   
3. The documenter pushed the group for greater clarity, challenging commissioners to avoid the temptation of reaching consensus prematurely without grappling fully with creative tension and differing points of view.
   
   
4. Through the voice of the documenter, unresolved questions were raised—in a non-controversial manner—that could have fallen off the radar screen and compromised the integrity of the process.
   
   
5. The documentation process facilitated the creation of a "feedback loop" between the commissioners, FMS staff, and the consultant team responsible for designing and implementing the learning agenda, ensuring that the commissioners had ownership of the process and its outcomes.
   
   
6. The documentation offered a coherent frame for commissioners to make sense of their evolving work and served a critical role in identifying central themes emerging from the group's thinking and analysis.
   
   
7. The documentation helped the commissioners recognize their accomplishments and progress, as well as celebrate the personal transformation that had resulted from newly established friendships and relationships.

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Details and further insight into how documentation can enhance the organizational transformation process is available in More Than Words: Part 4 / "Documentation Matters" by Mark Constantine.