City Council Agenda and Packet 2024 01 22 - SP

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examples from other communities around the state and nation, but its important to develop your own norms or rules from the ground up with your values as the foundation, so there's buy -in. Why rules OR norms? It's because the level of formality to be accorded really depends on your governing body's needs and desires. If you have members whose attitude is "Rules? We don't need no stinkin' rules;' then perhaps a softer approach of agreeing on "norms" of conduct maybe a good starting point. On the other hand, you might see reasons to elevate the adoption process by using a resolution or even an ordinance. In Despair? You Can Still Help You may feel your governing body will never come together to recognize the problem, much less move on towards seeking solutions. Should you give up? No! There are still things you can do as an individual. If enough individuals on the body do these things, then perhaps there will be an opening to go further! Suggestions for individuals include: • Assume good faith and best intentions on the part of everyone on the body. Some smart person once said that we judge ourselves by our intentions, and others solely by their actions. This perceptual gap can lead to misunderstandings and unfounded assumptions. Let's give everyone the same benefit of the doubt we give ourselves, by assuming that they, too, are acting on the basis of honorable intentions. • Listen more than you talk. Do your best to see and understand things from the perspective of others. Ask questions before reaching your own conclusions, and repeat back what you think you're hearing from others, so that you know you're on the same page. Listen for points of agreement, and emphasize and build on them. • Try to meet others more than halfway. If everyone only goes so far to try to bridge the gaps, then you may never meet in the middle. Sometimes one persoiA generosity in going more than halfway is the catalyst for breaking down misunderstandings. • Use the postures, tone, and body language of respect and engagement. Do this even if you're not "feeling it"; "acting as if" can be helpful in bringing a hoped - for harmony closer to reality. Make sure your body language and tone of voice aren't inadvertently communicating something you didn't intend. Keep your voice DOWN, even if others are starting to yell. Avoid the hair-trigger, knee-jerk, angry response. • Try some things to break down barriers. Maybe switch up positions where you sit on the dais. Suggest a pre -meeting dinner; breaking bread together can be a way to get people talking (make sure you have a "no -business" rule in effect). Team -building, especially in a retreat setting, can be productive. An outside facilitator or mediator might be helpful in identifying issues that are hard to see from the "inside' 15