About Us

Cultural Affairs: Definition

Cultural affairs are all the elements of culture in motion: our habits and customs; the ideas and beliefs we hold in common; the behaviors through which we relate to each other; the lenses through which we see and understand ourselves, others, and our world; the patterns we follow as we go about our lives; the essence of what defines and binds us. These shared understandings, meanings, and behavior patterns enable peoples to coexist as a group, convey identity and significance, and determine the form and nature of collective actions.

Approach

Social change doesn’t take place in a vacuum. The context of all change that impacts people is the set of cultural dynamics that determine how the collective defines itself, makes decisions, and acts out those decisions – as well as how individuals relate to others and to the whole, and the image those individuals hold of themselves and of the group. In order to achieve lasting, just outcomes, these cultural affairs must be centrally integrated into the development process. The basic approach through which we incorporate cultural affairs in human development consists of the following elements:

• Participation. In order for people to support and solidify change over time, they must be part of the change process from the beginning. And not just on the sidelines or as observers. Participation only produces results when the people who will be affected by change are engaged in defining the very substance of the matter, and then in shaping and implementing the change process itself. We enable this level of participation through unique, customizable, tried, and tested methods of participatory group dialogue, planning, decision-making, and implementation.


• Comprehensiveness. Every group of people is comprised of segments and divisions – from political parties to income levels to genders. Any change process that does not include the participation of all segments won’t be implemented and sustained over time by everyone, thereby setting the process up for failure from the start. The simple process of inclusion itself is often a dramatic first step in the development process, bringing into dialogue for the first time marginalized and mainstream voices of a group on equal footing. The next step is to ensure sustained engagement of all parties over time.


• Interconnectivity. No problem is created or solved in isolation. The needs and challenges that produce the demand for change in the first place are inherently related to one another. Just as every person is defined in part by their social context, every social challenge is resolvable only within the context of other issues. When problems are analyzed from the perspective of their interconnectedness, a realistic path toward change becomes possible. Solutions that address multiple issues emerge, addressing underlying rather than surface problems, and expanding the number of people with a direct interest in a particular solution. The more people are invested, and the deeper the solution runs, the greater the probability that change will endure.


• Duration. Integrated human development can be a slow process, with fits and starts, spanning lifetimes and generations. Social structures and processes for managing change over time must be integrated into the cultural fabric, and must endure beyond the momentum of a particular issue or moment. This requires specialized, ongoing training for leadership from all segments and sectors. Social networks themselves must also be deepened, by building trust, improved communications, participatory leadership and governance structures, and healthy interdependency.


• Neutrality. The Institute of Cultural Affairs play a variety of roles, including facilitator, trainer, advisor, organizer, and mentor. In all of these roles, we operate as neutral outsiders, grounded in our core values but not in a particular outcome.

Philosophy

Our approach is informed by a basic philosophy about the dynamics that comprise human society and lead to sustainable human development.

Three overarching dynamics interact to comprise the basis of human society – they are the economic, political, and cultural dynamics. Each dynamic consists of a set of social patterns, interacting to achieve specific goals. The economic dynamic consists of the patterns that determine how a group of people ensures its sustenance and survival, from farming to systems of currency and barter to tithing and taxation. The political dynamic is composed of systems for ordering and organizing society to overcome chaos, which includes all decision-making, governance, and leadership structures and processes. Often left to the side, the cultural dynamic consists of the shared understandings, meanings, and behavior patterns that enable peoples to coexist as a group, convey identity and significance, and determine the form and nature of collective actions.

The three dynamics are inherently interrelated, but each plays its own vital function in the balancing of society. Each dynamic is present within every social unit and is essential for its survival and development. Yet the substance of these patterns varies widely throughout the world, and there is not a single “right” way for any of the dynamics to operate. It is vital that they be held in delicate balance with each other in order to maintain a balanced society.

Throughout the world, economic and political interests have expanded out of proportion in every imaginable arena. In response, development efforts focus largely on correcting these economic and political inequities, working through the existing economic and political dynamics and ignoring or minimizing the cultural affairs that must play a role in order for any lasting, just change to take root. These cultural perspectives, which consist of the very means by which society is sustained and solves its problems, are relegated to the background. The very ability to address challenges is thus eroded and, while small-scale or short-term improvements may occur, preventable maladies expand largely unabated.

The only way to reverse this disastrous trend is to reinstate the balancing dynamic of cultural affairs. Engaging the cultural dynamic enables the people affected by change to have a meaningful voice in decision-making, incorporates the rights and needs of people for a just outcome, and ensures that the change is something people are invested in, so that development outcomes will stand the test of time.

Mission

The mission of The Institute of Cultural Affairs International is to advocate for and actualize the fundamental right of all peoples to define and shape their own futures, toward the goal of realizing sustainable, just solutions to human challenges.

Values

The core values of The Institute of Cultural Affairs International motivate and define every aspect of our approach, mission, structure, and programs. We value:

• Accountability. Responsibility and answerability for that to which we have committed.
• Collaboration. Working together with like-minded partners to expand impact and share responsibility.
• Communication. Open and direct sharing of experiences and information.
  
• Comprehensiveness. Working with the whole system in any situation.
  
• Consensus. Decisions made jointly, based upon collective wisdom.
  
• Diversity. Respect for all peoples, regardless of race, ethnicity, religion, color, gender, national origin, age, sexual orientation, gender identity, or disability.
  
• Equality. Equal treatment and equal opportunity for all peoples, in all situations.
  
• Excellence. Utilizing our abilities and resources for optimum results.
  
• Global Perspective. An international, multi-cultural context for decision-making and action.
  
• Inherent human capacity. The innate ability and responsibility of every person to play a unique and vital role in human history.
  
• Integrity. The consistency between what we say, do, and believe in all situations.
  
• Intentionality. Making conscious choices and decisions, and placing emphasis where it will make the greatest difference.
  
• Interconnectivity. The inherent interconnectedness and interdependency of all living things on Earth.
  
• Justice. Fairness, balance, and ethically-grounded solutions.
  
• Lifelong Learning. Persistently ask questions and pursue new knowledge and perspectives, recognizing the gifts of all generations.
  
• Participation. The right of all peoples to function as protagonists of their lives, by playing a meaningful, effective role in the definition and shaping of their future.
  
• Servant Leadership. Choosing to serve first, and then lead, as a way of expanding and deepening service and enabling others to do the same.
  
• Sustainability. Solutions, structures, and resources that will last over time.
  
• Transparency. Full, accurate, and timely disclosure of all information that affects others.

Logo

Our logo, called a “wedge-blade,” represents the work of The Institute of Cultural Affairs. Two halves of the circle symbolize history and the future, with the line at the center representing where we stand now – the present. Processes of social change often engender conflict between those who want to perpetuate the past and those who want to change the future. We stand in the center in order to facilitate a transition, both honoring the past and building consensus for future change. In this way, the wedge-blade, which integrates the wisdom of the past in order to move toward a new future, represents the essence of our work.

History

The Institute of Cultural Affairs International was founded in 1977 to facilitate the work of a growing number of national ICA organizations. The pioneering research and human development work of The Institute of Cultural Affairs began in Chicago, Illinois in 1963. The initial laboratory for the development of our human development methods and approaches was located in the “5th City” community on Chicago’s West Side. From there, this work extended globally, with international offices and projects established starting in 1968. For example, the same approaches, adapted for the local situation, were utilized to establish the Maliwada Community Development Project in India. Click here for a complete institutional timeline.

Objectives

The strategic objectives of The Institute of Cultural Affairs International are to:

• Facilitate the sharing of our experiences, values, and lessons at the global level, in order to influence international development policy;
  
• Develop and facilitate global partnerships to address human development challenges;
  
• Coordinate programs and initiatives involving multiple member ICA organizations for global impact; and
  
• Support member ICAs through training and capacity building initiatives and facilitate regular networking and interchange among member ICAs.

Structure

The Institute of Cultural Affairs International is a worldwide network of national member organizations. The organisation is governed by a General Assembly, which is composed of representatives of the national ICAs and sets the organisation’s overall direction. The General Assembly is served by a Board of Directors, which holds legal and operational governance responsibility. The ICA International staff implement the organisation’s program and policy directives. In addition, individual members support the work of ICA International around the world.

Relationships

The Institute of Cultural Affairs International maintains relationships with key international bodies and other international organisations, including:

• Special Consultative Status with the United Nations Economic and Social Council (ECOSOC);
  
• Liaison status with the Food and Agriculture Organisation of the United Nations (FAO);
  
• Working relation status with the World Health Organisation (WHO);
  
• Consultative Status with the United Nations Children’s Fund (UNICEF);
  
• Service on the Non Governmental Organisation Consultative Group for the International Fund of Agriculture Development (IFAD); and
  
• Membership in CIVICUS, the World Alliance for Citizen Participation.

Locations

The Institute of Cultural Affairs International is located in Montréal (Québec), Canada. Member organisations are located in the following countries: Australia, Bangladesh, Belgium, Benin, Bosnia and Herzegovina, Canada, Chile, Côte d’Ivoire, Egypt, Ghana, Guatemala, India, Japan, Kenya, Malaysia, Nepal, Netherlands, Nigeria, Peru, South Africa, Spain, Taiwan, Tajikistan, Tanzania, Togo, Uganda, United Kingdom, United States, Zambia, and Zimbabwe. Click here for a complete list of contacts and learn more about the global network.