This video welcomed participants to rethink the PRANA ecosystem with a systems view, to decide what outcomes they needed to influence through the strategic decisions they chose to introduce here in the workshop.

For the PRANA ecosystem to thrive and build upon the missing links identified by participants on Day 1 – the art of the probable - it would be important to revisit the strategy in this new context and determine what could be the art of the possible? What outcomes and targets must we pivot on, and where must we persevere?

In the first round of breakouts, the entire team had an opportunity to consider and discuss all the themes – Innovation, Partners, Policy and People – and focus on strategic outcomes that need to emerge across each of these. This approach ensured the wisdom of the room was harnessed and shared as each breakout (named Autumn, Summer, Spring and Winter) reported out on key strategy outcomes they believed are critical to the vision.

Having created a level understanding and requisite variety of inputs for strategic outcomes across the key themes, participants were aligned to each theme and invited to continue to build the strategic outcomes necessary to progress PRANA for the short term and medium/long term vision critical to the collective agrarian vision for Punjab.

Kahlil Kettering, BEF Project Director at The Nature Conservancy, invited participants to revisit strategic outcomes for 2025 and beyond through the lens of Innovation, Policy, Partners and People. Important questions for these themes include defining quantitative and qualitative outcomes across stakeholders comprising of farmers, community, donors and The Nature Conservancy.

Participants were given the opportunity to look through one of the strategic lens of Innovation, Policy, Partners and People and sharpen the missing links with a systems view for the near term and long term.

Each of the teams were invited to share their initial work on revised outcomes and targets within their theme, with the other teams asking questions to get desired clarity that could potentially feed their own theme.

Having established an initial understanding of what the revised strategy outcomes and targets begin to look like, the ‘strategy itch’ to solution these outcomes and targets were put on pause. Reflecting on the well-known saying ‘Culture eats Strategy for Breakfast’, it would become critical for the PRANA team to think about their culture – both intentional and accidental – and the role it will play to help them move forward as they meaningfully solidify their work into the next level of detail.

This critical shift would mean a transition to a brave new space equipped with ‘generous listening’ skills.

Stepping into the serenity of the TERI retreat, surrounded by the open expanse of nature, Amanda invited the PRANA team to participate in an activity on generous listening. Forming groups of three each (tripods), they were provided instructions on their roles and how they would each have an opportunity to practice generous listening.

The deeply sacred act of listening was introduced to set a foundation for creating a brave space, beautifully expressed by the poem shared by Michael Doane at the beginning of Day 1.

This activity was a powerful segue to inviting participants to create a brave space, in a safe space called the Fish Bowl. Concentric circles of seats around an inner circle (the fishbowl) allowed participants to observe an inner group of four members become vulnerable as they open up their thoughts and feelings on a topic vital to them – Trust.

Amanda and Rahul shared the basic rules of the Fish Bowl and began the inner circle conversation, inviting participants to think about what trust meant to each and everyone of them. Beginning with the Trust Equation which had elements of credibility, reliability, intimacy and self-orientation as a lead to opening conversations, four PRANA team members initiated a conversation within the fish bowl as others listened and observed them carefully from the outside. As the conversations warmed up, slowly yet surely each one of the participants entered the inner sanctum and contributed their deep feelings, concerns, fears about barriers that existed in their minds to building the trust that PRANA so desired of them.

At the end of the intense and long conversation, once the topic had exhausted itself through finding the much needed expression of dialogue, the participants were invited to think about what ways of working awaited this group. Conversations opened up to express these ways of working as five to six values that were specific to this group. Corrie, Manvinder and Edgar volunteered to take these values, which would become a foundation for ways of working, to create a social agreement which could be institutionalized for strengthening the culture needed to fuel the PRANA journey ahead.