About the Zebra Collective
Zebra’s core value is social and environmental justice. This is reflected in all we do, directly in our equalities training & consultancy, but equally also in the values that underpin all elements of our work and in every element of our internal working.
From our commitment to equality issues our vision:
A just and sustainable society.
And from our vision issues our mission:
To influence change in public life and personal lives towards our vision of a just and sustainable society, through our work in development, facilitation, training, reflective practice, action research and organisational change work.
The structure of Zebra Collective – an equal pay worker co-operative – was chosen by its founders as a model which reflects our values, vision and mission, and which offers an excellent workplace in which the flat structure, shared ownership and broad-reaching equality maximises worker control over their working life.
As set out in the objects of the Zebra Collective Articles of Association we don’t distribute our profits amongst the directors but put our profits back into the development of the collective, and to support to social cooperative and charitable purposes
When you choose to work with Zebra Collective you choose an organisation whose belief and motivation is that, working together, we can have some impact towards a more just and sustainable society.
Our equality policy is set out in our Sustainable Social Justice Policy. We address social justice and environmental sustainability within one policy because we recognise how interdependent and mutually reinforcing these two imperatives have become.
Zebra Collective is known in our home city of Plymouth as an activist organisation that is the social justice conscience of any event and initiative in which we’re involved.
Social justice analysis underpins all our work and in every context we aim to raise awareness and reflexivity of how unrecognised and unacknowledged power and privilege operate. Alongside unconscious bias, frequently resulting in unwitting discrimination.
We also strive to highlight the harsh realities of the socio-economic systems and inequalities in which people find themselves and which, beyond their control, oppress and can lead to people internalising their problems (“It’s my own fault” – “I deserve it” – “I’m a bad person”) and being held responsible for them.
It is against this backdrop that we also utilise our solution-focused approach, to ensure the focus is on the individual or group and their best hopes, strengths and possibilities; and to seek out and amplify their coping, resilience and progress despite these oppressive challenges: ‘Given this social injustice, and how it impacts on you, what are your best hopes?’.
Further discusion about our social justice and solution-focused approach is discussed in: Shennan, G. and Gardiner, M. (2018) Collectivising solution-focused practice, Critical and Radical Social Work, 6(3): 419–24,
Zebra Training and Reflective Learning
Zebra workshops are carefully planned to ensure that participants go away with new skills, knowledge and/or understanding. Our trainers bring practical experience, in-depth knowledge and excellent facilitation skills to create a lively, interactive and varied learning environment.
As equality and participation are core values, our training is delivered such that everyone is actively involved and it’s accessible and responsive to individual needs.
Our solution-focused approach is reflected in all our training, reflective and facilitative learning work:
- we design learning to bring out participants’ best thinking
- we reflect a belief in participants’ competence, resilience, resourcefulness – and draw on these strengths throughout
- we place greater emphasis on focusing on the change wanted and developing a “rich picture” of what change will look like and what difference this will make – instead of lengthy analysis of “what’s wrong”
- we notice and articulate what’s already excellent or good in individuals’, teams’, services’ and the organisation’s work (and noticing what’s improving), and draw clues from this for further progress
- when it comes to action planning for change, we identify “small steps”, constructed in SMART terms, rather than devising big grand plans: small steps are more likely actually to be taken, and once a change has begun this tends to ripple out to further change
For further information email: firstname.lastname@example.org