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Confidence in the context of rebuilding community begins with a feeling that you can make a difference. You are an owner who can decide to perpetuate the present or create something new. Inspiring confidence and ownership are the first steps in community renewal. Adam Kahane uses a 60s play on words, “if you’re not part of the problem, how can you be part of the solution”. Confidence is knowing you’re part of the problem.

Confidence also implies that you can rely on your partners. While uncertainty may abound in what you’re attempting, if there is confidence then you have faith in yourself and others that together you will find a way forward even if its not the way you first thought.

Confidence is very similar to trust, in that you may be confident if you can trust others or predict their future behavior together with you. If you lose trust in others, then your confidence in them and your work together falls apart.

Read \"Is Silence Killing Your Company\" on the web. Explode the virtues of silence. We, as individuals (citizens), friends, neighbors and our organizations, pay a high price for silence. The authors ask, \"How do we get ourselves and others to speak up? Can the vicious spirals of silence be replaced with virtuous spirals of communications? The answer is yes, but doing so requires that we find the courage to act differently and that we create the context in which people will value the expression of such differences.\" They suggest the following practices: 1) recognize your power - power to express ourselves and to bring differences out in the open so that they can be explored - power to listen to understand others - power to act and make a difference. 2) Act deviantly - to break the wall of silence. Deviance is a creative act - a way of searching out and inventing new approaches to doing things. 3) Build a coalition - reaching out to others can give us the strength to break the silence. I find that the nominal group technique is a great tool to get people to work together and to find ways to move ahead. The focus is on finding the best solutions without finding fault with any idea. The principles of a \"Fair Process\" (a Harvard Business Review article) are also crucial. I also like the strategies of \"Getting to Yes\", with the focus on satisfying needs and interests instead of choosing from competing solutions. People\'s confidence will come from both a fair process and acceptable ways to move forward.