Matthew Wildcat, an assistant professor in the Faculty of Native Studies, reflects on the importance of embracing complexity in order to maintain good relationships.
In this week’s spotlight, hear from Matthew as he discusses relational governance, where multiple First Nations co-govern an organization.
How do you describe your work to people who don’t work in your field?
The shortest description I offer is Indigenous governance or maybe Indigenous politics depending on the audience. But my main research project is relatively straightforward. I look at examples of how multiple First Nations work together to operate school systems and other service delivery organizations.
What’s one big problem you want to solve through your work?
For more interested parties, I explain how my research looks at how the history of colonialism in Canada impacts Indigenous governance. Many First Nation governments only gained control over various governmental services in the 1990s or later. Relational governance is an arrangement where multiple First Nations co-govern an organization. Often, when I describe this, people bring up economies of scale. But, in light of the history of colonialism, giving up direct control over an area of governmental services in the name of economies of scale can just be more colonial paternalism. I think purely technocratic solutions like economies of scale are rightfully challenged by First Nation political leaders. So while on the face of it my research is a study of bureaucracy, Indigenous governance requires us to ask big questions about how Indigenous philosophies of relationships can re-imagine systems of governance. Here, I think the budding practice of relational governance amongst First Nations is a trend that will allow Indigenous peoples to work together in the face of the harms caused by colonization.
What does the word “innovation” mean to you?
A nose for innovation does not simply require one to think outside of the box. Rather, it’s an ability to identify harmful or ineffective practices/thinking and respond with successful solutions. I think the tricky part is that creating successful solutions requires groups of people to analyze problems along various registers. First, how does one have the lucidity to identify implicit modes of thought/practices that are harmful? In other words how do you know you’ve framed the issue correctly, especially in the context of deeply embedded systems of power and privilege? Next, how does a team convince others changing these practices or thinking is a priority among the multitude of issues we have to address. This also requires the strategic ability to bring taken for granted assumptions and engrained practices into a realm of contestation where various parts of society can lead changes. I think successful innovation also requires navigating the tension of challenging current practices/thinking while at the same time drawing on and amplifying the existing practices/thinking we want to champion. As such, innovation is never entirely about what is new and can also be about re-imagining what is present. Finally, you have to do all of the above while having the strategic capacity necessary to marshal the resources necessary to enact change.
Those who know me will see the various scholars I’m drawing from but it's also deeply influenced by my experience helping to establish the Maskwacis Education Schools Commission that brought the four Nations of Maskwacis together to create a unified school system, a proposal that seemed like a longshot when it was first introduced.
What’s been your biggest a-ha moment — in life or work — so far?
For me, it was thinking about Indigenous governance from a system standpoint - that is, looking at how various authorities exist in relation to each other. Here, I usually use the term sovereignties following on Indigenous thinking that looks at how distinct constellations of power are related to each other. This is opposed to an internal analysis that focuses primarily on how an existing structure of authority might enact reform within a single unit. A system approach is what drives my research to focus on the relationships First Nations have with each other instead of how a single First Nation operates.
How do you or your team come up with your best ideas?
Relationships are both enriching but difficult. So I think it's first and foremost having a view of relationships that embraces their complexity instead of trying to force them to be only good. At the same time, maintaining good relationships is the goal but we need to realize the goal is not eliminating conflict, but rather ensuring we have ways to respond to conflict and harm.
Ultimately, if you spend too much time philosophizing about relationships it becomes destructive because relationships have to work in service of a goal. So the best ideas come when you have clarity and purpose about the goal your team is working toward. It means you can cut through what is a very complex world and give yourself purpose when working through hard situations.
Do you have a role model at the U of A? How have they influenced you?
I’m inspired by many of the senior Indigenous scholars at U of A. I really appreciate the way Florence Glanfield carries herself and opens up space for Indigenous and non-Indigenous people in the university. Chris Andersen has helped to ensure the Faculty of Native Studies is a world leader. I’m always equally impressed by the research programs of Kim TallBear and Dwayne Donald who offer new ways of thinking about what the university is. I would also say Roger Epp has been a very special mentor because he’s known three generations of my family and I also hope my pal Shalene Jobin eventually makes her way back to working at the University of Alberta as well.
About Matthew
Matthew Wildcat is a member of Ermineskin Cree Nation. He is the Director of the Indigenous Governance and Partnership program, an assistant professor of Native Studies at the University of Alberta and he is a co-director of the Prairie Indigenous Relationality Network. Wildcat’s main research is the Relational Governance Project that looks at how First Nations co-govern service delivery organizations with each other. Matthew also provides governance and strategic advice to various Indigenous organizations and is a regular commentator on Indigenous politics in Alberta.
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