I was replying to a question on the Art of Hosting Facebook page about whether anyone had done a low stimulus training, without a facility that fills with posters, and stickies and graphic recording and all manner of artifiacts.
I sent this reply:
I once did a one day Art of Hosting that took place on a walk in a forest here on my home island. We first sat together by a water fall to check in on the question of what is flowing and what is staying the same. We stopped at a set of old hollowed out cedar tress for a cafe conversation, where we were able to fit four groups of three inside the burnt out trucks of the old cedars. We walked around a lake while I taught about the four fold practice to a small meditation sanctuary in the woods next to a 1100 year old Douglas fir where we sat in circle. And then we set a round of of Open Space conversations and we walked halfway back for the first round. Then stopped in a meadow to start the second round. and finished those conversations before returning to the village, and the pub for beer and dinner and then I sent my friends away on the ferry. There was no writing, no sticky notes, no posters, no flip charts, nothing other than a few good questions, a teaching on the ground and some lovely conversation. I'd do it again in a second.
We are deep in the rainy season here on the west coast of North America. I’ve been reflecting on my year of work and noticing a few patterns that are coming to mind as I think about the kinds of questions that our clients have been confronting this year. I don’t know that these observations are especially novel, but they do represent patterns that I have seen this year. they also represent places where I think our work can be helpful.
Something of the bigger context.
As it always has been. But that bigger context is currently full of austerity, fear and polarization. Much of our work is within the non-profit and public sector, and our clients have all been facing declines in funding, uncertainty about the future, skyrocketing need from their own clients and a deep questions about using their leadership to confront polarity and division in their organizations and communities.
It used to be that we were confronting a “scarcity mindset” where we feel to recognize the wealth of ideas and leadership that we actually have. This leaves leaders and organizations retreating into their own shells as they try hard to shoulder the responsibility of the work. Often in our organizational development work, we could do things that lift our eyes up a bit and help activate the leadership throughout the organization.
These days, on top of that dynamic, I think we’re facing an “austerity mindset” whereby that wealth of talent, attention and money is still present but it is actually locked away and not available to us. It has been concentrated elsewhere and everyone seems to be preparing to simply do without it.
I’m certainly not 100% sure of this shift, but it feels like the issues leaders are confronting are shifting in ways that we continue to explore with them and their teams, and my colleagues as well. What helps at this time is continued connection and sophisticated situational awareness to see and name what is happening and to be honest about what is available to work with. Maybe, dear readers, you are seeing it too. All work happens in a context and being able to name this context is important, without getting lost in it. I wrote about this back in September.
Five year strategic planning is dead.
The Covid-19 experience seemed to finally put to rest the typical five year strategic planning process. Everyone now has practical and tangible experience of how the best laid plans can be knocked sideways. And in the last year or two, as organizations have been recovering from Covid, they have no been hit with massive uncertainty in the world, including cuts to their funding. And it very much seems irrational, arbitrary and determined by bigger dynamics that are outside of the control of the organizations we get to work with.
In response, the kind of planning I have been asked to do more and more this year is about scenario planning and arriving at a set of practice principles that can help organizations lead towards a variety of futures. I do love this kind of work. It has relational benefits of visioning and dreaming together, but is rooted in deep and practical need for on the ground responses. I’m not an expert at operational planning – and there is always a need for that kind of work – but bringing people together to think about futures and develop some shared resourcefulness about responding to what might happen is useful.
Connection is needed but trust is shaky at the centre.
I have had a blog posts sitting in my drafts for a little while that talks about how we can move from centralized planning and control towards a more networked form of leadership. Ever since I ran across Open Space Technology in 1995 I have seen the need for this, because as Harrison Owen (who we lost in 2025) observed, Open Space activates an organizational structure of shared leadership and responsibility that is latent in any group of people. He called it “The High Performance Organization” and it checks a lot of boxes for what leaders want: engaged staff, ideas and responsibility sprouting up all over, connected and self-organizing teams that are working in a common direction, but meeting challenges where they are at.
The problem is that such networks really depend on the ability and willingness of organizational leaders to open up space for that to happen. We spend a lot of time in our longer engagements working with senior leaders to help them sustain their ability to truly trust the folks in their groups to do the work. It is sometimes a hard thing to bootstrap, but once it gets going, these types of networks can be quite powerful. Central leaders and organizations become conveners rather than resource sinks, and work becomes meaningful. It requires leaders to do the work they are uniquely positioned to do but to release to the community work that can be better done at the edges.
In the little supporter-owned soccer club I am a part of we do this but having our core leadership care for the fiduciary and technical responsibilities or the club and the rest of us live by the principles of “Assume your talents are needed, and proceed until apprehended.” In this way we activate community and true ownership over what we are doing.
And speaking of polarities…
This kind of things means that polarities abound: centralized control and distributed responsibility; continuity of tradition and new responses to emerging conditions; maintaining fiduciary obligations while stretching beyond; focus on the core external offering and building interior connections and development. Every planning process I have been involved in this year seems to hang on one or more of these polarities. Often the conversations about need and purpose start with an acknowledgement that both sides of the polarity are needed and the challenge is to lean into the skills and talent we have to do both. As contextual uncertainty has increased, our clients seem more willing to wrestle with these polarities rather than simply seeing their current conditions as a problem to be solved.
As always, we need to be thoughtful about how we think about change.
We are living in a world which seems to be revelling in ignorance about complexity. Every problem now seems to have a simple answer, with predictable and brutal results. We are fed this line in our civic conversations too, organizational realities and personal lives too. Social media algorithms have shaped our ideas about what is happening in the world and what we should do about it. I think complexity literacy is more important than ever. Just being able to think about the different kinds of change out there TOGETHER helps us to make sense of things in a more useful way and in a way that builds more relationships and therefore more resilience. Some of my go to frameworks for helping folks understand how change happens, the Cynefin framework and the Two Loops framework, continue to be extremely useful for helping people describe the spaces they are in, and chaordic planning has stood the test of time for collaboratively designing responses to these kinds of conditions.
AI is helping us delude ourselves into believing that we don’t need craft, or the ability to confront uncertainty with relationality.
It used to be fairly common that a client would discover that I was a facilitator and hand me an agenda and ask me to facilitate it. Its the reason I wrote the chaordic stepping stones guide in the first places, so that we could explore the possibility space together and design something that was fit to needs instead of simply rolling out a best practice. This year was the first time I received agendas generated by ChatGPT and asked to facilitate those. It took me a moment to figure this out, but I think that many people are probably asking their favourite large language model to give them an agenda for a two day strategic planning process. We are witnessing a massive cultural crises stemming from the destruction of craft across all the arts including music, writing, visual arts and process arts. Designing and facilitating participatory work is a craft. the two go hand in hand. One would never give an accomplished artist a paint-by-numbers set and ask them to use their technique to fill it out the way one wanted. Or hand a musician a piece of music to play that has notes in it, but no sense of development, harmony or rhythm.
Artificial intelligence is excellent at giving one the impression that the uncertainty they are confronting is easily solved. The tools that we currently have access to are extremely powerful aids to help with facilitation work, but they simply cannot replace the craft of relationship building and the time it takes to do work that generates meaningful contribution and ownership and sustainability. Facilitators and participatory leaders need to continue to develop the skills to work with groups of people in increasing complexity, within decreased time frames and a climate of austerity, polarization and uncertainty. Our chatbots are incapable of understanding what we know when we enter a space like that, but those of us that fear the ambiguity of these spaces can find ourselves retreating into the comforting certainty of a set of answers that come from what appears to be a divine and omniscient source. We just have to be careful not to lose the ability to sit together and figure something out. Keep watching sports like soccer and hockey. Keep making music with each other. Exercise the feeling and abilities that we have to make and undo things together without knowing where we are going or what might happen next. Move together, slightly slower than you think you should be, and seeking surprise along the way.
Stories and shared work are helpful.
I had a lovely call the other day with Cynthia Kurtz and Ashley Cooper are some folks Ashley is working with around using Participatory Narrative Inquiry to work with stories in communities and organizations. I continue to use that collection of methods for dealing with difficult and complex situations, including future scenario planning, because my experience has been that making sense of grounded stories together is the best way to engage with the uncertainty and opinionated conversation that passes for civic dialogue. I’m interested in methods and processes of civic deliberation and address conflict with process design. How can we bring difference into governance without confusing it with conflict? How can we work with conflict without confusing it with violence? This is not an area I have ever been comfortable in, but I have found that stories and circle are the best way to have a group of people dive in together on shared work that helps differences become resources and helps conflict become co-discovery. In watching the current kinds of conversations we are having in Canada around things like Aboriginal title, it’s clear that folks with opinions not rooted in actual experience have a hard time even beginning to understand issues, let alone seeing ways in which reconciling differences can be the work of a mature politics, and a potentially defining characteristic of the Canadian project.
So these are some of the things I have seen this year and I expect that these are threads that will continue to grow and bloom in the coming year too. I’m really interested what YOU have noticed?
I spent a beautiful Friday morning with colleagues and peers who were gathered through the Simon Fraser University Dialogue Community of Inquiry. One of the open space sessions I was in was about making space for dreaming and imagination, and coincidently, Interaction Institute has a blog post up this past week on dismantling fear with imagination, which is a short report on a recent gathering convened to talk about this topic.
People want transformative solutions, but decades of disinvestment, backlash, and political messaging have convinced many that big changes are unrealistic. When people don’t believe change is possible, they disengage or lower their expectations. The Hope Gap isn’t just a barrier to action, but a crisis in political imagination.
My friend Pauline Le Bel confronts the fear of dying in her new book of poems called “Becoming the Harvest.” If you live in Toronto, you might see one of her poems on the TTC. If you don;t you can hear her read it in this YouTube short, where she also talks about writing about death and becoming an ancestor.
Last night we had a real Pineapple Express. Winds gusting up to 90km/h flickered the power and brought down some smaller branches. We had about 80 mm of rain in the last 24 hours , but we are expecting another 100 or so today. Squamish has had 280mm of rain this week (150 yesterday alone), and the flooding continues in the Fraser Valley. Freezing levels are high, so whatever snow we have had, everything above 2500 meters has melted and flowed into the valleys.
What would the world look like if participatory practices became the way we governed ourselves and structured our world? Rosa Zubizaretta has been doing some thinking about that and some of her friends have written a utopian screenplay to imagine that future.
Rosa’s work in this field sits alongside many others who are continually thinking about how to bring more large scale participation into governance. Participedia is a website that collects information about all of these ways of working and is worth a long linger.
Later editing to add a collection of stories of radical democracy from around the world published at the Global Tapestry of Alternatives, which is a really interesting site full of research and documentation of committed local alternative governance work.
My local MP Patrick Weiler on the Canada-Alberta MOU. I have a lot of respect for Patrick,, even though I find myself increasingly disagreeing with him on substance of issues. But it’s very good to get in-depth interviews with local members of Parliament so we can get some insight into how they are thinking about and positioning themselves on these issues. I wish we could be more deliberative on these issues.
The rains came yesterday and last night with a persistent atmospheric river delivering over 100mm of rain to the communities like Agassiz and Chilliwack in the east end of the Fraser Valley east of Vancouver, All of the eastbound highways out of the region are closed right now due to flooding and landslides, and while not as catastrophic as the 2021 floods that cut off this part of the country from the rest of Canada for weeks, it nevertheless shows how easy it is for us to be isolated here. The highway down the coast to Washington State is still open, but they too are dealing with flooding.
This was the first time that our region has had an orange level weather warning, and I would say that the system did well in predicting and warning residents of the eastern Fraser Valley about the impending danger. It validates the heuristics I attached to the colours when the system was launched a couple of weeks ago.
Coincidently, we woke up early this morning to the sound of water dripping inside the house. It had nothing to do with the rain, but rather a broken pipe in our ceiling. So my day began a bit early today. We filled the kettle and turned the main water off and now I’m just surfing and waiting for the plumber to come. He’s currently dealing with a flooded basement elsewhere on the island.
For the rest of the day I have enough water stored in my emergency containers to easily get us through a few days without running water. It’s nice to have emergency preparations validated by non-catastrophic events. The rain has stopped outside but it’s code orange inside our house today.
Anyway, here are a few links that caught my eye this morning.
An interesting read on Liberalism and its intersection with African political thought and economics The comments contains a good discussion as well.
Sports gives you a really tangible view of how the intangibles affect performance, which is one of the things that fascinates me about games like football and ice hockey. These rely on very subtle intangible connections between players to enable rapid adjustment in a dynamic environment. At the highest levels, skills aren’t all that different, but what often makes the difference in play and performance is culture. Manchester United went through a massive culture change after Sir Alex Ferguson left, from which they haven;’t recovered. It was wholesale changes that made a difference. It was the way new leadership handled the legacy of culture that was handed to them. The guys at Anecdote explore this more.
A project after my own heart, weaving music and ocean conservation together. Explore The Oceansong Project.
Every Thursday Patti Digh shares a few links she found during the week. This week there is a lovely collection of before and after photographs showing Czech people as both young adults and centenarians.