Some notes from three days of teaching a small cohort of leaders in the art of participatory leadership.
—-
When we teach the four fold practice of the art of hosting (also the art of participatory leadership) I’ve taken to doing it in a World Cafe. We use Cafe to essentially recreate the conditions that created the insights of the four fold practice 25 or so years ago. We invite people to tell stories of engaging and meaningful conversations they have experienced, look at these stories together for insights about what made them engaging and meaningful and provide and three pieces of advice to aspiring hosts and leaders about how to create engaging and meaningful conversations.
This not only helps a group discover the practice – which we teach only AFTER the World Cafe – but it also shows that the World Cafe is itself a powerful process for sharing stories, collective sensemaking and knowledge creation. In the context of our work this week, with academic researchers , leaders and administrators at a university, this can be a powerful experience as they experience first hand what it feels like to be hosted in what is essentially participatory research.
—-
Tennesson’s check in questions this morning featured a question that I love. “Who is a person for whom you are here this week?” I love a question like that. It focuses a learner for a moment on the fact that leadership development is not just personal development. It is learning you do to make the world a better place for others.
—-
Chaos and order and the Chaordic path is an important and basic introduction to complexity. It is the basic teaching that helps folks to see the polarity between ordered and unordered systems and how our work as hosts is essentially determining what move is required to bring a process into more or less order so that good work can be done. Complex facilitation, a term from the Cynefin world, is all about working with constraints, to loosen or tighten, to expand or contract, in order to create the conditions to catalyse actions or behaviours that take us in a preferred direction of travel. Its is about working with constraints to fashion a container that can become a place for emergence and then managing that emergence by harvesting, shaping, grounding or eliminating it.
—-
Personal work is critical for people working in complexity, or walking the Chaordic path. When confronting uncertainty and emergence, we run into reactions and emotions. Understanding the reactivity cycle and having a tool to create a subject-object shift that can first recognize the connection between the emotion and the situation and then examine that reaction helps to interrupt the cycle of rumination or fixation that can reinforce unhelpful patterns of behaviour which can make a person less resourceful in a space of uncertainty, leading to reactions like controlling, fleeing or tearing it all down.
—-
Adrenaline does not just create a flight/fight response. It can also induce freeze, appease, control, and comply response. None of these are helpful in leadership situations especially where there are triggering events like conflict, chaos, tough decisions, accountability and other issues on the line. Understanding the reactivity loop is the first step in shifting our responses. Working consciously with our patterns of reaction is how to disrupt those patterns and discover better ones. And it helps us stay more present and aware when we are in situations in which we are more likely to become reactive.
—-
My father in law Peter Frost, in his book Toxic Emotions at Work, worked from the premise that leadership creates pain. Decisions create lines and boundaries and good leaders make good decisions with an awareness of some of what will NOT happen while being committed to what will happen. This commitment to a core, once a decision is made, can free a leader up to handle the turbulence at the edge of the chosen path. There will always be those who disagree or dissent from a decision. There will sometimes be winners and losers, at subtle political levels as well as more obvious material levels. Taking the time to hear voices and build as much collaboration as possible before hand, and then working at managing the pain afterwards while committing to the decision is a really key skill. It’s never either or. It’s a dance. And the moment of a decision is a kind of madness, but some of the best leaders I have seen in action are able to do it this way.
—
A half day spent on Chaordic design. There is nothing more indicative of the intention to create truly participatory meetings than the willingness to make design them collaboratively. As one young person once said to me about Open Space “I love this process because I know that whoever controls the agenda controls the meeting.” Collaborative design is fractal and can happen at all levels of an initiative. It can also be initiated at all levels of an initiative. My hypothesis is that the extent to which people will participate in a meeting is directly related to the extent to which they are connected to the necessity for and purpose of a meeting. Taking time to name these helps ensure high degrees of engagement. Literally, nothing about us without us.
—-
A good question that came after I taught the Chaordic stepping stones: “This seems like it would work in an egalitarian environment but what about when there are real issues of power?” Mapping the urgent necessity of the moment should surface that reality. Naming the people who need to be involved is an important moment to name who has the power to say “no” and shut this down. In my experience every new initiative has a window of opportunity and a sponsor who will keep it open for a while. Until they don’t. Knowing you have limited time is helpful to focus on what’s really important and WHO is really important to include and HOW.
—-
How is Open Space a leadership practice? The moment of posting and the hosting a conversation that matters is what does it. A person responds to a call and takes responsibility for something important. For calling a conversation that needs to be called. They write it up and stick it on the wall and then show up to host. In these simple acts are the hallmarks of participatory practice. Post and host. Take responsibility for what’s important.
—-
One of the features of things like Pro Action Cafe is the way the constraints some times force naive expertise to be present. Having four at every table means sometimes people don’t get their first choice of projects to work on. They might end up a table where they have no idea what’s happening. We always encourage them to participate anyway because these are where the oddball questions, the “dumb questions” and the new ideas come from. Never underestimate naive expertise. If you want some try to explain what you are doing at work to our 16 year old niece. You will instantly learn some new things.
I finally managed to update all the broken links and misplaced resources on my Open Space Technology resources and planning pages.
If you now visit the Open Space Planning page and the Open Space Resources page, all the links should be working.
Anything you can’t find there is likely to be found at the Open Space World home including a library of books and papers from Harrison Owen.
Thanks for everyone who kept poking at me to get this done.
Harrison, one of the last times I saw him.
I’m on holiday in Portugal about to start a six-day walking trip in the Algarve and I’ve just learned that Harrison Owen died yesterday. His son Barry posted a brief notice on Facebook today.
I had a lovely talk with him a couple of weeks ago before I left on this trip. We talked about some things he was reading (he recommended a new edition of “Order out of Chaos: Man’s New Dialogue with Nature” by Ilya Prigogine and Isabell Stengers) and we talked a bit about family and time of life. He asked me for a good story and I told about some work I’m doing with universities and labour unions around culture change and he just riffed off of those, expressing his usual astonishment that no one quite seems ready to adopt the simplicity of Open Space. It was, literally, the message he preached until his dying day.
Harrison was an important mentor in my life, and it’s fair to say that without his ideas in the world and later his friendship and mentorship, I wouldn’t have been on the path I was on, doing what I am doing. In a post I wrote a few weeks ago, I summed up what he meant to me thus:
Harrison is an incredible guy, a deep river of experience and knowledge. His folksy manner and his constant exhortations to simplify one’s facilitation practice don’t come close to giving the full breadth of his life’s work its due. He is a priest, a theologian, a scholar of Near East religion, myth and culture, a former bureaucrat, community organizer, consultant, teacher, and author, and his whole life has only partially been about Open Space. I’m pretty sure he wouldn’t describe himself as a shaman but he was an important mentor in my life. He was the first person to introduce me to complexity theory, to spirit in organizations and to the dynamics of self-organization which transformed my facilitation practice.
So many of us in the Open Space world feel this way about him. I’m sitting today with a reflection on his life in my heart, and I will walk with him in mind this next week across the cliff tops and headlands of southern Portugal, peering out and across the wide Atlantic that he loved so much.
RIP, fella. The space is open.
By way of Peggy Holman, I was pointed to this video of an Open Space meeting recently held in Balama, Liberia. It’s a sweet thing, because Harrison Owen was deeply inspired by the village of Balama where he worked in the 1960s as part of the US Peace Corps. He attributes some of his inspiration for Open Space Technology to his experiences there, working with local folks as they organized and developed their community.
One of the hundreds of Open Space Technology Principles posters I have used in my time, this one from an Art of Hosting training in Minnesota in 2012, and designed by a team member.
NOTE: I edited the title of this to make it clear that I’m not calling Harrison a “shaman,” but rather trying to correct a meme that has been going around which has appropriated his work.
There is a post going around on the internet called “The Four Laws of the Shaman” or the “Four Laws of Spirituality.” The four laws are ascribed to some unknown shaman or some exotic culture like “Indian spirituality” or “Native American wisdom.” You can visit the links I’ve provided here to get a sense of the text. And, of course, this stuff is all over Facebook, where it gets shared endlessly. The earliest reference to these “Four Laws of a Shaman” I could find is from a Facebook page in 2011.
This kind of thing always gets my hackles up because it is possible that these sorts of sayings are attributable to a person who may be a specific teacher in a specific spiritual lineage or tribal community. Erasing their voice is a kind of colonization, so please don’t share these kinds of unattributed nuggets of wisdom unless you can quote a source.
In this case, however, the source is not a tribal elder from an exotic locale, but is Harrison Owen from Maryland, USA and the “Four Laws” are actually the original four principles of Open Space Technology. Here is one version of these “four laws of a shaman” from the posts:
- “The person who comes into your life is the right person”
- “What happens is the only thing that could have happened”
- “Anytime it starts is the right time.”
- “When something ends, it ends”
Anyone familiar with this blog or Open Space Technology will recognize right away that these are the original four principles of Open Space Technology, to whit:
- Whoever comes is the right people.
- Whatever happens is the only thing that could have.
- Whenever it starts is the right time.
- When it’s over, it’s over.
(And there is a fifth principle that was added within the last decade or so which says “Where ever it happens is the right place” but I’m old skool and the truth is I forget that one all the time)
The original reference for these principles is Harrison’s “Open Space Technology: A User’s Guide, first edition” originally published in 1992. The principles and the law of two feet are outlined in Chapter Five, pp 68-74. Before that, these principles were articulated in the late 1980s and published in the original set of notes Harrison wrote about the process sometime in 1987 or 1988. You can find that document at the worldwide archive of the Open Space Technology community of practice.
Harrison is incredibly generous with his work, and you can find much of his out-of-print work available at the Harrison Owen Library at openspaceworld.org. There is a library of his papers there too.
Sometimes, it is asserted that Harrison got these principles from a Liberian village. This isn’t true. Harrison did a stint in the US Peace Corps in the 1960s and documented village life in Liberia while working on community projects. You can read a beautiful photo essay of his observations in “When the Devil Dances” at the Internet Archive. He never claimed to see Open Space in action there. Rather, he was taken with how the community addressed a complex agricultural issue, and he cut his teeth on designing participatory processes in that work, which is documented in some detail in The Practice of Peace.
The Organizational Transformation conferences he helped run in the early 1980s (documented here) were the first use of the method, specifically at OT3 in 1985. His story of how he came to develop and use the method with many others is documented in his many papers and books, especially Expanding Our Now. He has been interviewed countless times, done TEDx talks and is always up for a chat, so if you want to hear the story from the horse’s mouth, you have abundant opportunity to do so.
Harrison is an incredible guy, a deep river of experience and knowledge. His folksy manner and his constant exhortations to simplify one’s facilitation practice don’t come close to giving the full breadth of his life’s work its due. He is a priest, a theologian, a scholar of Near East religion, myth and culture, a former bureaucrat, community organizer, consultant, teacher, and author, and his whole life has only partially been about Open Space. I’m pretty sure he wouldn’t describe himself as a shaman but he was an important mentor in my life. He was the first person to introduce me to complexity theory, to spirit in organizations and to the dynamics of self-organization which transformed my facilitation practice.
So. The next time you see these “shaman’s laws” shared in your circles, feel free to bring these receipts and give Harrison his due.