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Monthly Archives "June 2023"

The annals of break-out groups

June 28, 2023 By Chris Corrigan Conversation, Facilitation, Open Space 6 Comments

An interesting rabbit hole was opened for me thanks to Tim O’Reilly’s cheeky claim that the German naturalist Alexander von Humboldt created the “unconference” in 1828.

Through a link on the OSLIST provided by Rolf Schneidereit I’ve just read Humboldt’s opening address at the “Meeting of German Naturalists and Physicians” held over several days and several locations in Berlin during September of 1878.

The invitation was to break down barriers between scientists from multiple disciplines to explore diverging opinions and ideas. As Harrison Owen did a century later when reflecting on his development of Open Space Technology, Humboldt drew his inspiration from the natural world for a conference that was primarily based on the exchange of oral ideas in small groups, across disciplines, in dialogue. Here are some remarks from his opening address:

The terms naturalist and doctor are therefore almost synonymous here. Chained by earthly ties to the type of lower structures, man completes the series of higher organizations. In its physiological and pathological condition, it hardly presents a class of its own. Anything that relates to this high purpose of medical studies and rises to general scientific views belongs primarily to this association. As important as it is not to loosen the bond, which embraces the equal exploration of organic and inorganic nature; yet the increasing size and gradual development of this institute will make it necessary to give section-by-section more detailed lectures on individual disciplines, in addition to the communal public meetings to which this hall is dedicated. Oral discussions are possible only in such narrower circles, only among men, who are attracted by equality of study. Without this kind of discussion, without a view of the collected, often difficult to define, and therefore contentious bodies of nature, the frank intercourse of truth-seeking men would be deprived of an invigorating principle. also to give more detailed lectures about individual disciplines in sections. Oral discussions are possible only in such narrower circles, only among men, who are attracted by equality of study. Without this kind of discussion, without a view of the collected, often difficult to define, and therefore contentious bodies of nature, the frank intercourse of truth-seeking men would be deprived of an invigorating principle. also to give more detailed lectures about individual disciplines in sections. Oral discussions are possible only in such narrower circles, only among men, who are attracted by equality of study. Without this kind of discussion, without a view of the collected, often difficult to define, and therefore contentious bodies of nature, the frank intercourse of truth-seeking men would be deprived of an invigorating principle.

Humboldt, Alexander von: Speech delivered at the opening of the meeting of German naturalists and physicians in Berlin, September 18, 1828. Berlin, 1828. p. 7-8.

So I don’t know that Humboldt invented the “unconference” as O’Reilly claims, but it is certainly an interesting early record of break-out groups being used to discuss findings and ideas in the spirit of Open Space and current good dialogue practice.

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Connections as constraints

June 23, 2023 By Chris Corrigan Complexity, Containers, Emergence, Featured 11 Comments

Me and Anthony White this week. Anthony is a professional soccer player who plays for Vancouver FC and is a former player for the team I co-own, TSS Rovers. He helped us win a championship last season. On Wednesday, he came to watch his brother play against us, and we had a long conversation about his career starting to take off. We didn’t pay attention to much else for about ten minutes!

Mark McKergow is a friend and colleague in the field of both complexity and hosting (and whisky and jazz!). What I like about Mark’s work is the way he writes about Host Leadership without being enmeshed in the Art of the Hosting world. He has also written a book on hosting generative dialogic containers from the dialogic OD world, which I like a lot. His writing is rooted in theory and research and he shares his ideas in practical ways.

Today he has made available a new paper called “Lead as a Connecter, not a Constrainer,” and it triggered for me an important clarification in how I write about and talk about constraints.

In the paper, Mark advocates for choosing connection over constraining because connection generates possibilities and participation. He alludes to constraining behaviours as those that make it all about oneself and not a mutual, exchanging relationship.

It is common to think about “constraints” as a negative limitation on freedom and relationship. No one likes being constrained. This becomes tricky when teaching about complexity and constraints because in a complex system, emergence and self-organizations proceed from constraints, which include connection.

Constraints in complexity work hand in hand with affordances, like yang and yin. When one makes a connection of any kind, one immediately limits the possible states that the system can take going forward. Connection is already a constraint and it enables an affordance, that, if stabilized, I would name as a container.

If I meet you at a conference, we might greet each other and I might ask you how you are and what you are working on. in that moment, the way I connect with you and what we exchange will create certain probabilities. For example, it is more likely in that moment we will talk about you rather than me. If the conversation goes deep off the start, because I have followed Mark’s advice and asked about YOU and showed and interest in you, it is probably less likely that we will allow ourselves to be interrupted by someone we don’t know. Starting with a mutual interest in each other creates an affordance towards depth in the relationship, and for the time we are together, we might even form a powerful and stable little container. We may find ourselves locked in a deep conversation, unaware of time passing, or other factors outside our immediate awareness. Our focus narrows. We might form a tighter boundary around our little two-person system, and that will enable our friendship to deepen, but it will also prevent us from connecting easily with others. In this sense, the container that we create becomes an emergent phenomenon that arises out of the way we constrain the situation through a simple connection.

Alicia Juarrerro has just published her long-awaited latest book on constraints, and I’m starting to dive in. A lot of what I am writing about in the relationship between constraints, affordances and containers comes from her work and its influence on Snowden’s work. She has been writing about these ideas for a long time and I’m relishing the clarity and ease with which she outlines the key philosophical foundations of anthro-complexity.

And I appreciate Mark’s work too! Don’t be afraid of working with constraints. Without them, we live in a world of unhelpful chaos. All life and life-giving context proceeds from constraints.

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Implementing participatory practice as a CEO

June 20, 2023 By Chris Corrigan Art of Hosting, Conversation, Facilitation, Featured, Leadership

I love Phil Cass. He’s one of my closest friends in the world of the Art of Hosting and is a long-time collaborator. I’ve been lucky to work with him on some BIG work over the years, including a national Food and Society Conference for the Kellogg Foundation and a two-year scenario planning process for a national effort to change the conversation on palliative care in the United States. These days I am on faculty with his Physicians’ Leadership Academy in Columbus, Ohio, where I get to teach complexity to a couple of dozen incredible physicians every year. Plus, he has great taste in bourbon and music!

This is a really nice reflection on his years as CEO of the Columbus Medical Association, where he spent 16 years implementing participatory practices within the organization and in the community as the CMA spearheaded a massive effort to create affordable health care across Franklin County. He has led major state mental health organizations and is one of those guys that is built for senior leadership. OPur colleague Mary Alice Arthur sat him down to chat about what this form of leadership is like from the CEO’s office

implementing participatory practices has its challenges, and Phil’s story will cover ground that many leaders will find familiar around letting go of control, being afraid of vulnerability, delivering on mandates and worrying about seeming flakey. But he has lived the path, and it comes down to a few simple things to do regularly. Have a listen to the whole thing.

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Theory and a case study: constraints at play in an emergent container

June 15, 2023 By Chris Corrigan Art of Hosting, Complexity, Containers, Conversation, Culture, Emergence, Facilitation, Featured, Invitation, Leadership, Organization, Power, Stories

The three-domain version of Cynefin, originally published on Dave Snowden’s blog.

I’m trying to organize my thoughts on containers, complexity and constraints that span a couple of decades of work and grounded theory. In this post, I want to lay out how I see these phenomena in the context of anthro-complexity, largely articulated by Dave Snowden, with implications for complex facilitation, or what we in the Art of Hosting community call “hosting.”

I’ll lay out some theory first that I’m working on, link it to facilitation and then share a case study of a recent meeting I hosted to demonstrate how this plays out. You can let me know if you think there is a good basis for a paper here, and please feel free to ask questions and to poke and prod at these ideas.

Some definitions

  • “Constraints”: Constraints in complex systems limit the behaviours of system components but also enable certain patterns or paths to emerge.
  • “Containers”: In the context of complexity, a container is often considered as an environment or space (conceptual, physical, or social) that influences the interactions and dynamics of system components.
  • “Enabling constraints” and “Governing constraints” are part of Dave Snowden’s Cynefin Framework. Enabling constraints allow certain patterns to emerge and adapt in a complex system while governing constraints are applied to assure specific outcomes in more ordered systems.
  • “Emergence”: Refers to the idea that new properties, behaviours, or patterns can arise from the interactions among system components, which aren’t predictable from the properties of individual components.
  • “Chaos”: In complexity science, chaos refers to a state of a system where it’s difficult to predict the system’s behaviour even in the short term.

Some basic theory

Constraints form the foundation of what we call “containers” in dialogue and facilitation practice. A container is a stable environment in which actions and thought processes occur. In a complex situation, enabling constraints yield containers which exhibit dynamic stability, such as a dissipative structure, where the emergence of thoughts and actions takes place. The container shapes these thoughts and actions.

Containers that endure over time solidify into stable contexts and ultimately evolve into cultures.

Much of the existing literature on containers merely identifies this phenomenon without comprehending how these containers come into being and therefore, how they can be disrupted, stabilized or managed. However, the literature on constraints and complexity science provides useful insights for understanding and working with containers.

When operating in the realm of complexity, you need at least one effective constraint in place. Without any effective constraints, you’re dealing with chaos – an unbounded, essentially random state. Seen through the lens of Cynefin, Chaos is a state that is approached either from the liminal space of Complexity or from the catastrophic failure of highly ordered systems.

With the establishment of a manageable constraint, you can start creating a stable container with affordances to pursue a preferred outcome or direction. The more stable the container, the more predictable the outcome. When we cross through the liminal space between Complex and Ordered states, we move into governing constraints, and we employ constraints to ensure a specific outcome. Maintaining governing constraints requires power, resources, and control to suppress the emergence typically characteristic of living systems. Even ordered containers can be vulnerable to the emergence and unexpected events. Thus, they are often strictly bound, and the agents within the system are heavily constrained. The connections in these systems are controlled, managed, and monitored for any deviations. In situations where certainty is crucial, maintaining a governing container can be costly, but the benefits are significant, leading to safety, order, and control – key aspects of an ordered system.

Using anthro-complexity to understand containers in complexity

Containers can materialize in a multitude of ways. It may be beneficial to interpret containers through the prism of the three principal Cynefin domains: Chaos, Complexity, and Order.

In an ordered system, or an ordered container, the container can be pre-designed, often drawing upon good or best practices and demonstrating robust stability that actively resists change. Such containers may take physical forms, like buildings, pots, cars, and furnaces. However, they can also be social containers where interactions among individuals must be rigorously regulated and controlled. These could pertain to situations necessitating safety or for regulatory purposes, such as in accounting or law.

In Chaos, facilitation, such as it is, is all about applying constraints – sometimes draconian constraints  – in an effort to create some stability or safety and buy some time to find options for action. In this domain, the container can be experienced as being strapped to a stretcher, ordered to remain in place, or, in trauma responses, held in a way that enables self-regulation.

The development of containers within the complex domain progresses through a process of probing, sensing, and responding. In the complex domain, containers, often experienced as a combination of phenomena rather than strictly physical tangible objects, are shaped by the constraints at play. They emerge as phenomena due to these constraints.  Constraints at play can stimulate the emergence of this type of container, fostering patterns of behaviour and establishing a felt sense of stability. Within this stability, connections, exchanges, attractors, and boundaries will seem to have a more or less consistent presence over time. and give rise to the feeling or experience of being “in a container.”

When working with patterns in a container we can map or examine the container’s constraints that enable certain patterns to emerge over others.  Until a constraint stabilizes in a complex system, it serves merely as a catalyst, as described by Dave Snowden, stimulating a specific pattern of behaviour. If this pattern of behaviour is coherent with a “preferred direction of travel”, it will aid in establishing the felt sense of a container in a complex system that contributes towards useful dialogue, activity and other beneficial activities.

If however, the stability of the container produces emergent patterns of behaviour that are not desired, we can attempt to change the container by shifting constraints in order to stimulate different interactions.  While the facilitator plays a particular role in this situation, but the shift in the nature of a container can come from anywhere.

Complex facilitation, therefore, is the craft of catalyzing the emergence of patterns within a container which aligns beneficially with the preferred direction of travel shared by a group or a leader. In this craft, one employs constraints as catalysts and closely observe the nature of the emerging container through the system’s pattern stability. If unproductive patterns emerge, one can attempt to disrupt the container by modifying a constraint. If useful patterns appear, one can aim to stabilize that container to ensure continuity. Thus, the facilitator’s role primarily involves monitoring the situation, assessing the quality of the container, and occasionally using their influence to help stabilize and manage the emerging container in the service of the preferred direction. This is largely achieved by “creating space” for the group to engage in beneficial activities.

In a complex situation, the ideal is generally to utilize enabling constraints to facilitate emergence rather than governing constraints to control it. This requires awareness of the inclination to control interactions, possibly to reduce unhelpful conflict or balance power disparities. It should be obvious that the practice of doing this is fraught with ethical traps (more on this in later posts), and so undertaking this work without considering the values that underlie the ethical use of situational power is perilous. Rather than controlling interpersonal interactions, the focus should be on adjusting the conditions and constraints of the entire container to enable the emergence of different behavioural patterns.

A case study

Recently, I facilitated a meeting with a small group from an organization confronting an existential question. Should the organization continue in its current form, should it be wrapped up, or was there something in between?

Through interviews with board members and staff prior to the meeting, it was evident that the current situation was untenable. The organization had weathered turbulent times, with new board members and supporters who endorsed the founder’s vision. This vision, however, had been pared down significantly, resulting in an unclear purpose and direction for the organization.

On the day of the meeting, two critical conversations needed to occur. First, because many were new to the organization, we needed to discuss the organization’s current state and its projects, with a particular focus on the founder’s intentions. The second conversation had to address the next steps for the organization, providing clarity on a potential partnership that would determine their level of commitment.

I prepared an agenda featuring different ways to facilitate these conversations. The most facilitator-intensive way was to host a scenario-based process, where a small group of eight people would consider three different scenarios based on my interviews with almost all the attendees. The aim was to answer practical questions about implementation and examine implications for the organization, its projects, and its partners.

We began the meeting informally, with a light breakfast and casual conversations. After settling in, I introduced the meeting’s intentions. My decision was to guide us through a check-in part of the meeting, hear from the founder, then take a break and assess where we stood.

Building a relational container was a critical move since the group had never been together before. A well-designed check-in, with a question that elicited stories, was a good way to begin and allowed everyone to understand why they were part of this meeting and this work.

After the check-in, which took about an hour, the group had a more profound understanding of each other. It was clear to us the range of skills, talents, and interests present in the room.

The second part of the meeting involved the founder’s future intentions. It became apparent during the pre-meeting interviews that he had a significant influence on the organization’s course. His connections, desires, and investments were the organization’s driving force. As such, it was crucial to accommodate his interests, needs, and commitments.

Perhaps entrained on the pattern of the check-in, the meeting evolved into a rich storytelling session, where the founder recounted his career and the organization’s lifespan. This story-sharing segment was especially beneficial for new board members with questions about their roles and the organization’s work. This was a helpful direction for the day and kept the work and the inquiry open.

Once the founder finished his tale, a conversation unfolded, touching on the core mission and purpose of the organization and bringing forth existential questions about its future. Again this “natural” flow was likely partially entrained by the pre-meeting interviews, which gave participants a chance to think openly about the existential questions facing the organization.

After lunch, the group reconvened and began discussing different questions about the projects in which the organization was involved. It was evident that everyone had varying levels of information about these projects, which resulted in different levels of participation in addressing the organization’s existential issues. This is not a bad thing at all, as diverse experience meant that naive expertise – the ability to ask “dumb” questions – had a role in pushing the group to consider proposals that were outside of what was possible or desirable. In so doing, boundaries for the organization’s future work came into view.

This was an important moment because a well-defined boundary elicits authentic and informed commitment. Toward the end of the meeting, we discussed practical steps aligned with people’s commitments. It became clear that the next steps were focused on the sustainability of an essential project of the organization, not the organization itself.

The final discussion involved everyone indicating their level of commitment and role over the next 18 months and committing to spend some time formulating a plan and organizing work with simple project management tools.

In sum, this case illustrates how a facilitator can work with constraints to help an emergent container evolve for group work. The essence lies in understanding the connections, exchanges, attractors, and boundaries within the group and using these elements to guide the conversation constructively. The facilitator must negotiate the boundaries and the flow of power, work with strong attractors, and manage the dynamics of exchanges to achieve the desired outcomes.

Constraints at play

It should be noted that it is impossible to fully map all of the constraints that are working together to create a container, nor is it always clear which kind of constraint something is. An exchange can become an attractor, and a connection can become a boundary. The important thing is to carry an easily portable framework into a dynamic situation in order to better see and respond to emerging and changing constraints,

While there are many ways to analyze the constraints at play in the container of this meeting, In my own work, I use Snowden’s typology of Connecting Constraints (Connections and Exchanges) and Containing Constraints (Attractors and Boundaries) and here are examples of my observations and reflections. Dave uses “connecting and containing” as a spectrum. In my practice, these four types of constraints serve as heuristics to help guide my observation and decision-making while facilitating complex situations.

Connections:

  • Each board member shared a strong connection with the founder and had different connections with everyone else. The depth of their connection to the organization’s work varied greatly. For some, it constituted a significant portion of their focus, while others had little knowledge of the projects. For the founder, the organization’s work was all-encompassing.
  • Board members brought various connections with the stakeholders and the organization’s implementers to the meeting. These connections became crucial when participants realized they could leverage their networks to explore alternative ways to sustain the organization’s work.

Exchanges:

  • A critical exchange involved the transfer of information and power between the founder and the board. Over the years, this exchange had turned toxic. The board, in both its and the founder’s view, was focused on the wrong objective: the organization’s sustainability rather than its work.
  • After a wave of resignations during the pandemic, a new board was assembled. This board consisted of people the founder knew and trusted to prioritize the organization’s work, helping avoid the toxic relationships that had developed previously.
  • During the meeting, the exchanges were mostly linked to the founder’s vision and his commitment to the organization. The remaining participants related their commitments to his. This scenario can be described as a “broadcast flow” of exchanges: from one central person to many, with weak exchanges among the many. However, as we delved into the scenario planning exercise, stronger exchanges developed between participants. Still, the organization was not ready for people to work independently of the founder.
  • It became clear during the meeting that more power was being transferred from the founder to the board, along with greater responsibility for outcomes. By the meeting’s end, the participants had a strong sense of personal commitment to the work at hand, which was absent at the meeting’s beginning.

Attractors:

  • The founder was the key attractor around which the container emerged. From pre-meeting interviews with the staff and founder, it was evident that the founder’s thoughts and intentions would significantly influence the organization’s future. Sometimes a powerful attractor can distort the container’s work, making it impossible to explore possibilities or escape entrenched responses to the founder’s vision. We acknowledged the founder’s influence and occasionally disrupted this pattern using a lightly facilitated circle process, allowing other ideas and questions to surface and clarity to arise.
  • The room’s physical setup emphasized the two key attractors: the founder at one end of a long table and me at the other. The founder, being the closest to the work, naturally dominated past meetings. My role was to provide a counterbalance, interrupting when necessary to check the group’s clarity and occasionally asking naive questions.
  • Another strong attractor was the dual focus on the organization’s sustainability and the work’s sustainability. The board’s past focus on the organization’s sustainability had led to numerous conflicts and a toxic environment as the founder and board clashed over differing intentions. The crucial task for this meeting was to shift the focus onto the organization’s work and the potential for its sustainability without the core organizational structure.

Boundaries:

  • There were clear boundaries at play in the meeting. We had a six-hour time limit. We had a small group around a long table with the option to use breakout rooms if needed. As a facilitator, my responsibility was to enforce time boundaries, especially around the meeting’s end. With an event scheduled for the evening, I had to shift the group’s attention from open, free-flowing conversation to more concrete matters during the meeting’s final hour.
  • Initially, I requested the founder to give a “state of the union” type address based on several board members’ pre-interview requests. They needed to understand what they were contributing to. Setting some boundaries or enabling constraints around the work was essential to creating an invitation barrier, which Peter Block suggests, is key to eliciting authentic commitment to the work at hand. Clear statements from the founder about his willingness and unwillingness provided a framework for the board members to develop a plan that was both focused on the organization’s current needs and compatible with their commitments. It remains to be seen whether one or two of the members present will commit to continuing. However, the clarity evoked should aid their decision-making process.

I hope this gives a good overview of my current thinking and process around working with constraints, containers and complexity. I am continuing to unpack the ideas in this post in more detail and put them into both practical and theoretical contexts. Responses, questions and curiosities are welcome.

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The long arc toward mystery

June 13, 2023 By Chris Corrigan Being, Featured 14 Comments

In my early thirties, a small group of us were studying education theory and self-directed learning as we built a supported homeschooling program. We worked with a guy for a while who was an NLP practitioner, and I have mixed memories from our time with him, but one thing that stood out was a novel take on an NLP exercise called “Timeline.”

Essentially this exercise has you walk on a large diagram on the floor, laid out in one-foot intervals, with each foot representing a year of your life. In this case, the novelty was that the timeline was laid out in a parking lot on a Fibonacci spiral. I think the reasoning here is that the Fibonacci sequence shows up in all forms of growth, and so representing it as a way of reflecting on one’s life can be a powerful metaphor.

The spiral was laid out according to a series of squares made from 1 foot x1 foot, 2×2, 3×3, 5×5, 8×8…etc. grids. Where the line crossed from one box into another was a number corresponding to one’s age.

I was 32, so I started just before 34 and worked my way backwards, and I remember how tight the spiral got. When I got to the centre, that was my beginning. I thought the first 1 was my gestation, and the second 1 was my first year, from birth to sitting up and crawling. Years 2-3 were walking and becoming a toddler and welcoming my brother into my life. Years 3-5 were my pre-school years when I began to talk and when my father taught me to start reading. Years 5-8 were a kind of early innocence, where my sensitivity was intact, the patterns of my life were not yet set, and my sister arrived. Years 8-13 encompassed a coming of age, as I moved to the UK at that time, experienced bullying and loneliness and also had a tight connection to my family. At that time, I lost my childhood friends, and when I got home to Canada at age 13, I had to start all over again at high school with new friends. From 13-21, I grew through my teenage years and went to university, and grew through a series of challenges that formed me as an adult. I met Caitlin when we were both 22, and so from 21-34 was my early adulthood and the birth of both of our children.

By the time I had walked the timeline out to 34, I could see that everything that had happened in my early years was compressed into a tight spiral a long way away, and the road to 55 was starting to straighten out. On a scale of one foot per year, I experienced that time period as moving more quickly away from the centre. Whereas the previous phases had all had the sensation of turning around and around the centre, this is where the long arc began. I remember walking quietly and slowly to the 32 point and then past it to gaze ahead at 55. That number seemed impossibly far away. The Timeline felt like a slow cruise over a distant horizon that was going to require me to be okay with leaving everything behind in that tight inner solar system of my early life.

I eventually reached 55 and looked down the line to 89. My enduring impression was that this last turn was going to be a different kind of journey. Whatever I had learned in the first 55 years of my life was only now the fuel that would carry me out towards the edges of the system into whatever “89” is. At the time, I couldn’t relate. Still not sure I can. This next trip is a long arc toward mystery.

Today I turn 55, and I have been waiting for this day since I was 32 years old. One more turn and a long arc outwards. Pretty much at a place where I can be grateful for everything that has happened down the line and almost ready to meet this next long stretch with curiosity, knowing that it still holds a generative, life-filled journey that can be met with love and friendship and support and curiosity. From here, it looks pretty much as I experienced it back in that parking lot.

To celebrate this point in my life, this is also the day on which I will cut back my work to four days a week. Mostly that is going to look like taking Fridays off work or at least being super conscious about accepting paid work on that day and taking another day in its stead. I’ve been ready for this for a while. The past three years have been more tiring than I expected. My aging body needs attention, my brain needs to move slower than it used to, and my little soul has become more introverted, and it takes longer to be comfortable in the mad rush of working and socializing with large groups of people. Now is the time for harvest, for writing and supporting others doing this work in the world that moves me so much. It means time devoted to things I love doing, spending time with my beloved, making music (continuing to learn jazz guitar), writing, spiritual practice, putting energy into my football club and supporting and mentoring the many, many younger folks in my life who are developing fierce practices of hosting, complexity work, and positive world-building.

The next arc on the journey is going to be held within a world I feel increasingly ill-equipped for. One in which the bio-physical and socio-political climate is changing in ways that are alarming. I don’t know what life holds – never did – but if I’m lucky, there are 34 more summers of sunshine and football and gardens, 34 more winters of rain and wind and hot chocolate, and 34 more chances to see the universe from just this particular angle. So I keep living with as much joy as possible and certainly soaked in the gratitude of getting to be alive in this place and time, in each moment.

I treasure my friends, my family and the people I get to support. I have a brain that never stops learning, and a group of humans around me who tolerate my quirks and rabbit hole dives and help me turn that scattered attention into, on the whole, a beneficial contribution to the world. Come back in 2057, and we’ll see what the trip across the 55-square-foot box was all about.

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  • More
  • Click to share on Reddit (Opens in new window) Reddit
  • Click to share on Tumblr (Opens in new window) Tumblr
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  • Click to share on Pocket (Opens in new window) Pocket
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Find Interesting Things
Events
  • Art of Hosting November 12-14, 2025, with Caitlin Frost, Kelly Poirier and Kris Archie Vancouver, Canada
  • The Art of Hosting and Reimagining Education, October 16-19, Elgin Ontario Canada, with Jenn Williams, Cédric Jamet and Troy Maracle
Resources
  • A list of books in my library
  • Facilitation Resources
  • Open Space Resources
  • Planning an Open Space Technology meeting
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