Sometimes we describe what we do with practing the Art of Hosting as bringin participatory leadership to life. THis can be a major shift in some people’s way of thinking. To describe it, Toke Moeller sent this around a few days ago – an explanation of participatory leadership in one sentence.
| How do you explain participatory leadership in one sentence? |
o Imagine” a meeting of 60 people, where in an hour you would have heard everyone and at the end you would have precisely identified the 5 most important points that people are willing to act on together.
o When appropriate, deeper engagement of all in service of our purpose.
o Hierarchy is good for maintenance, participatory leadership is good for innovation and adapting to change.
o Complements the organigramme units with task force work groups on projects.
o Look at how well they did it in DG XYZ – We could be the ones everybody looks at.
o Using all knowledge, expertise, conflicts, etc. available to achieve the common good on any issue.
o It allows to deal with complex issues by using the collective intelligence of all people concerned & getting their buy-in.
o Participatory Leadership is methods, techniques, tips, tricks, tools to evolve, to lead, to create synergy, to share experience, to lead a team, to create a transversal network, to manage a project, an away day, brainstorming, change processes, strategic visions.
o Consult first, write the legislation after.
|
Traditional ways of working |
Participatory leadership complementing |
| Individuals responsible for decisions | Using collective intelligence to inform decision-making |
| No single person has the right answer but somebody has to decide | Together we can reach greater clarity – intelligence through diversity |
| Hierarchical lines of management | Community of practice |
| Wants to create a FAIL-SAFE environment | Creates a SAFE-FAIL environment that promotes learning |
| Top-down agenda setting | Set agenda together |
| I must speak to be noticed in meetings | Harvesting what matters, from all sources |
| Communication in writing only | Asking questions |
| Organisation chart determines work | Task forces/purpose-oriented work in projects |
| People represent their services | People are invited as human beings, attracted by the quality of the invitation |
| One-to-many information meetings | A participatory process can inform the information! |
| Great for maintenance, implementation (doing what we know) | When innovation is needed – learning what we don’t know, to move on – engaging with constantly moving targets |
| Information sharing | When engagement is needed from all, including those who usually don’t contribute much. |
| Dealing with complaints by forwarding them to the hierarchy for action | Dealing with complaints directly, with hierarchy trusting that solution can come from the staff |
| Consultation through surveys, questionnaires, etc. | Co-creating solutions together in real time, in presence of the whole system |
| Top-down | Bottom-up |
| Management by control | Management by trust |
| Questionnaires (contribution wanted from DG X) | Engagement processes – collective inquiry with stakeholders |
| Mechanistic | Organic – if you treat the system like a machine, it responds like a living system |
| Top down orders – often without full information | Top-down orders informed by consultation |
| Resistance to decisions from on high | Better acceptance of decisions because of involvement |
| Silos/hierarchical structures | More networks |
| Tasks dropped on people | Follow your passion |
| Rigid organisation | Flexible self-organisation |
| Policy design officer disconnected from stakeholders | Direct consultation instead of via lobby organisations |
| People feel unheard/not listened to | People feel heard |
| Working without a clear purpose and jumping to solutions | Collective clarity of purpose is the invisible leader |
| Motivation via carrot & stick | Motivation through engagement and ownership |
| Managing projects, not pre-jects | Better preparation – going through chaos, open mind, taking account of other ideas |
| Focused on deliverables | Focused on purpose – the rest falls into place |
| Result-oriented | Purpose-oriented |
| Seeking answers | Seeking questions |
| Pretending/acting | Showing up as who you are |
| Broadcasting, boring, painful meetings | Meetings where every voice is heard, participants leave energised |
| Chairing, reporting | Hosting, harvesting, follow-up |
| Event & time-focused | Good timing, ongoing conversation & adjustment |
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Cleaning my plate:
- Bella Gaia, a poetic view of earth from space.
- Donella Meadows‘ classic piece on places to intervene in a system.
- Nancy White on her software and web apps set up.
- True North Records has a great podcast of contemporary Canadian singer/songwriters.
- Common Dreams reports on Starbucks’ intention to fool us all.
- Beware of the Blog posts something funny and absurd.
- Ria Baeck tweets a Bodhisattva on the subway.
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Check this quote:
Social scientist Herbert Simon wrote in 1971
IN an information rich world, the wealth of information means the death of something else: a scarcity of whatever it is that information consumes. What information consumes is rather obvious: it consumes the attention of its recipients. Hence the wealth of information creates a poverty of attention.
It’s just plain obvious that information consumes attention, but it is not always apparent how it is working on us.
Last night, I was at my weekly TaKeTiNa session with friends Brian Hoover and Shasta Martinuk, exploring what happens when we induce groove and confusion using rhythm, stepping and voice, and I was really struck with an exploration of the polarity between planning and doing.
One of the questions we were playing with was “What do you do with space?” The rhythmic pattern we were working with had moments of lots of space, and moments where several movements happened all at once. It was a kind of sprung rhthym, all carried over a steady beat. What I noticed was that in the spacious moments, I took time to get myself ready for the next burst of activity instead of resting in that spaciousness. The result was that, to the extent that my mind was living in the future, my body went there as well and I ended up often doing things AHEAD of the beat.
In other words there was so much information I was taking in, including information about what to do next, what to sing, how the polyrhythms worked, what else was going on in the room, that my attention to the present moment was erased and I had a hard time just DOING.
This polarity between planning and doing is familiar to me. When I meditate, and when my thoughts drift, they almost always drift to the future, to things I need to do or should be doing. I notice that this keeps me away from being in the present and actually paying attention to what is happening all around me.
In group settings, this imbalance can lead to me missing a whole bunch of information about where a group is at, if my mind is fixed on where we are going, or where we need to go.
By contrast, when I focus on the present, and on doing rather than planning, I am in balance. Balance in this case means that every part of my mind and body is HERE. Imbalance is when some part of your mind or body shifts elsewhere, and you very often topple in that case – physically or otherwise. Being present opens up the spaciousness of the present moment (what Harrison Owen calls “Expanding our Now“) and ironically opens many more possibilities and pathways for action.
So my learning from all of this is that information overload obscures attention, fills space and limits possibilities.
Think about that the next time you need to do a comprehensive environmental scan!
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In the US right now, the health care “debate” is raging and town hall meetings being held across the country are being deliberately hijacked by those who don’t want to see reform go ahead. This tactic is discouraging but predictable. “Town Hall” meetings are not usually conducive to democratic deliberation, and they are never about dialogue.
Over the past few days an amazing conversation has unfolded on the National Coalition for Dialogue and Deliberation listserv about what these events mean for deliberative democracy. Tom Atlee has summarized a lot of the learning from these in a long blog post which is a keeper:
I want to take a look at the dysfunctional health care debate as an opportunity for evolutionary action. Not because health care is more important than other issues, but because its current dynamics exemplify the kind of transformational potentials we will face over and over in coming years, as the multifaceted crises of our time unfold. Understanding the dynamics of this currently disturbing event may help us prepare better for each new wave of opportunity.
Go have a read: Are Disrupted Town Hall Meetings an Evolutionary Opportunity?
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“We do not find our own center. It finds us. We do not think ourselves into new ways of living. We live ourselves into new ways of thinking.”
— Richard Rohr
via whiskey river