One of my mantras that helps keep me focused when I’m designing a process is “I’m not planning a meeting, I’m planning a harvest.” This helps me focus on need and purpose and helps me choose or create processes that make good use of our time together.
Facilitators can be guilty of the sin of falling in love with their methods and tools. Especially when we learn a new thing, we are desperate to try it out, sharing our zeal for this fresh thing we’ve discovered. In my own experience, many times that results in the meeting being about my needs and not the needs of the group. If I design a session based solely on the method – even if it is ostensibly in services of outcomes – I can find myself suffering from intentional unawareness and missing what the group wants or needs.
Because I am a process geek and love my tools and methods, I have found it necessary to disrupt the tendency to suggest a structure before fully fleshing out what is needed. This is why I organized the planning tool I use, the chaordic stepping stones, in a way that saves final decisions about structure until the very end of the planning process.
While it is essential to start the design with need and purpose, equally important is having a strong sense of the outputs, or the harvest of a process. In participatory work, outputs are not merely the tangible record and artifacts of the meeting. They are also intangible. Another design principle I use is “leave more community than you found” which demands that whatever we are doing, we build relationships and social connections in a group as much as possible and at the very least do no harm to social relationships. Building relationships is essential if the outputs of group work are to be sustained after the meeting is over.
Keeping these principles straight is aided by this handy framework I helped develop years ago, inspired by Ken Wilber’s integral theory. It recognizes that every meeting produces outputs that are both tangible and intangible, as well as individual and collective.
Harvesting and Collective Sensemaking
Tangible collective outputs include meeting artifacts, such as data, reports, visible shared purpose, decisions action plans, structure and organization, and records of the event. Intangible collective outputs include social relationships, collective learning, and social cohesion.
Tangible individual outputs can be skills, personal takeaways, a clear personal workplan, or a knowledge of one’s role and responsibilities. Intangible individual outputs can include belonging, encouragement, clarity of purpose, enjoyment, and a sense of purpose.
All facilitators spend time working on the tangible collective outputs of a meeting, but sometimes we give the other three quadrants short shrift. If we don’t pay attention to these things, especially the intangible outputs, we can often create good artifacts but at the expense of relationships or trust. How many times have you been a part of the process where the facilitator delivered on the work, but everyone felt worse afterwards? Harvesting needs to be reciprocal, not extractive.
I use this framework by asking my clients to choose two or three desired outputs in each quadrant. These are things we want to happen as a result of the meeting and they become constraints for choosing our tools and designing a flow for the process.
Recently I helped design a meeting process for the First Nations Technology Council to invite First Nations social development managers to come together and work on an investment strategy to improve the use of technology in their work of providing income assistance to individuals in their communities. It would be easy to make this an extractive consultation, but my client was clear that we needed to build community between these people, encourage learning and peer coaching and ensure that going forward the work was supported and stewarded by the participants themselves..
When I came on to the project, we had a good draft agenda that was tailored towards getting information from the participants to include in an investment strategy being prepared for the federal government. But in checking against the intended intangible outputs, we realized that the process was too dependant on the facilitator and presentations from the front of the room. We made some significant changes to build more community, more peer support, and more ownership of the work. These included:
- Changing an environmental scan to a world cafe in which participants shared their stories about their work and the way they were able to provide services in spite of the technological challenges they faced.
- Moving from a sterile user profile process to a peer process in which participants interviewed each other on the steps that each manager goes through in meeting, processing and reporting on income assistance. We made a process timeline and participants coded their work to show where they used technology, where frustration existed in the system and where the process was bottlenecked. These became key points for the investment strategy.
- Instead of the FNTC writing the strategy themselves, each of the five consultations will appoint two participants to be a part of a sense-making group whose job is to review the work of the entire process and design the investment strategy alongside the Technology Council. This group of ten will convene to produce the final product, and hopefully deliver it to Ottawa, preserving the voice of participants in the work.
The meeting took participants by surprise and many were thrilled to be engaged in a participatory way and have their knowledge honoured. Because these people don’t often get a chance to meeting others in the same job, they were hungry for network building and sharing solutions with each other. Supporting this community will be an important part of the work going forward.
Focusing on the harvest in all of its aspects helps to create a set of enabling constraints that helps me to be a better process designer and provide a better overall experience for participants. Give the tool a try and let me know how it changes your practice.
A couple of days I ago I shared a link on twitter from Rob Hopkins about a community meeting held in Totnes in the UK which brought together the community to discuss what to do now that the town had declared a climate emergency. The design of the meeting was highly participatory and I’m grateful that the organizers took time to document and share the results.
The design had all the hallmarks of an effective participatory gathering, including having a well thought through harvest strategy so that the gathering was in service of the work and that it left people engaged, enthusiastic about participating in community work and more importantly trusting one another.
These kinds of gatherings are not uncommon, but it’s unlikely that you’ve ever been to one in your town or city. I’ve been lucky enough over the years to do a few really interesting gatherings in my home community of Bowen Island, including a nearly year long series of monthly Open Space events which ran parallel to our Official Community Plan update and a participatory design session for the future of some of our community lands.
This morning, when asked on twitter what I though contributed to building trust in community meeting I answered with a few thoughts. I’ve written a lot about this before, but it’s always interesting to see what I would say differently at any given time.
So here’s today’s version. As design principles, I think these should be at the centre of design for participatory processes if you want to do things that increase trust:
- Trust the people. Invite them because they care about the issues and they have something to say, and invite them to engage in questions you don’t have answers to. Don’t spend a lot of time lecturing at them. You invited them, treat them like honoured guests.
- Let them host and harvest their own conversations. My core practice here is “never touch the people’s data.” If they are recording insights and clustering themes and writing session reports simply give them the tools or the process for that and let them get on with it. Provide a clear question for them to work on, and let them use their own words to rerecord the answers and insights. Be very careful if you find yourself synthesizing or sense making on behalf of a group. Those are your insights, not theirs.
- Use small groups and mix them up. Put people in proximity to many different ideas and perspectives and let them struggle with difference and diversity. Mix them up. Not every conversation will be great. Let people move on and discover better things in different conversations.
- Work from stories and not opinions. If you want to know about the future of a community ask people to tell stories that somehow capture the change they are seeing, rather than “what do you think is going to happen?” try not to have abstract or aspirational conversations without first grounding the participants in a process that helps them to also see what’s happening in the system.
- Ask people to act within the scope of their agency. Be careful asking for recommendations for other people to do things if you don’t have the resources to undertake those recommendations. Be clear with participants about what you can support at the end of the meeting and what is theirs to do, and don’t ask them for actions that they have no ability to undertake.
If you ask me again in a few months what I would say, it would probably be different, but this is a pretty reliable set of principles to guide design.
Part four of a seven part series on the Seven little helpers for dialogue and action
4. Harvest
Back in 2008, SIlias Lucius, Monica Nissen and I gathered at Phil Cass’s house in Columbus, Ohio and talked about the Art of Harvesting. Monica developed this practice because she found herself often as the “secretary” in participatory processes, typing up notes, clustering ideas, graphically recording landscapes, and generally making sense of the conversation. This was great for her, but she realized that the group was deprived of all the learning that she was doing. She set out determined to create a body of work that was complimentary to the Art of Hosting, called the Art of Harvesting.
She and I had already been thinking about this stuff for a couple of years when we finally got a chance to sit down with Silas. At the time, Silas was a permaculture gardener at Kufunda Village, a learning village in Zimbabwe that had been using the Art of Hosting as an operating system for eight years. AS a farmer, Silas had a lot to say about harvesting, and as our conversation explored the connections between harvesting from a meeting and harvesting from a garden, I managed to record our insights and we created a little book on The Art of Harvesting that outlined the phases and stages of harvesting from conversations that matter.
One of my core mantras in participatory process is “I’m not designing a meeting, I’m designing a harvest.” That is to say that my focus as a process designer is on what we will harvest together form our work, and creating the process and structure that will do that. As facilitators we are often involve with our meeting process tools and we end up walking away from meetings with dozens of flip charts rolled up under our arms and hundreds of post it notes, and very little idea what to do next. Paying attention to harvesting, is critical if we are to make good use of our time together in meetings. So here are some principles that keep me focused on this little helper:
Make sure you have a way of picking up what is growing inside your container. It should maybe go without saying, but if you don’t have a way to harvest the conversation you are running a risk of wasting your time. And while I’m not suggesting you keep minutes of a date with your significant other, in strategic work, harvesting insights, ideas, conclusions, decisions, and effects is essential. For important and large scale processes I often work with partners who job on the team is being responsible for hosting the harvest. That means they are responsible for the container for the harvest, whether it is templates for small group work, organizing materials to use later, graphic recording, making videos, or writing. Every strategic conversations needs to be harvested well.
Use PLUME to design your harvest. Yes, it’s another five letter acronym. This one is my touchstone for designing harvests that work well for participatory strategic processes. This one cam out of a conversation I was having with my partners Amy Lenzo and Rowen Simonsen as we were designing a nine-week online course on harvesting a few years ago. The letters stand for this:
- PARTICIPATORY: Ensure that a harvest involves the people’s voices and words and images and is co-created as much as possible.
- LEARNING: Not merely a record of the conversation, a good harvest helps accelerate learning in the organization or community.
- USEFUL: Don’t create an interpretative dance if you’re hoping to raise money for your tech start up. Make a harvest useful in medium and message to those who will use it after the meeting.
- MULTI-MEDIA: totally make interpretative dance one way that you raise money for your tech start up if it helps get the message across to people otherwise bored of powerpoint presentations. Mix it up.
- EMERGENT: Make sure that you capture things that are happening and emerging and not just the things that you thought would happen.
There is a lot more on PLUME at the original post from 2016.
Have some idea of how you will put the harvest to use. No farmer plants a field of wheat without knowing what to do with it in October. Who will it be sold to? What will be done with it? These questions determine how the wheat is harvested, stored, transported and processed. That applies to harvest from meetings too. Have SOME idea about what you are going to do with it otherwise you’ll just stick it up on a shelf along with all of the other ideas that your generated but never did anything with. That’s no way to make change, and it’s no way to make meeting matter.
Decolonize this too! Just as creating “containers” runs the risk of colonizing space and people’s time and labour, harvesting can be even worse. I once ran a meeting with a number of indigenous youth who were reporting on some research they had done on their community. We gathered with non-indigensou adult “allies” and I introduced the process by saying “be sure to tell stories and harvest nuggets of widows that can be carried forward.” A small group of youth got up and left the room. When I found them in the hallway I asked them why they left. One young person stared me right in the eye and said “You’re a f*ing colonizer! You want me to tell my stories to adults who will harvest nuggets and cary them away.”
He was right. I had set up the process to be extractive, and completely without the kind of reciprocity and generative character that would have made for a powerful encounter between these two groups. Instead I unconsciously evoked the worst possible way of harvesting: transporting nuggets away to be turned into value elsewhere. I apologized but the damage was done. The trust was eroded and I wasn’t able to work with that organization again.
In her book “Braiding Sweetgrass” Robin Wall Kimmerer talks about “The Honourable Harvest.” And honourable harvest is one that is reciprocal, regenerative, and based in mutual respect and gratitude. An honourable harvest sustains life and makes everyone and everything healthier. Be sure to incorporate those values into your harvesting process and be extremely careful about extracting knowledge, labour, time and energy from people who are giving it without reciprocity.
Came across a Medium piece by Sahana Chattopadhyay today in which she discusses facilitation competencies for working in emergence and complexity. She points out in the article that this kind of facilitation practice is different from what passes for facilitation in many more familiar and simpler contexts:
Facilitation is often mistaken for some methods and processes that experienced trainers use during workshops to run successful sessions. I am not talking about that kind of facilitation, which is an important skill by itself.
I am talking about Facilitation as a way of being that offers safe space, creates a container for exploration, makes way for emergence, enables collaboration and co-creation, builds a culture of inclusion, and helps to align discrete actions with and towards a larger purpose.
I might have a quibble with the “align discrete actions towards a larger purpose” as this can sometimes be taken as license for a facilitator to direct a group’s choices towards a particular future state, as if that is a knowable thing. In complexity, you really want to help group explore emergent pathways, some of them often quite divergent in nature, but that drive in a chosen direction of travel.
Nevertheless, she has a short list that is actually quite good, and can form the basis of some focus for learning. These are practice competencies, and so you will always find yourself learning and growing along these. Hers are:
- Hold space for complexity and emergence
- Stay centered on the participatory process
- Tap into the potential present in the room
- Be aware of the different capacities of individuals
- Help the system see itself.
To these I might add something like:
- Practice seeing your limiting beliefs and unconscious biases that influence your choice of methods.
- Understand the theory beneath the problems you are working with.
What else would you add as a way of developing a list of complex facilitation competencies? A friendly warning, I’ll challenge and engage you in the comments! Let’s see what we can make.
I’m just coming home from a couple of days in Victoria where Caitlin and I were with colleagues Rebecca Ataya, Annemarie Travers, and Kelly Poirier. We spent two days working on what I can only call “polishing the core” of the Leadership 2020 program that we offer on behalf of the Federation of Community Social Service of BC. We have run this leadership program for 8 years now, putting around 400 people through a nine month intensive program of residential and applied learning. The program has built collaboration, trust, and connection between the Ministry of Children and Family Development, indigenous communities and organizations and people working in the social services sector.
The program has evolved with every one of the 13 cohorts that has come through. Our core team has changed and this new configuration is our latest version. We are playing with a new set of constraints and ideas as we take the core need and purpose of the program and discover other ways we can offer it to meet the demand in the sector for leadership training that strengthens resilience, creativity, and the ability to thrive in complexity.
When we arrived on Thursday morning to begin our work, we had no agenda on tap, but instead had a compelling need. We started talking and discovered the path as we went being very careful to harvest. Our insights emerged in very deliberate conversation. As skilled dialogue facilitators, we are also skilled dialogue practitioners and we have a refined practice of hosting and harvesting our own work. When we get in flow, it feels like ceremony. With attention to a practice, working this way is extremely productive. Here are a few principles that I observed in working this way:
- Tend to relationships. As we were both building a new team and developing new ideas and products for our work, the most important focus in on relationships. We always build in social time in our work, and enjoyed a nice dinner out at 10 acres bistro, an excellent local foods restaurant in Victoria.
- Nourish bodies and minds. Working like this is physically and mentally draining, and we are very careful to nourish each there when we are working. This meant good snacks (bananas, nuts, and chocolate), ample time for tea and coffee breaks, a lovely prepared lunch by Rebecca and physical breaks to walk, or maybe even dance to Beyonce songs a little!
- Don’t silo the conversation, but structure the harvest. Our conversation wandered from program content, to context, to history, to practicalities, to new ideas for structure. We were all over the map. But as we went, Caitlin made good use of our supply of post it notes and we harvested into the Chaordic Stepping Stone categories that we are using the structure the evolution of the program. Sometimes the best hosting is good harvesting, and Caitlin took on that role beautifully.
- Don’t control the outcome. It sounds almost absurd to think that we would have controlled the outcome. Pure dialogue is about following the energy of the conversation and seeing what emerges. There was no facilitation tool used beyond the ability to listen carefully and address the need and purpose of our work. We stumbled on many beautiful ideas over these past few days and we constantly look for ways to incorporate them in our work. This leadership program has the quality of a polished gem, reflecting years of attention to what is needed, and what is no longer needed.
- Stay with the flow until it doesn’t flow anymore. In Open Space we talk about the principle of “When it’s over it’s over” meaning that all creative work has a rhythm and flow to it. When the brains are no longer engaged and the mental and cognitive tiredness sets in, it’s time to stop. Two intense six hour days of work can produce tremendous results, but when the flow stops, there is no point forcing it. Wrap it up, make a date for some next steps and celebrate the work.
Working like this has the feeling of working with the simplest and most ancient way of talking about what to do. For tens of thousands of years, this is mostly how humans have talked about need and purpose in the world. Long before there were professional facilitators and methods for strategizing, decision making and evaluating, there was dialogue.
Sometimes all you need is a powerful need and purpose, solid relationships, a good way to listen, and time. When it takes on the feel of ceremony, you know you’re getting it right.