Here is a little diagram of the chaordic stepping stones mapped onto Sam Kaner’s Diamond of Participation. This is a pretty geeky Art of Hosting map, but essentially it describes the way planning unfolds in practice.
The chaordic stepping stones is a tool I use to do a lot of planning. These nine steps help us stay focused on need and purpose and design our structure and outcomes based on that. the first four steps of Need, Purpose, Principles and People are essential elements for the design of an invitation process. Getting clear on these steps helps us to generate purpose, questions and an opening for good participatory process to flow.
The next three steps of Concept, Limiting Beliefs and Structure help us to think about how we will organize ourselves to hold space for emergence. This becomes especially important in the Groan Zone, the place where a group is struggling with integration of ideas, diversity and creativity and where they feel lost and tired. Good process helps us to hold a group together through that struggle.
The last two steps, Practice and Harvest, help us to shape our outcomes, create a process for impact and create useful artifacts and documents of our learning process that can help others to continue the conversation.
The chaordic stepping stones are a design tool, meaning that we think through all of them at the outset of an initiative, and refine them as circumstances change. This diagram shows how they become active through the life of a process.
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by gautsch
In a little conversation this morning on the art and practice of harvesting we got into a conversation about the pattern of distilling. We talked about what it takes to lay a table with a meal for a group of six friends. How no one can creat a meal from scratch, and that everything from the food to the table, to the machines that transported the food, to the people that sold the chairs and built the factory that created the plates all contributed to that meal. That a single meal with friends is a distillation of thousands of person years of work.
The whole field of the harvest is a field of potential. When we distill from that we make choices about what the highest and best use of that field might be, for that very moment, in the domain in which we have influence. This isn’t always easy, and sometimes people are attached to pieces of the harvest that are left behind in the distillation, feeling unappreciated or unseen. Eating mindfully means being aware of and honouring everything that goes in to the food, and being grateful that we can be present at the nourishing end of the process.
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A basic diagram for hosting questions that create extraordinary conversations. In the life of organizations and communities there are times when questions arise that just can’t be dealt with in the regular course of events. This is often when those of us who are consulting facilitators are brought into an organization. We are often told that “we have reached a place where we need a facilitator to help.” Usually there is an obvious need or purpose stated right in the first few sentences of the phone call or the email. This is something that consultants like us have to bear in mind.
The organizations we work with are in a constant flow of work. We were are hired to help facilitate something around a question that comes up, we have to remember that what we are doing is taking something out of the flow of work, turning it over and returning it to the stream. Unless we are involved in deep systemic change – where the banks of the river change as it were – our work is about diverting some time and attention from the mainstream.
To do this well, there are three basic phases to pay very close attention to. Each of these phases has to be designed in the beginning, but with space for emergent outcomes. Think of this model as a framework for holding the flow of an extraordinary event in the life of an organization. That could mean a one day think tank, a three day off-site or a two-hour staff meeting.
First there is the invitation phase. In this phase, we have to pay careful attention to inviting people well into our process. Among other things, participants have to know:
- What the clear purpose is
- How this will affect their work
- Why they should take time and attention away from their regular tasks
- What is required of them to participate well.
A skillful invitation invites people to suspend their day-to-day concerns to give their attention fully to the task at hand. For extraordinary meetings, especially those where the gathering is held in a different way than expected, it’s important to brief people before hand about how their roles might be different than they expected.
The second phase is hosting and harvesting. Of course this is the meat of any meeting, but I’m a strong advocate for focusing on the harvest primarily in the design and letting that determine the processes you will use to host. What is the purpose of the meeting? What impact is it intended to have? How will we capture and share the results and where will they go? From those questions choosing processes will be simpler. Choose processes that get you to that desired outcome.
A further consideration for hosting and harvesting is to balance the three domains of work, relationship and co-learning. I have written more about that elsewhere, but the essence is that balancing those three foci will give you an experience where work is at the forefront, learning together helps figure your way through the questions and building relationships ensures sustainable results.
The final stage is integration whereby we give some deep consideration to how the results of an extraordinary conversation can be re-integrated back into the organization. There are manyfactors to consider here, and some of them include:
- communicating results to those that weren’t there, especially the qualitative and non-visible results
- working with power and leadership
- dealing with resourcing issues
- balancing the need for new action with the reality of mundane tasks back in the main stream
- working with and supporting new ideas that might be at odds with the existing flow and structure
There are of course a myriad of issues with integrating new ideas and shifts in direction back into the life of an organization, but if there is one piece of advice I can give it is this: think about it before you have to do it. The worst case scenario for success is that an extraordinary conversation results in a stunning insight but that there is no way to reintegrate that back into the work of the organization.
Pay attention to these three stages up front, in the design process. Create questions around each of these stages and ask them of your planning team. Never be afraid to deviate from the “plan” but try to keep your thinking ahead of the game.
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I am here in the Morton Arboretum in Chicago where we are at the end of the first day of an Art of Hosting with our friends in the Illinois community of practice. We have just been harvesting out of a World Cafe that was held on the question of “What time it is in the world?” We used a design I have been using with teams and communities that are needing to do deep sensing. We went for three rounds on the same question and had the hosts at each table go and deeper into the conversations that were emerging. At the end of the Cafe, the hosts gathered in a fishbowl in the middle of the rest of the group and shared their insights, sensing into the patterns that were emerging. I listened with a poet’s ear tuned to the harvest and this is what I heard:
You have to be ready to die on the hill atop which you have heard the deepest call of the world
When you open the smallest space in your life, passion can erode obligation. You become more social, unable to be unaware.
You cannot see yourself in the window of a rushing train but only for a second. You need to slow down so that the reflection can be studied, a life examined.
What would a world looki like that is flowing in responsibility, courage, reverence and wakanza?
Responsibility and courage are individual acts. Reverance and wakanza are products of the collective context, they are responses that are woken up in us by the times.
Our children our the gift we make to the future, they are the long stake in the long view, the holders of wisdom, those carriers of what we have learned about how we have lived.
We are the ones we have been waiting for, and we have been waiting for lives and times beyond our own, living in lives and times beyond our own. We see ourselves as the gift to ourselves when others make it clear in relationship.
Our conversations touch every single other conversation. The world unfolds as one point presses upon another in a great chain of implication and connectivity. The technology of interconnection is vulnerability – the capacity to be open to one another. In that small open space, influence takes root. Ideas enter in that seem to have always been there.
I move and leave pieces of myself behind, and I have no story of grieving? No way to midwife the new in the hospice of the dying? What is being born when things are dying, what enters in when there is a puase in the breath between generations, between conversations, between breaths and between heart beats?
In the moments of silence that open between sounds, there is a chance for the smallest voice to be heard. The babble dies down and there is a pause and a small call has its chance to invite. Judgement kills that voice – sometimes aborts it before it even ever enters the world.
All we have are ideas – take a stand, do what you can to help others to stand. You can reach back to the head of every river to see why it is full of what it is full of. Every tributary signs its joining with specific minerals, with salts and metals, with vegetation and fish. You can find home by simply following the taste of it.
Host others, but host yourself first. Listen to others but first learn to listen to the wind, to listen to the birds and the way the ground moves beneath the feet of the deer. Learn to listen to why people say the things they say. To what soil or water fills their syllables with longing.
Presence. When you host you can become the vehicle through which the world speaks its story. And you hear what you are built for and you speak what you see in yourself.
We are not too busy for change, we are instead addicted to avoiding what is real and what needs doing. People are the agents for their own freedom. But that freedom cannot be won without something being let go. We are in a culture that doesn’t end things very well, but instead loads layers and layers of more on top of the foundation. With no rite of passage available, nothing gets completed and ushered out, there is no way to make space for the new. Honour and reverence.
We are crying for passages through and for the rites to understand them and to be invited into them.
Can you be authentic in your work if you’re not authentic in your personal life? How do you discover you are not aware of yourself without rites of passage and ceremonies that acknowledge what is coming and what is gone, what is to be picked up and what is to be put down.
How do we foster self-awareness when we perceive crises and emergency? We tell the truth and we tell all the stories, even the ones that represent success and resilience and that buck the trend of the depressing scarcity that keeps us embedded in fear, we insert pauses where previously we would rush to solutions.
We are a greedy culture, but we can be greedy for community and that hurts no one because it only activates the abundance that sleeps in a cradle of scarcity. We can’t afford to throw a few things on the grill and offer some to the neighbours? Come to me in the late sun of the evening when the wind is still and the birds think before they sing, and cars pass by quietly in the languid air. Come and share a meal, and tell me what is in your heart.
Like Meg says,
Notice what is going on.
Get started.
Learn as you go.
Stick together.
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Yesterday I had a chance to grab lunch with Dave Pollard in our local coffee shop on Bowen Island. One of the things we talked about was the supremacy of analysis in the world and why that is a problem when it comes to operating in complex domains.
I have been intentionally working a lot lately with Dave Snowdon et. al.’s Cynefin framework to support decision making in various domains. It is immensely helpful in making sense of the messy reality of context and exercises like anecdote circles and butterfly stamping are very powerful, portable and low tech processes.
Cynefin is also useful in that it warns us against a number of fatal category errors people make when trying to design solutions to problems. The most serious of these is remaining complacent in a simple context which has the effect of tipping the system to chaos. Nearly as infuriating and problematic to me is the applicability of analysis to complex domains.
Analysis has a dominant place in organizational and community life. It provides a sense of security that we can figure things out and operate in the space of the known. If we just analyse a situation enough we can identify all if the aspects if the problem and choose a solution. Of course in the complicated domain, where causes and effects can be known even though they are separated in time and space, analysis works beautifully. But in complex domains, characterized by emerged phenomenon, analysis tends to externalize and ignore that which it cannot account for with the result that solutions often remain dangerously blind to surprise and “black swan” events.
The Cyenfin framework advocates working with stories and social constructed meaning to sense and act in complex spaces. Where as analysis relies on objective data and meaning making models to create rules and tools, action in complex spaces uses stories and patterns to create principles and practices which help us to create small actions – probes in the system – that work in a nuanced way with emergence.
In this respect culture matters. The stories that are told and the practices thy are used to make sense of those stories is the method for acting in complex space. This distinction us helpful for me working with indigenous communities where program management may rely on analytical tools (and culture is stamped out in the process) but practices need to be grounded in culturally based responses. Using stories and social meaning making restores culture to its traditional role of helping groups of humans move together in complex domains while using analysis more appropriately.