A cafe today, with littler preparation on the ground and a tricky issue in a community, but a good result today and some good learnings about harvesting. Here are my notes:
Before we began the chief invited us to stand in a circle to pray and to have some introductions. I was introduced and invited the group to find beauty in the work here, identifying what they really cared about for the education of their young people. We stayed standing in the circle for a half hour while some of the Elders talked about how hurt they had been over the past several years as the work the community had done to set up and govern the education system had gone sideways. They expressed frustration at the lack of communication and transparency and a perceived lack of respect for the community’s voice and the hard work that the community had done over the years. They talked about having more meetings, and more process to include people deep in the work of building support for the education system.
When people are stuck, you cannot move forward without acknowledging where they hurt. You cannot sweep pain and feelings of injustice under the carpet. People who are willing to stand for principles and stand for their beliefs need to be heard and acknowledged. No amount of defending or apologizing for the past will always do the trick either. In fact defending leads to more stuckness and no one ends up getting what they want. Concerns need to be heard as interests and as rooted in deeply held views about how things should work. The Elders in this gathering are talking about a process that they can be involved in and an education system that they can be involved in. It’s clear and to avoid that or design a system that does not makes space for their voice or passion does not transcend the pain and bad feelings that are the residue of the catastrophic collapse of the education board in years past.
To get through messes, simply listen, acknowledge, suspend beliefs and assumptions and make sure you hear people clearly and that they are heard clearly.
What do we want for education in this community?
We began with this question. The first two rounds of conversation focused on it. From there we asked: In a perfect world, how would our community be involved in education? We then finished in a circle again.
Part of the art of hosting is dealing with fear. I am so sure of the importance of a strong field being in place that when I work in a place where the field is weak or wobbly I fear that nothing will take root. But good questions are like weed seeds. The can thrive in some of the most depleted environments. And those first seeds that fall and sprout in depleted or barren ground make plants that make more soil. Lichens and mosses break down rock and create mineral soils that larger plants can grow in. Likewise, sometimes you just need to work with what you’ve got – design a question that assumes the best intentions of a community and drop it in and see what happens. People choose their engagement in cafe, they make decisions all the time about who to be with. In many subtle ways those decisions actually work towards optimal. During the evening, the law of two feet took over in this cafe. Many people were visiting with the Elders to hear what they have to say and the Elders were strategically visiting with others to make sure people understood their perspective. This is the field of good soil that is created by a good question and the freedom for people to engage. It’s by no means a garden of rare and wonderous plants, but with careful tending, the meager harvest from tonight could at least represent a change in the life of the community around this issue.
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My friend Kenoli Oleari on the possibility that the conversation can be changed:
We are finding that there are lots of opportunities for public meetings, town halls, task forces, etc. as well as a lot of dissatisfaction with the way things are done. People fear new approaches, but we are finding if we don’t buy into those fears, rather working with them to stay focused on outcomes and the best way to achieve what they want, that there is some degree of receptivity. In many cases people do care about good outcomes and let this desire assuage their fears. There is certainly huge gratitude when they see the amazing results they had never imagined.
We are also finding that little process tweaks can have huge impacts on the quality of results.
In the Art of Hosting world we call this “chaordic confidence” the ability to stay in the heat and fear of chaos and uncertainty and hold space for collaboration and participation to unfold.
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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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Reading David Holmgren’s book on Permaculture right now, sitting on my front porch overlooking the garden that we have created using some of his principles. I love the permaculture principles, because they lend themselves so well to all kinds of other endeavours. They are generative principles, rather than proscriptive principles, meaning that they generate creative implementation rather than restricting creativity.
At any rate, reading today about the principle of Design from Patterns to Details and in the opening to that chapter he writes:
Complex systems that work tend to evolve from simple ones that work, so finding the appropriate pattern for that design is more important than understanding all the details of the elements in the system.
That is a good summary of why I work so hard at teaching and hosting important conversations in organizations and communities. Very often the problems that people experience in organizations and communities are complex ones and the correction of these complex problems is best done at the level of simple systemic actions. Conversations are a very powerful simple systemic action, and serve to be a very important foundation for all manner of activities and capacities needed to tackle the increasing scale of issues in a system. Collaboration, dialogue, visioning, possibility and choice creating, innovation, letting go of limiting beliefs, learning, and creative implementation are all dependant on good conversational practice. If we use debate as the primary mode of communicating, we do not come to any of these key capacities; in fact debate may be the reason for these capacities breaking down.
Conversation between people is a simple system that is relatively easy to implement and has massive implications for scaling up to more and more complicated and complex challenges. The ability to sense, converse, harvest and act together depends on good hosting and good conversation.
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From a fictitious conversation that Dave Pollard hosted between two competing sides of his personality – the expert and the generalist – comes this gem on invitation and teaching:
Your job as an ideator is just to articulate the idea, as coherently and compellingly as possible, which is generally best done by telling a story. It’s not your job to research its plausibility, to become enough of an expert to know whether and how to make it happen. You just tell the story. Then the responsibility for implementing is left to each person to accept, or not. If the idea has wings, then people will do what they must to make sure it is implemented. No lists of who will do what by when. The experts will show up if the invitation is well-crafted and well-offered. And they’ll be open to new ideas if they sense, among the invitees, an appetite for it, a hunger. In which case, if it can be made to work, they’ll make it work.