I am using Patti Digh’s title for this post. She posted today on Keith Jarrett’s Köln Concert, in which he had to perform on a piano that was far from ideal. But he accepted the constraint and played one of the most enduring and transformative jazz concerts of all time.
It reminded me of the time that Geoff Brown and I played with two Turkish musicians at the Applied Improv Network conference in Portland. The image above shows us in full flow.
I had just met Geoff, and we were beginning a friendship that has lasted nearly two decades despite having been together only three times – in Portland, working on a sustainability conference in Melbourne, and doing one on Indigenous Housing here in Vancouver.
The show in question was the gala improv show, held I believe at the Portland Schweitzer Concert Hall, which is a big venue. The four of us were invited to be the band for part of the show. Geoff had his guitar with him and the Turkish musicians had their instruments, but I had nothing. The show organizer said “my son has a really nice guitar. I’ll bring it for you.”
We showed up on the evening ready to go (this was an improv show remember, no rehearsals!) and the organizer handed me the guitar case. I opened it up and instead of “a really nice guitar” he handed me a battered beginner classical guitar that was missing the A string. “Oh shit,” he said.
His son had evidently swapped guitars at some point and dad just grabbed the case without checking and left.
“I’m so sorry,” he said.
I took one look at the guitar and, after three days of accepting every offer that came my way, I said “it’s good. I’ll play it.”
And that’s how I found myself playing onstage in a soft seat theatre in Portland in front of hundreds of people on a battered old five string guitar with an Australian blues man and two Turkish musicians. You can tell from the photo above that we had a ball.
We are deep in the rainy season here on the west coast of North America. I’ve been reflecting on my year of work and noticing a few patterns that are coming to mind as I think about the kinds of questions that our clients have been confronting this year. I don’t know that these observations are especially novel, but they do represent patterns that I have seen this year. they also represent places where I think our work can be helpful.
Something of the bigger context.
As it always has been. But that bigger context is currently full of austerity, fear and polarization. Much of our work is within the non-profit and public sector, and our clients have all been facing declines in funding, uncertainty about the future, skyrocketing need from their own clients and a deep questions about using their leadership to confront polarity and division in their organizations and communities.
It used to be that we were confronting a “scarcity mindset” where we feel to recognize the wealth of ideas and leadership that we actually have. This leaves leaders and organizations retreating into their own shells as they try hard to shoulder the responsibility of the work. Often in our organizational development work, we could do things that lift our eyes up a bit and help activate the leadership throughout the organization.
These days, on top of that dynamic, I think we’re facing an “austerity mindset” whereby that wealth of talent, attention and money is still present but it is actually locked away and not available to us. It has been concentrated elsewhere and everyone seems to be preparing to simply do without it.
I’m certainly not 100% sure of this shift, but it feels like the issues leaders are confronting are shifting in ways that we continue to explore with them and their teams, and my colleagues as well. What helps at this time is continued connection and sophisticated situational awareness to see and name what is happening and to be honest about what is available to work with. Maybe, dear readers, you are seeing it too. All work happens in a context and being able to name this context is important, without getting lost in it. I wrote about this back in September.
Five year strategic planning is dead.
The Covid-19 experience seemed to finally put to rest the typical five year strategic planning process. Everyone now has practical and tangible experience of how the best laid plans can be knocked sideways. And in the last year or two, as organizations have been recovering from Covid, they have no been hit with massive uncertainty in the world, including cuts to their funding. And it very much seems irrational, arbitrary and determined by bigger dynamics that are outside of the control of the organizations we get to work with.
In response, the kind of planning I have been asked to do more and more this year is about scenario planning and arriving at a set of practice principles that can help organizations lead towards a variety of futures. I do love this kind of work. It has relational benefits of visioning and dreaming together, but is rooted in deep and practical need for on the ground responses. I’m not an expert at operational planning – and there is always a need for that kind of work – but bringing people together to think about futures and develop some shared resourcefulness about responding to what might happen is useful.
Connection is needed but trust is shaky at the centre.
I have had a blog posts sitting in my drafts for a little while that talks about how we can move from centralized planning and control towards a more networked form of leadership. Ever since I ran across Open Space Technology in 1995 I have seen the need for this, because as Harrison Owen (who we lost in 2025) observed, Open Space activates an organizational structure of shared leadership and responsibility that is latent in any group of people. He called it “The High Performance Organization” and it checks a lot of boxes for what leaders want: engaged staff, ideas and responsibility sprouting up all over, connected and self-organizing teams that are working in a common direction, but meeting challenges where they are at.
The problem is that such networks really depend on the ability and willingness of organizational leaders to open up space for that to happen. We spend a lot of time in our longer engagements working with senior leaders to help them sustain their ability to truly trust the folks in their groups to do the work. It is sometimes a hard thing to bootstrap, but once it gets going, these types of networks can be quite powerful. Central leaders and organizations become conveners rather than resource sinks, and work becomes meaningful. It requires leaders to do the work they are uniquely positioned to do but to release to the community work that can be better done at the edges.
In the little supporter-owned soccer club I am a part of we do this but having our core leadership care for the fiduciary and technical responsibilities or the club and the rest of us live by the principles of “Assume your talents are needed, and proceed until apprehended.” In this way we activate community and true ownership over what we are doing.
And speaking of polarities…
This kind of things means that polarities abound: centralized control and distributed responsibility; continuity of tradition and new responses to emerging conditions; maintaining fiduciary obligations while stretching beyond; focus on the core external offering and building interior connections and development. Every planning process I have been involved in this year seems to hang on one or more of these polarities. Often the conversations about need and purpose start with an acknowledgement that both sides of the polarity are needed and the challenge is to lean into the skills and talent we have to do both. As contextual uncertainty has increased, our clients seem more willing to wrestle with these polarities rather than simply seeing their current conditions as a problem to be solved.
As always, we need to be thoughtful about how we think about change.
We are living in a world which seems to be revelling in ignorance about complexity. Every problem now seems to have a simple answer, with predictable and brutal results. We are fed this line in our civic conversations too, organizational realities and personal lives too. Social media algorithms have shaped our ideas about what is happening in the world and what we should do about it. I think complexity literacy is more important than ever. Just being able to think about the different kinds of change out there TOGETHER helps us to make sense of things in a more useful way and in a way that builds more relationships and therefore more resilience. Some of my go to frameworks for helping folks understand how change happens, the Cynefin framework and the Two Loops framework, continue to be extremely useful for helping people describe the spaces they are in, and chaordic planning has stood the test of time for collaboratively designing responses to these kinds of conditions.
AI is helping us delude ourselves into believing that we don’t need craft, or the ability to confront uncertainty with relationality.
It used to be fairly common that a client would discover that I was a facilitator and hand me an agenda and ask me to facilitate it. Its the reason I wrote the chaordic stepping stones guide in the first places, so that we could explore the possibility space together and design something that was fit to needs instead of simply rolling out a best practice. This year was the first time I received agendas generated by ChatGPT and asked to facilitate those. It took me a moment to figure this out, but I think that many people are probably asking their favourite large language model to give them an agenda for a two day strategic planning process. We are witnessing a massive cultural crises stemming from the destruction of craft across all the arts including music, writing, visual arts and process arts. Designing and facilitating participatory work is a craft. the two go hand in hand. One would never give an accomplished artist a paint-by-numbers set and ask them to use their technique to fill it out the way one wanted. Or hand a musician a piece of music to play that has notes in it, but no sense of development, harmony or rhythm.
Artificial intelligence is excellent at giving one the impression that the uncertainty they are confronting is easily solved. The tools that we currently have access to are extremely powerful aids to help with facilitation work, but they simply cannot replace the craft of relationship building and the time it takes to do work that generates meaningful contribution and ownership and sustainability. Facilitators and participatory leaders need to continue to develop the skills to work with groups of people in increasing complexity, within decreased time frames and a climate of austerity, polarization and uncertainty. Our chatbots are incapable of understanding what we know when we enter a space like that, but those of us that fear the ambiguity of these spaces can find ourselves retreating into the comforting certainty of a set of answers that come from what appears to be a divine and omniscient source. We just have to be careful not to lose the ability to sit together and figure something out. Keep watching sports like soccer and hockey. Keep making music with each other. Exercise the feeling and abilities that we have to make and undo things together without knowing where we are going or what might happen next. Move together, slightly slower than you think you should be, and seeking surprise along the way.
Stories and shared work are helpful.
I had a lovely call the other day with Cynthia Kurtz and Ashley Cooper are some folks Ashley is working with around using Participatory Narrative Inquiry to work with stories in communities and organizations. I continue to use that collection of methods for dealing with difficult and complex situations, including future scenario planning, because my experience has been that making sense of grounded stories together is the best way to engage with the uncertainty and opinionated conversation that passes for civic dialogue. I’m interested in methods and processes of civic deliberation and address conflict with process design. How can we bring difference into governance without confusing it with conflict? How can we work with conflict without confusing it with violence? This is not an area I have ever been comfortable in, but I have found that stories and circle are the best way to have a group of people dive in together on shared work that helps differences become resources and helps conflict become co-discovery. In watching the current kinds of conversations we are having in Canada around things like Aboriginal title, it’s clear that folks with opinions not rooted in actual experience have a hard time even beginning to understand issues, let alone seeing ways in which reconciling differences can be the work of a mature politics, and a potentially defining characteristic of the Canadian project.
So these are some of the things I have seen this year and I expect that these are threads that will continue to grow and bloom in the coming year too. I’m really interested what YOU have noticed?
What would the world look like if participatory practices became the way we governed ourselves and structured our world? Rosa Zubizaretta has been doing some thinking about that and some of her friends have written a utopian screenplay to imagine that future.
Rosa’s work in this field sits alongside many others who are continually thinking about how to bring more large scale participation into governance. Participedia is a website that collects information about all of these ways of working and is worth a long linger.
Later editing to add a collection of stories of radical democracy from around the world published at the Global Tapestry of Alternatives, which is a really interesting site full of research and documentation of committed local alternative governance work.
My local MP Patrick Weiler on the Canada-Alberta MOU. I have a lot of respect for Patrick,, even though I find myself increasingly disagreeing with him on substance of issues. But it’s very good to get in-depth interviews with local members of Parliament so we can get some insight into how they are thinking about and positioning themselves on these issues. I wish we could be more deliberative on these issues.
If nothing else, the deep divisions and culture wars in the US, and here in Canada too, are providing us with an opportunity to engage in deep practices of listening across difference. It’s harder now that it has ever been Dan Oestrich, who knows a thing or two about this, explains why.
Process artistry also has its place. Arts and well-hosted conversation are at work in Alberta where a group of researchers have initiated the Common Ground project to address stereotypes in the province. It is providing some useful lessons.
Depolarizing conversations is an initiative of my friends and colleagues at the Alaska Humanities Forum. It arose in 2021 during COVID when social media had divided families and small towns and disagreements had devolved into violence, assaults and the tearing of the social fabric. They have published some really helpful tools and resources on hosting these kinds of conversations. Get them while you can (and support them in continuing their work).
Irreconcilable difference is inevitable in a complex society but not every issue is an irreconcilable difference. Some are just conflicting perspectives. As long as we conflate conflict with war, we will maintain a tendency to want to avoid conflict instead of courting and supporting difference. Conflict transformation has long been the approach used to create a resilient container for what I call conflict preservation. We need this more than ever. And so do the orcas and the salmon.
One of the tools I use for working with polarities where there is a strong both/and situation is polarity mapping. I’ve written about it before but I love the way Kai Cheng Thom weaves it into her Loving Justice framework.
For more tools and training I can recommend Lewis Deep Democracy as one deeper approach to this work. It’s based in Arnold and Amy Mindel’s processwork. In Canada, I can recommend Camille Dumond and her colleagues at the Waterline Co-op. You’ll see my testimonial on their website. It’s accessible and practical training, even for experienced practitioners, and it will take your own practice deeper.
My friend seanna davidson sent through an invitation today to a one-day event she is holding on Toronto Island in October called Systems Leadership: seeing the forest for the trees. The one-day retreat will be held on October 19 and is associated with the incredible RSD 14 Symposium which is being held virtually and physically in Toronto this year. Go if you can.
Navigating the currents of dynamic systems at speed seems impossible now. The “flood the zone” strategy of disruption turns everything into a crisis, meaning that it is seemingly impossible to find the time to slow down and see where you are at, and who is there with you. I think the strategy of flood the zone is superficial in that those who promote it are not interested in deep seated change. They continually move the chairs around so you can find no where to sit, while meanwhile they use the pretext of chaos to impose high level constraints. But if we take a view out at different scales, we can see that fundamental patterns of power haven’t changed, and the chaos being wrought upon the world isn’t rooted. If we play at the level at which the perpetrators of this strategy are working, it feels too fast. If we get above it and watch, we see repeating patterns of power and influence at play, and the strategies we have learned as humans to deal with these may yet be useful to us who are committed to life-giving contexts. That is a propos of my post from the other day. I think the fundamental capacities of participatory leadership and dialogue are as necessary as ever. We can, and we need to, connect and exchange at speed. I think this is what seanna’s work is about, where she sees that systems leadership is an outcome of working with systems. Or, as she quotes Nora Bateson:
‘leadership does not reside in a person but in an arena that can be occupied by offerings of specific wisdom to the needs of the community. so leadership is produced collectively in the community, not the individual… leadership for this era is not a role, or set of traits; it’s a zone of inter-relational process.’
seanna and her colleague Fiona McKenzie in the post linked above, are trying to see leadership as a forest metaphor, which, like all metaphors, is both limited and useful. Specifically, they see systems leadership this way:
Our metaphor won’t hold for theoretical purists, but bear with us — it has helped us to frame the ‘when, where, who and how’ of a type of systems leadership that is dynamic, fluid, and moves far beyond the role of an individual as a systems leader. Our thinking goes that ‘systems leadership as a forest’ is:
Seasonal—leadership that is taken up at the right time, not all the time, with different approaches, roles and behaviours needed in different contexts
Self-selecting—leadership taken up and held by many, not by just one ‘leader’ (or a single tree?) — across position, authority, roles
Biodiverse—thrives in a context of a diversity of people and worldviews, ways of knowing, being and doing
Layered—taking place at multiple scales, levels, sub-systems, cultures, capacities, ways of knowing
Sometimes invisible—Often happening in-between places and below the radar without formal recognition.
Self-organising—Organised patterns of behaviour arise without ‘control’ over decisions on what gets grown where.
Inter-dependent and adaptive—Where actions influence each other through interactions, are reliant on many to sustain change, and are recalibrated from feedback.
Emergent—always transitioning from one pattern/season/state to another, which can only be seen by looking at the whole forest, not just a single tree. Transitions can include phases of breakdown and renewal.
Generative—Healthy system parts enable improved health and capacity amongst other system parts. Their interconnected nature is an amplifying feature of health and resilience in the system.
Existing—this forest has inherent value not defined by others and does not need permission to exist
I strongly resonate with that. I would even say that this has been a cornerstone of my practice over the past 25 years as well, underpinning the ways I have thought about and worked with communities and organizations as complex living systems. What I notice here is that at every level of “systems” (I think I prefer “contexts”) there is both dynamic change and longer term stability. The stability is brought by the constraint regime (as Alicia Juarerro would say). In a forest, at the level that seanna and Fiona are talking about there is enduring stability of structure and predictable dynamic processes: cadences and rhythms that, while they are dynamic, are nevertheless stable in their pattern. And there is also the work at the micro level in a forest where there is constant movement and change. Pull apart a rotting log and you see very little stability as creatures of all shapes and sizes are at work transforming the system without a larger view of what they are doing, or what they are even a part of.
I’m thinking a lot about this stuff at the moment. Today I was set to meet with a young person whose heart lies in social change, personal healing and systems transformation, and I wanted to give her a sense of possibility in her work. She wasn’t feeling well, so I’ve put this blog post together partly as a gift to her and to let the world know about seanna’s work and some of the ways people are trying to think about this moment in time in the context of history.
This is a blog post, so it’s not 100% coherent, but if you have made it this far, I’d love to hear your thoughts, and I’d like to leave you with a stunning visualization of action at the dynamic level. Last night The Montreal Roses defeated the Halifax Tides 2-0 in the Northern Super League to claim a playoff spot. Montreal’s second goal was a sublime team effort from a counter attack, ultimately scored by Noémi Paquin who steamed her way through the entire Halifax midfield, received the ball at speed from a PICTURE perfect pass from Mégane Sauvé, dribbled around one more defender and calmly passed the ball into the net while still two more Tides defenders and the keeper watched it happen. I can only imagine what Paquin felt in that moment. Time slowing down, every opportunity and affordance open to her, a simple action, a touch to the outside and suddenly the goal looming so large that she couldn’t miss. Even the commentator Signe Butler, said the goal was easy, and it clearly wasn’t. It was magical. For the defenders, the opposite. They couldn’t see the affordances Paquin was seeing. They were flummoxed by how she found the seams in their defence that appeared larger than life to her.
Acting within incredibly dynamic systems sometimes has this flow to it. That is something of the emergent outcome that seanna is talking about – a way of seeing, a way finding the underlying stability of the constraint regime that allows you to move at another scale. I think what we know about flow states is that they reveal a kind of stability, sometimes known as “slowing down time” that allows for action on a different level than what other agents see around you.
It’s a tricky time. We need more Noémi Paquin-style action, and perhaps we always did.