One of the quotes I keep rolling out all the time is this one from Christina Baldwin:
No group can prove itself safe by the definition of one member; it can only prove itself healthy and responsive to the the needs of different people over time
Christina Baldwin, Calling the Circle, p. 172
I sometimes reframe this quote as “No one person can be responsible for safety in a group, but a group can learn to take responsibility for its own safety.”
For a group to work well, especially if it is confronting challenges, uncertainty, complexity, or conflict, it needs to be safe enough for members to freely share and contribute, and also challenging enough that ideas that no longer serve can be questioned, stretched and broken to make space for the new. Rather than saying “we will create safe space” it’s useful to take some time to explore the polarity of safety and danger. We often talk about “safe enough” or “brave space” or similar terms that capture this space of leading and facilitating.
So the way to do this is to enlist the group itself in co-creating the conditions that create a creative, generative, challenging and supportive space. I usually do that by facilitating this process that I call The Golden Rule Principles Setting Exercise.
The Golden Rule, of course, is the principle that underlies the perennial tradition of many religious and spiritual traditions. In Christianity it is worded as “Love your neighbour as yourself.” It recognizes our interdependence with others and it invites us to practice offering to others the same things that we ourselves need.
The process is very simple.
- Invite people to reflect and discuss these two questions: During this meeting how do I want to be heard? During this meeting how do I want to be spoken to?”
- It’s good to do this in pairs and folks can record some of these needs and place them on stickies or a virtual whiteboard or chat log.
- Have the pairs share a few of their needs into the whole group.
- Next invite people to reflect on how to offer to others what they want for themselves. If I need to be allowed to ramble a bit uninterrupted because I think out loud, I can put this need in the centre and also commit to not interrupting others.
- Have people commit to a single practice that they will endeavour to live up to, one that they may even be willing to be accountable to, and place it on a sticky note.
That’s it. Except under very specific circumstances, I don’t ask the group to vote on these principles, or approve them in any other way. Rather, I trust the people to do their work. From time to time of course as a facilitator one needs to step in, but usually when this process is put into play, I need only offer a period of silence and reflection on the commitment for a group to restore its collective responsibility to care for the container.
As a way to begin a meeting, this is a first foray into co-creation of something that the group all needs and is therefore an excellent way to set the tone for collaborative work, creating a space that can hold the range of emotions that show up in complexity work
Euan Semple was the first person I ever linked to on my blog. Today he posts a little reflection on his blogging practice:
…I’ve always said, my blog posts are mostly memos to self. They are for me to react to the world around me and to see those reactions placed before me for inspection. Yes inspection by others but mostly by me. Being concerned about whether or not people like what I have written affects how I write.
I guess this process mirrors our struggles to identify our true selves in the rest of our lives. The draw of relationship becomes pressure to conform.
Can we know ourselves without relationship? Can we truly be ourselves if it becomes too important?
In Jonathan Haidt’s latest essay in The Atlantic entitled “Why the past ten years of American Life have been Uniquely Stupid” he writes about how the “like” and “share/retweet” functions came into social media. It changed everything, mostly by gaming the algorithm with likes and speeding up the uncritical consumption of information.
Before 2009, Facebook had given users a simple timeline––a never-ending stream of content generated by their friends and connections, with the newest posts at the top and the oldest ones at the bottom. This was often overwhelming in its volume, but it was an accurate reflection of what others were posting. That began to change in 2009, when Facebook offered users a way to publicly “like” posts with the click of a button. That same year, Twitter introduced something even more powerful: the “Retweet” button, which allowed users to publicly endorse a post while also sharing it with all of their followers. Facebook soon copied that innovation with its own “Share” button, which became available to smartphone users in 2012. “Like” and “Share” buttons quickly became standard features of most other platforms.
By 2013, social media had become a new game, with dynamics unlike those in 2008. If you were skillful or lucky, you might create a post that would “go viral” and make you “internet famous” for a few days. If you blundered, you could find yourself buried in hateful comments. Your posts rode to fame or ignominy based on the clicks of thousands of strangers, and you in turn contributed thousands of clicks to the game.
This new game encouraged dishonestyand mob dynamics: Users were guided not just by their true preferences but by their past experiences of reward and punishment, and their prediction of how others would react to each new action. One of the engineers at Twitter who had worked on the “Retweet” button later revealed that he regretted his contribution because it had made Twitter a nastier place. As he watched Twitter mobs forming through the use of the new tool, he thought to himself, “We might have just handed a 4-year-old a loaded weapon.”
As a social psychologist who studies emotion, morality, and politics, I saw this happening too. The newly tweaked platforms were almost perfectly designed to bring out our most moralistic and least reflective selves. The volume of outrage was shocking.
These two functions definitely changed the way I write when I moved most of my writing to social media from the blog. Likes and shares are both powerful attractors but the most powerful of all is the comment. Because that one fosters reflective community and relationship.
The other day on the Art of Hosting facebook group, my friend Cedric Jamet asked folks for some materials about the four fold practice, which is the basic essence of the Art of Hosting. Toke Moeller weighed in with his latest posters from a session he was leading with graduate students in sustainability leadership.
Toke was, of course, one of the originals who put the four fold practice together and like all good generative frameworks, it has changed over time and it gets expressed in different ways depending on context. But the essence is that it balances self-awareness and focused practice on a life of participation in the world with the good leadership practices of hosting others and co-creating useful things. I’ve written about it alot. Upon this framework hangs a world of practices from meditation and reflection, to good dialogic practice, to facilitation and participatory leadership and decision making.
I have worked with Toke enough to know that what he probably did was to teach these four practices and then have people discuss where they show up in their own lives, and so I thought I would take his words, in bold, and reflect a little as if I was a student in the class. The prompt question Toke asked his class was “How may my personal practices enhance me and my leadership for a more peaceful and sustainable world?”
Host yourself to know yourself – be awake. These days I am finding myself on autopilot alot. Same rhythm, same kinds of activities, all done at the same desk, the same way. It has been a hard winter following on a hard year in terms of mental health, and a couple of holidays including one just ending now have served to create some breaks in my routine. I will see what i come back to, but one ritual I will be retaining is an early morning contemplative walk and 20 minute sit in a place near my house, next to the sea. To get out in the morning has been a godsend, and my physical and mental health needs this. All in service of jagging myself awake. I feel like I am in danger of a mental slumber. And so, break a pattern to awaken a pattern.
Be hosted to grow the listener and student in yourself – be a curious participant. The last two years have deprived me of one of my favourite activities, which is to sit and listen to others tell stories. I haven’t been travelling, I haven’t been sitting at the pub welcoming whoever walks in. There is no better way to develop your curiosity than to sit and listen to another person telling a story. Social media doesn’t cut it. I find myself too quick to respond, often unable to discern nuance. My curiosity gets pinched down to a small sliver and my judgement, fired by brain chemicals, gets all the fun. So practicing listening, to the forest and the sea, to the conversations of my neighbours in community, trying to figure out what to do as we come back together again, with a two year absence of joint history making. Listening to clients. I am looking forward to my first hands on facilitation gigs (not open space) where listening is a key part of what we will be doing. I’m all ears.
Step up to host others so they can grow their listener and the lifelong student in them. Years ago Toke and nI were sitting by my wood stove talking about teaching as we were preparing to deliver an Art of Hosting on Bowen Island. We were kind of humble-bragging – if I’m honest – about how we weren’t really teachers, but life long students. Caitlin, listening from the kitchen asked us a piercing question. She, who comes from a four generation line of teachers said “What is it about being teachers that makes you so afraid to be one?” I think we eventually answered that it was something to do with not wanting to lose our curiosity and learning in the role of the teacher-expert. She continued to point out that people were actually coming to the workshop to learn from us, and that we could also learn alongside them. She was being kind. There is a both-and about this. We decided to call ourselves teacher-learners and for me this practice captures that. Host other so that they become teacher-learners too.
Host together – co-create and co-lead: build capacity to build more capacity. It has been a long time since I saw Toke in person. It was, I think, many years ago during a gathering on harvesting practices in Halifax. We spent an hour together having lunch in a restaurant and talked about where our journeys were taking us. Toke was recovering from a small stroke and this was the first overseas trip he had taken. The stroke had imposed some constraints on what he could do and how his mind operated, and he and I talked about how, at a certain age, one moves into building capacity. You stop doing things for people and you build the capacity for them to do it too. And that way, you can continue being a part of the things you love doing while also being sure that those things could be sustained in a community of practitioners. That has been my life these days. “Support” is how I approach everything. I do it with money, time, opportunities, credibility, connections…whatever. I support causes and people that are important to me including lifting up Indigenous leaders and communities, younger dialogue and complexity practitioners, young and developing soccer players and many others. I have learned a lot from Toke and others and all of it was freely given, and for a gift to work it must be given away. So I give it away.
Now, if it interests you, have a go at answering Toke’s prompting question here in the comments or elsewhere on the open web, where we can share and compare.
Our Complexity Inside and Out course is now in full swing and after 3 of 7 sessions we have covered some of the basics that make up our understanding of complexity theory and some of the core practices to affect change in complex systems, both inner and outer.
One of those strategies of course is through shifting constraints. To work with self-organization and emergence in a system, finding the constraints that enable behaviour and creating different ones can have the effect of shifting the behaviour. Not always of course – we have to pay attention and monitor what we are doing – but these are the promising places to get a start.
Based on work from Dave Snowden and Glenda Eoyang, the constraints I work with are these, listed in order of ease to work with:
THe Connecting constraints of
- Connections between agents in a system
- Exchanges that flow across those connections
And the containing constraints of
- Attractors around which behaviours or actions coalesce
- Boundaries that define the context for actions
There are two other constraints which come to us from Snowden’s field of anthro-complexity and they are Identity and Dark constraints, both of which are a sort of subclass of the above. Identities create or maintain coherent connections or containers and the Dark constraints are simply the nones we don’t know about and which only reveal themselves in real time.
It’s not always easy to spot these in the wild as you are learning about them, but this article in The Conversation is a good example of thinking about managing complex behaviour. Every October in Ontario there is a traditional homecoming week at universities in which former students return and current students party. The flocking behaviour of students in these times creates emergent behaviours at the grouplevel that are not immediately present at the individual level, and the authors provide a handy link to one research paper that explains this.
The response to behaviour like this is typically banning certain kinds of activities, which, in Cynefin terms, is a misapplication of governing constraints aimed at control to self-organizing behaviour. What is needed instead are constraints that enable the emergence of different behaviours. It is hard to spot these because with events such as the ones described in the article, the tendency is to want to squash the problem.
But a harm reduction approach first begins by identifying the fact that there will always be these behaviours and always be these problems, and the way to address them is to create adjacent possibles (a Stuart Kauffman term) which invites the system to an alternative state. Such possibles cannot be too far away from the current state, but they must not be too close to the current state to be rendered ineffective. For example, proposing that students only consume alcohol in sanctioned places with oversight from police and campus security is likely to fail. Few students will love to party in such a heavily surveilled way. On the other hand, allowing students to party anywhere and then providing a ntip line for any issues that might come up is a weak response that is unlikely to affect the behaviour.
So the authors propose an oblique strategy, which is an excellent approach to complex problems. First, the say that students need to be empowered to co-create harm reduction approaches to these issues to create safety in a public health and gender-violence context. It is unlikely that on their own students will come to a meeting to co-create these, or if they do, their authority to enact the approaches may be compromised by their perceived identity of “goody two-shoes.” So instead the authors propose a new attractor in the field, a for credit course that is about generating harm reduction approaches but which alos teaches skills needed to address and manage public health issues:
Conversations are a good start, but a systemic approach that integrates understanding of these events and taking action through curriculum is essential.
One of these strategies could be creating a university credit based multidisciplinary course that is aimed at proposing solutions for how students could gather and celebrate in a safe — including COVID-19 safe — manner that reflects their own, and community values.
The students would learn (among many things) how to address diffusion of responsibility and gender-based violence. It would provide them with opportunities to learn about city bylaws, police costs and potential challenges to the health care system of large student gatherings.
The instructors could be an advisory team of mentors including members from the city, police, first responders and university experts. This initiative would challenge students to research the problem and be an active part of the solution.
Co-creating solutions with students by providing them with opportunities to lead with support and guidance will empower them to take ownership and responsibility when it comes to implementing positive change. If they lead the new way forward, students will come and be together in a way that meets their needs.
Backed with the power of the university to sanction this approach, makes this new attractor for action stronger. REQUIRING students to participate in this exercise would be too rigid a boundary, but for students that are charged with under age driking violations for example, they may be required to participate in these discussions in a restorative process designed to using their lived experience and also having them make amends.
Working with constraints gives us lots of ideas about how to shift things. The key is implementing what you can and watching for change. As for this example, what a great case study. I will see if I can follow up with Craig and Kolomitro about what happens with their ideas.
I adore Alicia Juarerro’s work. So much so that I just watched a short video and spent the last hour writing about it. Here’s what I’m learning
Alicia Juarrero is a philosopher whose thinking about causality, complexity, action, and emergence has been critical to some of the ways in which folks like Dave Snowden have thought about this field. Her book Dynamics in Action is a really important read, packed full of thinking about complex systems and constraints. It’s a hard book to get into – indeed advice I have had from others is “start in the middle” (a helpful enabling constraint) – but worth the read.
But if reading philosophy is not your idea of a fun pandemic activity and you’d like a tiny primer into her work, I strongly encourage you to watch this 27-minute video of her presenting on emergence, constraints, and closure. Watch it first and then come back to these notes, for I am going to summarize her ideas and bring them into more common applications. I’ll probably end up carving massive holes in her thinking – so feel free to correct my takes here – but here’s what got me thinking.
Juarrero presents on three main topics, emergence and constraints, context-free and context-sensitive constraints, and closure.
Emergence
Here are her main points:
- Nature uses constraints to generate emergence and sustain it. Constraints both limit and enable.
- Evolution selects for resilience, adaptability, and evolvability.
- Resilience is sustained by micro-diversity.
- Ecosystems are sustained by distributed control rather than governing control. The key is in the links.
- The emergence of novel practices – innovation – cannot be caused, but novelty can be enabled. You do this by catalyzing conditions that allow innovation to occur.
- Think of constraints as phenomena that change the likelihood of things, and the probabilities of what is going on.
SO the conclusion from this section is pretty straightforward. One cannot simply say to people “INNOVATE!” and expect emergence to happen. In order to create the conditions for novelty, one must change the interaction between the people in the system. You can do that in any number of ways, by changing a constraint. Everyone will be familiar with what happens when you are given a task with a constrained amount of time in which to complete it. The pressure of a deadline sometimes creates the conditions for novel practice. By cutting your available time in half, you will discover that a solution that requires an hour will not work, and you may discover that you can find a way to do the task in 30 minutes.
Folks are. discovering this all the time right now. Being forced to work from home is suddenly creating all kinds of novelty and innovation. Many people are discovering that the commute is simply not worth it. Some are finding that they cannot do their work from home and so must find new jobs or new ways to do what they did before. Being forced to isolate has created the conditions for emergence and innovation, and not all of it is successful. Complexity-informed governments have created temporary universal incomes to enable people to be safe to fail. This is not the time to force people to “stand on their own two feet.” If you want people to stay at home, you have to enable them to do that in order to disrupt the pandemic, otherwise, they will have no choice but to head out looking for jobs, thereby increasing the spread of COVID-19.
Context-free and context-specific constraints
This is important and dense stuff, and Juarerro gets this from Lil Gatlin who wrote about it as far back as 1971, but here are the main points:
- In a system, the probability that something will happen vs. something else happening is due to constraints.
- A system with no constraints is “smooth,” in other words there is an equal probability of anything happening.
For example, if I give you a random number sequence like 761893826544528… what do you think the next number will be? In a random system, there is an equal probability that the next number will be between 0-9.
Now If I give you this number sequence: 123456… there is a much higher probability that the next number will be a 7. Why? Because the way to make some things more likely than others is to provide constraints. In this case, the constraint is your bias that the number sequence is not random and you are entrained to expect a 7.
So then what of constraints. Juarerro says:
- All systems come with built-in probability: it’s more likely to be one thing or another. Probability is determined by two types of constraints: context-free and context-sensitive.
- A context free-constraint is like a bias, or an assumption, or a preference.
- A context-sensitive constraint is something that is conditional on a state in the context.
For example, you might say “I like walking on the beach” and that is a context-free constraint that might help you get a date. But a context-sensitive constraint like “If it is raining, I hate walking on beaches” is helpful for your date to know so they don’t invite you out for a beach walk on a rainy day, thereby ruining the chances of romance.
(“But you said you liked to walk on beaches!” is not an endearing thing to say to a waterlogged and miserable partner)
This is useful for innovation because a context-free constraint – like a shared purpose – can help give a sense of direction to work. Developing a new shared purpose will cause some things to be more likely than others. If you decide to stop farming and start building cars, you will be unlikely to be found buying seeds, discussing the weather, or thinking about crop yields. You will be more likely to be focused on supply chains, manufacturing efficiency, engineering, and roads. But in both cases, the higher level context-free constraint is the need to make money.
Context-sensitive constraints begin to give a system coherence. A context-sensitive constraint creates an interdependence or an interrelationship between to parts of a system. Hating rain makes one’s mood dependant on rain, and that can govern or enable a whole set of behaviors. If you end up with a friend who loves rain and one that hates rain, the probability of enjoying each other outdoors on a rainy day decreases radically. But it also means that two people may find that they both love being indoors playing board games while it is raining outside. Sustainable long term relationships are dependant on people finding novel ways of being together as their context-specific constraints change. This is called resilience: the ability to maintain coherence while changing.
Juarrero then talks about some useful kinds of constraints:
- Linkages and relationships: innovation requires interaction and collaboration and interdependence among what will become the components of a larger system.
- Catalysts: things which, given their presence, make other things possible. Catalysts act to break patterns or to create new ones and can sometimes become attractors in their own right.
- Feedback, especially positive (reinforcing) feedback between parts in a system which increases the likelihood of emergence.
- Rhythm, gait, cadence, sequence, order, and timing – temporal constraints – which are very helpful context-sensitive constraints that make things interconnected and interdependent in time as well as space.
In my work as a facilitator and a consultant that helps people innovate, I catalog these attractors with the ABCEI acronym, standing for Attractors, Boundaries, Connections, Exchanges, and Identities. These constraints can all be found active in systems and sets of problems. When people tell me that they are “stuck” we can usually find some of the constraints at play that are causing that state of affairs. Once we have put our finger on something, it’s a good idea to try catalyzing that constraint to see if we can break it or tighten it as need be, to create the conditions in which another course of action is more probable.
For example, today I was coaching someone to use Zoom. She had read the documentation and watched videos, but she had context-specific questions about the application. Clearly she needed more connection with someone who had more experience than she did. So I tightened that connection with her and focused the exchange of information. I started by giving her a tour and I showed her things, but when when I was going too fast she slowed me down, and ask me how she could do those things. Responding to this new constraint on our session – her desire to learn hands-on – I shifted her identity and handed her the power to host our meeting and she took a turn making breakout groups. The whole session took a funny turn when we ended up chasing each other through ten breakout rooms we had created.
By the end of the session, she had enough information to be able to schedule and host a Zoom meeting. She took on the mantle of “Zoom host” an identity that an hour previously, we didn’t even know existed.
Learning like this is emergent and one can work with constraints to discover new ways to teach, new ways to learn and play, and new things to do to address old problems. Constraints-led learning is major field of pedagogy and my friend Mark O Sullivan, a football coach with AIK in Stockholm, is one of the leading proponents of this way of learning skills and teaching the complex sport of football.
Closure
The last part of Juarrero’s talk is about closure, the essential dynamic that makes emergence possible. She says:
- Loops create novelty and innovation. When a loop closes, what emerges is cohesion and cohesiveness.
- Autocatalytic, circular causality and closed positive feedback loops generate novelty.
- Parts interact and when the loop closes, an emergent whole is created, and when that loops back it influences the parts: cultures, systems, organizations, communities, identities,. These are all cohesive and influence parts that come into the system.
Stuart Kauffman’s work on evolutionary biology and autocatalytic systems describes this process beautifully. Essentially the ancestors of all living things are small contained systems of molecules that act on one another. A interacts with B to create C and C interact with A to create B, and suddenly you have a coherent system that “creates itself.”
At the cultural level, look at the way that feedback loops and closure create communities online, for better or worse. In highly partisan contexts, “echo-chambers” are simply autocatalyzing social systems, where biases are reinforced, shared purposes are strengthened and new identities are formed and stabilized. This can create such deep attractor wells into which people fall, almost like cults. Family members can no longer relate to them, they become unable to work with people who are different than they are, especially those who are considered “the enemy.”
Closure creates identity and landscapes of mountains and valleys that Juarrero talks about toward the end of her talk. A mountain might represent an idea that is unthinkable – having dinner with your racist uncle – and a valley might be a much easier, more preferable, and more possible outcome, such as going to a rally for racial justice with your friends. The way in which constraints have closed and looped and fed back information to you in your life will determine which of these two scenarios is most probable. When you choose dinner with your uncle. everyone will express surprise. They never saw that coming. You must have climbed a mountain to make that possible.
Juarrero ends with a really important point about what happens with context-specific constraints operate in a closed system: you get identities, cultures and mindsets, which themselves become context-free constraints for new things entering the system. If you have ever had the experience of moving to a new place you know this well. On our island where I live we have a “Newcomers Guide” that talks about practical realities of becoming a Bowen Islander. It contains a helpful mix of tangible facts – like where the school is, and how to check the ferry schedule. But it also contains insider information about the emergent characteristics of Bowen Island life that have grown out of our interactions with each other and our environment over many decades. These include things such as “Someone flashing their hazard lights in the rearview mirror is not being a jerk. They are a firefighter on their way to a call” or “Don’t ask online for whom an ambulance siren was sounding…” The original guide was written in 2016, and I can already see where things need changing, although the heuristics by which one shod live here, seem robust enough for now.
Like everything associated with complexity these three simple concepts – emergence, constraints, and closure – are easy to see, difficult to unpack, and powerful in practice. Go read and listen to Alica Juarrero though, and be grateful, as I am, that someone as brilliant as her has done the heavy lifting for us.