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Category Archives "Complexity"

Complexity in the time of COVID-19

March 16, 2020 By Chris Corrigan Complexity, Featured 10 Comments

So it’s on. Our lives have been instantly upended and five days after cancelling everything, I find myself at home mostly, with days spent in the forest walking and, as of today, avoiding visiting even the cafes and local gathering spots on our island. We live in a small place with many older people. We are connecting and looking out for each other on facebook and just waiting now. Waiting for what? To get sick? For it to be over? For something to happen?

As a person who spends nearly every waking hour thinking about how to act in times of complexity, I can say that at this moment, I am grateful to have those tools for making sense of my actions and plans. I have been keeping a little journal of decisions and moments, as this is a very strange time and documenting things in real-time is helping me to see the kinds of decisions I have been making.

Thinking this through with Cynefin and constraints

Liminal Cynefin framework from Cognitive Edge

This is our old friend the Cynefin framework that helps us to understand and make decisions depending on the nature of the problems we are facing and the ways we are interpreting those problems. This diagram, plus my little collection of constraints has become the way I’m thinking about actions.

One of the most useful ways to use Cynefin is to look at problems through the lens of constraints. Moving counterclockwise from Obvious through Complicated and Complex to Chaos, we find that problems and systems move from tightly constrained and connected to more open to completely unconstrained. Going the other way, from Chaos clockwise to Obvious, constraints are increasingly tightened.

Acting is really about noticing the constraints that are keeping patterns in place and doing what you can to either loosen or tighten those constraints to move in an optimal direction. Constraints for me consist of:

  • Attractors: Things that draw our attention together, like good public health information, or that cause us to do things on a regular rhythm like washing your hands whenever you enter or leave a place), like daily cycles, or “strange attractors” which are things that emerge and get our attention and change the way we orient our action. Panic buying is a kind of strange attractor, where fear induces people to buy more toilet paper than they need.
  • Boundaries: Things that hold, contain or constrain a system. Boundaries can be tightened or loosened, or made more or less permeable. Boundaries are a key feature of COVID-19 response.
  • Connections: the ways in which parts of a system are connected. Viruses challenge this because they can linger on surfaces after we have left, drawing us into connection with one another, even though we aren’t actually touching. Social distancing is a way we are altering connections.
  • Exchanges: what flows between us. This week, of course, that is a virus, but it is also information and encouragement. Watching Italians signing together is a form of exchange across an impermeable boundary. Flattening the curve is about slowing exchanges. Being aware of the quality and source of information is a way that we work with exchanges, paying more attention to public health officials and less attention to facebook speculation for example.
  • Identities: These are important in complex systems. In British Columbia, our public health officer Bonnie Henry has become a powerful person because she shares quality information on a regular basis (becoming an important attractor in a quality exchange every day at noon). Identity is at play in many ways in the response to this pandemic too, and everything we know or think about ourselves is changing.

In this time I find myself watching the constraints in the system and trying to stay ahead of the ever-tightening boundaries. I’m mostly at home now or walking in the local forest far from others. I have found that adopting a set of heuristics is helping to guide my action. In complexity, heuristics help you to make decisions when you don’t have a plan. Some of the heuristics that I am using include:

  • Act as if I am contagious and I have a responsibility not to infect others. Early last week this one was the one that shifted my behaviour from it being al about me to taking a public-minded approach. If I act as if I have it, it helps me to flatten the curve by taking measures that will protect me if I don’t have it. The goal is for all of us to delay getting this virus for as long as possible, and to avoid passing it on.
  • Law of Mobility reimagined to stay away from groups. In Open Space, the law of mobility is “if you find yourself in a place where you are not learning or contributing, find somewhere where you can.” Now if I find myself in a place where there are more than two people, the heuristic is “If you find yourself in a group of two or more people, go somewhere where you aren’t.”
  • Exercise and find some joy. I am at home with my beloved partner and our university student son. We are doing well and at this point preparing for longer isolation given the trajectory of the virus elsewhere. But that doesn’t mean we can’t go about our lives and be relatively normal. I use DAREBEE as the source of exercise programs and bodyweight workouts. The weather is beautiful and going outside is fine.

Heuristics are helpful. Listen to the way public health authorities are using them. They are offering heuristics for social distancing and self-isolation and when people do not follow those heuristics, the authorities properly treat it as a crisis, firmly in the chaotic domain, and apply tight constraints, banning openings, closing borders, forcing quarantines.

In complexity the role of the agents is paramount. IN an interconnected and interrelated system each of us has a responsibility. If you have ever played the systems game with me when learning Cynefin, you will know this. The Washington Post recently published an excellent simulation that shows the way in which constraints and boundaries affect the spread of the virus, and it also shows what happens when agents in the system practice good heuristics.

In a video shared on twitter, you get a sense of what to do when things become chaotic. You must act, and act quickly.

Right now we are mostly in the liminal space between chaos and complexity, and with specific deep dives into chaos. While things are deeply complex and you don’t have a plan, apply heuristics, sense what is happening and adapt. If you learn things you can do – like setting up community support groups and processes for delivering food through your community – do so. Make them complicated – in other words, more ordered – learn from others, replicate good practices tailored to your context, create documented processes, and implement them. When things become chaotic, apply tight constraints or follow the directions of those who are doing so.

Now more than ever, I’m glad for complexity thinking and sense-making. How are you seeing it where you are?

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The troublesome word “container”

February 9, 2020 By Chris Corrigan Art of Hosting, Chaordic design, Complexity, Conversation, Culture, Design, Emergence, Evaluation, Facilitation, Featured, First Nations, Leadership, Organization, Power 26 Comments

I’m in trouble. In the best way. So get ready for a long and rambling post about geeky dialogic philosophy and complexity practice.

I’m a little bit known in some communities as a person that is writing and working with the notion of “container” in dialogic organization development. The word and concept itself comes from a lineage of thinking about the spaces inside which dialogue takes place, and there is certainly lots written about that. I think I first learned the term from the work of William Isaacs whose classic work, “Dialogue,” is a seminal reference in this field. He describes a dialogic container as the “sum of assumpitions, shared intentions, and beliefs of a group.”

While that was the first place I learned of the concept of container in dialogue, my learning about it was also informed by reading about complexity science, and especially learning about dissipative structures and autopoiesis, two key concepts in self-organization in living systems. Furthermore, I learned of the notion of sacred space in both Christianity and indigenous ceremonies, especially the Midewiwin, to which I was exposed in my University years. Finally, my thinking about container with respect to complexity has been heavily influenced by both Dave Snowden and Glenda Eoyang‘s work, as they have explored how these concepts and dynamics from the natural sciences show up in human systems. In this context, Dave’s work on enabling and governing constraints is incredibly useful and Glenda’s broad palette of tools helps us to illuminate and work with containers.

So that is a brief survey of where my understanding has come from. I find the concept incredibly helpful in understanding the dynamics of self-organizing systems and it helps us to find places to intervene in a complex system with a rigorous approach to explore and change the patterns of self-organization and emergence.

So I use the word “container” with a very specific meaning, but it’s not a meaning that is shared by everyone and it definitely not a meaning shared by folks who have a history of being contained. Occasionally I get scolded for using the word, and I own that. We must be VERY thoughtful about language in this work so this is a long post where I think about the implications of this troublesome word which is used to describe a useful concept badly.

The word and concept are useful in understanding and describing dialogic practice. But it has some SERIOUS baggage because in contexts of oppression and colonization the history of colonization, enclosure, and imprisonment is entirely the history of containing people; on reserves, in jails, in schools, in groups defined by race and marked by lines, in ghettoized neighbourhoods, in a million places in which people are contained, enclosed and deprived of their agency and freedom to create and maintain boundaries.

In these contexts, the word “container” is often heard as a reference to places that are created by people with the power to contain others, and very often they contain people who have a lesser amount of power to change or free themselves from that container.

It is true and important to note that any discussion about how to manage dialogic spaces – containers – is entirely dependant on the power one has to create and influence the boundaries, and manage the connections and exchanges. Creating a dialogic container is an act of privilege. Using the word “container” will almost always trigger a negative reaction in people that have been SUBJECTED to containment, against their wills, against the interests, and in the service of depriving them of power.

Liberation movements all over the world in all moments of history are about creating alternative spaces to the oppressive culture and conditions of the present. These are expressed in all kinds of ways. In land reform movements, for example, colonized lands are recovered and returned to their original owners. In movements to free people from enclosed and coercive spaces like exploitative labour, prisons, residential schools, oppressive child welfare practices, or human trafficking, alternative spaces are built for equality, justice, freedom, learning, self-actualization and growth. And the metaphor and reality extends to spaces where people change the language to talk about their conditions and create spaces where conversation, dialogue, and organizing can happen in a way that draws a line between the oppressive practices of the past and the liberating spaces of the future. Socially constructed narratives can provide alternative stories that begin to link, connect, and differentiate people in a way that helps them organize their conditions of freedom.

So one major problem with this troublesome word is how it works in English. The word “contain” can be brutal, because in English it is a transitive verb that is not continuous, meaning that it implies an action conducted upon a object and then arriving at a resting place, where the object is contained and the action is done. That is a troubling truth of the word “container” and partially explains why it rests so uncomfortably on a dialogic practice that is intended to create spaces of generatively, creativity and life. It objectifies the object of it’s action and it acts upon that object to bring about a final conclusion. There is a lot buried in the particular grammatical function of the word. There is no room in the English definition of the word for self-organization and emergence.

Truthfully, the space required for dialogic practice needs a type of verb that doesn’t come so easily to English: a collectively transitive verb that is generative, continuous, and describes something that changes in its use. I suspect, having been a poor student of Anishinaabemowin and a bit of Skwxwu7mesh snichim, that there are maybe such verb forms in these languages. In my long study of the Tao te Ching, I’ve come to understand the concept of “yin” to be this: the form that life takes, in which creative energy is contained so it can do it’s work. It is created and changed in its interdependent relationship to what happens within it, like the way a river bed both holds the river and gives water its form of “river” instead of “lake” and is changed by the river being in it. It implies “receptivity” to creative energy. In Japanese where there is a sophisticated vocabulary for these kinds of spaces, “ma” (?) might be the word I’m looking for: a word that my friend Yurie Makihara defines this way: “Ma is the time concept expressing the time between something and other thing. We say how to create Ma is really important to encourage you to speak or “it’s kind of nice to have this kind of Ma.” For me Ma is the word to include some special sense to say, so we don’t use it just to express the time and the place.” Even though Yurie’s English is quite good, it’s clear that translating this into English is nearly impossible! But I think you get a sense that Ma is a collective sense about the shared time and space relationships that create a moment in which something is possible. Ma describes that moment, in a spatial way.

So. As is often the case, I’m left with the hidden poverty of English to give me a word that serves as both verb and noun and that is highly process-dependant. Over the years folks have suggested words like “nest” “hearth” and “field” to describe it. These are good, but in some ways they are also just softer rebranding of the word “container” to imply a more life-filled space. The terms still don’t ask the question of who gets to create, own and maintain the container nor do they fully capture the beauty and generativity of a complex adaptive structure in which meaning-making, relationship, healing, planning, dreaming both occur and act to transform the place in which they occur.

If we cast our eyes about the culture a bit wider, they quickly land on the word “space.” We use the word “space” a lot in social change circles, but it has its own troublesome incompleteness. The problem with “space” is that it often tends to turn attention towards what is between us and away from the boundary that separates us from others. This can be the way in which creating space for social change can fall victim to an unarticulated shadow: inclusion always implies a boundary between what is included and what is not included. Many social change initiatives falter on an unresourceful encounter with the exclusion that is implied by radical inclusion. A healthy social system can speak as clearly and lovingly about this boundary as it can about the relationship within the system. And for me this is the important part of talking about dialogic practice. So I can understand the helpful neutrality of the term “space” because it can be a result of a tight and impermeable boundary or it can simply be what we give our attention too as we come into relationship around attractors like identities, ideas, purposes, or needs. It can beautifully describe the nature of the “spaces in between.” But it still doesn’t do enough for me to describe the relationship between the spaces and the forces – or constraints – in the system that give rise to a space and enable self-organization and life. Still, it’s a pretty good word.

So perhaps what is needed is a true artistic view of the problem, to look away from the problem and towards the negative space that defines it. That is indeed what I have started doing in my work, by focusing more on the factors that influence self-organization and emergence and less on naming the structure that is created as a result of those factors. This is a critical skill in working with complexity as a strategist, facilitator, manager, and evaluator. These constraints include the interdependent work of the attractors and the boundaries which help us create a “space” for sensemaking and action, whether dialogic action or something else. There is a place where you are either in or out, and there can be a transition zone that is quite fluid and interesting. There is also an attractor at play, which can be a shared purpose, a goal, a shared identity, a shared rhythm or something interesting and strange and emergent that brings us into relationship. Anywhere you find yourself, in any social space, you can probably identify the attractors, the boundaries and perhaps even the nature of the liminal space between completely in and completely out.

This brings us back to the power conversation, rather more helpfully I think. If we let go of the “container” and focus instead on the factors that shape it, we can talk about power right upfront. Attractors and boundaries are VERY POWERFUL. They are created by power and maintained and enforced by power and the negotiation about their nature – more or less stable, more or less influential, more or less permeable and mutable – is by definition a negotiation about power. As a facilitator one carries a tremendous amount of power into the design of dialogic spaces. The most energetic resistance I have ever received in my work is always around the choices I made and the nature of the attractors and boundaries I am working with. I have been told I am too controlling, or not controlling enough. I have been told that we aren’t asking the right question (“who are you to say what we should be talking about?”). I have been removed from my role because what I was doing was far too disruptive to the group’s culture and norms of how they work, and in enforcing the disruption, I was actually depriving people of accessing the power they needed in the work.

(See the stories from Hawaii here and here and this story from Nunavik. Being an outsider with this power is perilous work.)

So yes, the terms we use to describe dialogic spaces matter. Finding a word to describe these spaces is important, and this is an important piece of critical pedagogy for anyone teaching dialogue and facilitation.

But don’t let your work rest on the definition of the space. Understand where these spaces come from. Actively work to invite more self-organization and emergence into these spaces that are in service of life, love and liberation. Become skillful at working with boundaries and attractors, limits and invitations, constraints that enable life rather than govern outcomes, and get good at knowing what kinds of relationships and constraints are the best fit for what is needed. That is what we need as we co-create spaces of radical participation and liberation and to transform the toxic use of power and control so we get more and more skillful at inviting us all into life-affirming moments and futures.

What do you think?

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Harrison Owen and getting out of the way

January 22, 2020 By Chris Corrigan Complexity, Emergence, Facilitation, Featured, Open Space 4 Comments

One of my favourite photos of Harrison Owen, courtesy of Peggy Holman

This morning I got to play the role of host/interviewer to my mentor Harrison Owen, the guy that accidentally invented Open Space Technology and unknowingly changed my life. It was when I participated in my first Open Space conference in 1995 that I knew I had found the core of my path in work.

Truth be told, interviewing Harrison is the easiest job you could ever want. You basically do what you do when running an Open Space meeting: ask the question and get out of the way. This morning’s conversation was part of a series my friends at Beehive Productions are running on the origin stories of various participatory processes and methods, and so I wanted to get some stories from Harrison about what was going on for him BEFORE Open Space arrived in the world in 1985. You can go and listen to that story for yourself.

Despite being a student of Harrison’s work and legacy for 25 years, I’m never surprised to learn a new thing from him, and today was no different. It was all about simplicity. Harrison shared some stories about how his work and academic studies help him discover that things like myth, ritual, story, Spirit, self-organization and the dance of chaos and order are near-permanent features of human experience and indeed, are features of the cosmos which a 13.7 billion year history. Harrison told a few anecdotes about how he discovered along the way that no matter what one did or didn’t do, these forces were constantly at play in organizations. Many times they helped people get stuff done, but occasionally these dynamics produced problems.

In the late 1970s, Harrison got involved with the organizational development community and much to his chagrin, discovered that people were trying to solve some of these problems by creating other problems, like relying on control, linear problem solving, or ignoring the deep myths and stories that permeate all organizations. When folks did that they ended up creating more problems, and now you had to solve both the original problem and the one you had created by trying to solve in the original problem poorly.

Harrison’s genius. ad the genesis of Open Space was really his sense that the fundamental dynamics – myth, ritual, story, self-organization, Spirit, and the chaos/order dance – are actually the tools you need to address most problems in organizational life. His practice became finding one less thing to do, or as I said in the interview, “steadily removing all the things that get in the way of those dynamics showing up.”

Facilitating Open Space meetings, and indeed, practicing the leadership art of holding space (or “hosting”) is really about stripping away all the things that stop self-organization from doing its thing. Harrison has a radical commitment to this and its always interesting to see him respond to people who say “yes, but what about…” He just keeps exhorting people to get out of the way and make sure that while you are disappearing from view you take the barriers to high-performance action with you. Many of the objections that some people have to using Open Space Technology for a meeting tend to come from the idea that they think they can add a thing that is most important for the group to experience or do before they get down to self-organizing around important issues. In truth, if people are gathered to work on important issues, the worst thing you can do is dely them from getting to work, and that’s doubly bad if you are delaying a whole group because of one person’s anxiety.

I can’t quite describe how Harrison makes me feel when I read him or hear him speak. Clear, might be the word. Fierce. A bit cheeky perhaps. Whatever it is, that feeling hasn’t changed since the moment I met the man in 1996. I don’t think he’s changed a bit, either. He discovered something profound about organizational life in the 1970s and he has turned that into a 40 plus year global experiment, enlisting thousands of collaborators along the way. He codified some of that experiment into a method called Open Space Technology, but his work and its implications are much broader than a meeting method. You can read what he refers to as his “Final Report” in his 2008 book Waverider. In that book, he basically challenges the management, leadership, and OD fields to ask some serious questions about their practice, because Open Space has shown that almost every problem, no matter how intractable, can be addressed in a much simpler way than we are all led to believe: “Not only do we live in a self-organizing world, but our job – or perhaps better, our opportunity, is to leverage this force for our purposes and so ride the waves of self-organization as an intentional, and conscious act.” Here is an intro to that book.

This isn’t a naive perspective either. Harrison’s folksy demeanour can sometimes cause people to miss how sharp and incisive he is, and how grounded are his insights. Open Space is a gift to the world, and it isn’t even Harrison’s gift to the world. It is the world’s gift to the world. In Harrison’s terms, it is the gift that the 13.7 billion-year-old universe has given us. Once you get that, it will irrevocably change how you do your work and how you live your life. You will have the radical realization that you are participating in a universe that made you a participant in the grandest Open Space of all.

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Safe to fail requires safety, not just failure

November 6, 2019 By Chris Corrigan Complexity, Design, Facilitation, Featured, Improv, Leadership, Learning, Power

I travel around many different kinds of organizations. Many of them preach the mantra that goes something like “it’s okay to fail here. Please take risks and try new things!” Unfortunately, when I look around I can’t see much infrastructure in place that allows the work context to be safe enough to fail.

An organization needs to build learning and experimentation into its operations, especially if it is required to respond to changing conditions, improvements in services, or new ideas. And so the idea that “we want people to take risks” is promoted, often alongside an exhortation to do so prudently but really with no further direction than that.

Anyone who has worked in a large organization will know that risk-taking is perilous. There are many ways to be punished for doing something wrong, and the worst punishments are the invisible ones: shaming, exclusion, a tattered reputation, eroded trust, political maneuvering that takes you away from access to power and influence. Not to mention the material punishments of reduced budgets, demotions, poor performance reviews, and limited permission to try new things in the future.

Failure in context

Before going any further, let’s talk about what I mean by failure. Using Cynefin, we can focus on the difference between failure in complicated contexts and failure complex contexts. When we have a complicated failure in a stable and linear and predictable system, the answer is to fix it right away. Ensure you have the right experts on tap, do a good analysis of the situation and apply a solution.

In complex adaptive systems, failure is context-dependent. Here failure is an inevitable part of learning and doing new things. Because complex problems demand us to create emergent solutions, we are likely to get somewhere when we can try many different things and see what works and what doesn’t. Dave Snowden calls this “safe-to-fail” and it means taking a small bet, based on a hunch that what you are doing is coherent with the nature of the system and where you want to go, and acting to see what happens. If it fails, you stop it, and if it works, you support it.

I think I once heard Dave say something like “probes in a system should fail 8 out of 10 times or you aren’t trying to find emergent practice.” That is certainly a rubric I find helpful. This means that in developing new things, you should expect to fail 80% of the time and to do that requires that you put into place a system for supporting failure and learning.

Stuck on a cliff

Imagine you are free rock climbing – no ropes or belyaing – and there is a handhold you are reaching for that requires you to do something you’ve never done before. Your partner says “you’ll never learn to solve this problem if you don’t try something. Don’t be afraid to fail.” Far from being imbued with confidence, you are likely to be frozen with fear, seeing all the ways that things could go wrong. Better to just stick to what you know, and don’t try the move.

If however, you are in this same scenario, but you are roped up and belayed by someone you trust, you can feel safe to try the move knowing that if you fail, you will be caught and you will have a chance to try a different strategy. As you develop mastery in the move, you can use it more and more in your rock climbing life, and you may loosen the safety constraints as you develop more capability

Implications for facilitation and leadership

Safety is about creating good constraints so that your people can take risks and know they will be safe if they get it wrong. The job of leaders is to set the constraints for action in such a way that a safe space is available for work. This can take the form of limited time, money, the scope of action, or other things so that folks know what they can and cannot do. Within that space, leaders need to trust people to do their learning and create feedback loops that share the results of experiments with the bigger system. If you can have people all working separately on the same problem – working in parallel as we would say in Cognitive Edge-speak – then you increase the chances of lots more failures and also of finding lots of different ways to do things. This is called “distributed cognition” in complex facilitation and keeping people from influencing each other increases the creative possibilities within constraints.

The next level of this practice is to honestly incentivize failure. Give a reward to a person or a team that has the best report of their failure, the one that helps us all to learn more. You could easily do this in an innovation meeting by having different groups work on a problem in a fixed amount of time. Watch for the group that fails to get anywhere by the end of the time and ask them to share WHY they failed. Their experience will be a cautionary tale to the whole system.

Almost every organization I work with says that they embrace learning, tolerate failure, and want their employees to take more risks. When I ask to see how they do this, it’s rare to find organizations that have a formal process for doing so. Without that in place, employees will always respond to these kinds of platitudes with a little fear and trembling, and in general, take fewer risks if it clashes with their stated deliverables.

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Principles of resilience for designing and facilitating containers for complex work

October 30, 2019 By Chris Corrigan Art of Hosting, Collaboration, Community, Complexity, Conversation, Culture, Democracy, Design, Emergence, Facilitation, Featured, Leadership, Organization, Power 4 Comments

Last month Caitlin and I worked with our colleague Teresa Posakony bringing an Art of Hosting workshop to a network of social services agencies and government workers working on building resilience in communities across Washington State. To prepare, we shared some research on resilience, and in the course of that literature review, I fell in love with a paper by Michael Ungar of Dalhousie University.

In Systemic resilience: principles and processes for a science of change in contexts of adversity, Ungar uncovers seven principles of resilience that transcend disciplines, systems and domains of action. He writes:

In disciplines as diverse as genetics, psychology, sociology, disaster management, public health, urban development, and environmental science, there is movement away from research on the factors that produce disease and dysfunction to analyses of capacity building, patterns of self-organization, adaption, and in the case of human psychology, underlying protective and promotive processes that contribute to the resilience of complex systems.

The same is true for my own practice and development around complex facilitation. From a resilience standpoint, my inquiry is, what are the facilitation or hosting practices that help create containers that foster resilience and capacity building?

Ungar’s principles are as follows:

  • (1) resilience occurs in contexts of adversity;
  • (2) resilience is a process;
  • (3) there are trade-offs between systems when a system experiences resilience;
  • (4) a resilient system is open, dynamic, and complex;
  • (5) a resilient system promotes connectivity;
  • (6) a resilient system demonstrates experimentation and learning; and
  • (7) a resilient system includes diversity, redundancy, and participation.

I think it’s a moral imperative to build resilience into strategic dialogue and conversations, whether in a short hosted meeting or in a long term participatory process. Participatory work is always a chance to affirm the dignity of human beings. Furthermore, many people come into participatory processes suffering the effects of trauma, much of it hidden from view. While facilitation is not therapy, we cannot practice a “do no harm” approach if we don’t understand patterns of trauma and the way resilience strategies address the effects. Creating “safe enough” space for people to engage in challenging work is itself a resilience strategy. Do it well, and you contribute to long term capacity building in individuals and collectives.

I find these principles inspiring to my complex facilitation practice, because they help me to check designs, and make choices about the kinds of ways I intervene in the system. For example, just off the top of my head, here are some questions and insights we could use to embed our processes with more resilience, related to each principle.

Resilience occurs in contexts of adversity

  • Ensure that a group struggles with its work. Don’t be afraid to overload individuals for short periods of time with cognitive tasks (evidenced by confusion, contorted faces, and fatigue). But don’t let that cognitive overload create toxic stress in the system. Your boundary is somewhere between those two points.
  • Avoid premature convergence (a Dave Snowden and Sam Kaner principle). Create the conditions so that people don’t simply accept the easy answers without going through the struggle of integrating ideas and exploring emergence.

Resilience is a process

  • A resilient system is constantly growing and changing and achieving new levels of capacity, and able to deal with harder and harder stresses. Build-in some adversity to every aspect of organizational life, and you will build capacity building into the organization.
  • There is no “final state” of capacity that is acceptable, and so good leadership and facilitation continue to design processes that work the resilience muscle.
  • Don’t undertake a “capacity-building project.” Instead, make capacity-building a collateral benefit of engaging in a participatory process.

There are trade-offs between systems when a system experiences resilience

  • Watch for the way resilience begins to shift power dynamics and authority in a system. When a group can manage itself well, it requires different support from leadership and different methods of management.
  • If the “operating system” of the organization in which a resilient team doesn’t keep pace with the capacity built in the team, a break can occur. Attend to these connections between the resilient parts of the system (that survive by being changed) and the robust parts of the system (that survive by being unchanged).

A resilient system is open, dynamic, and complex

  • To my point in a previous post on complex facilitation, you have to work in a complex system with a complexity approach. That means eschewing tendencies to control, closed boundaries, fixed approaches and known outcomes.
  • Work with the properties of containers to encourage emergence and self-organization

A resilient system promotes connectivity

  • Many of the dialogic methods we use with the Art of Hosting are premised on the fact that everyone in the system is responsible for participating and that relationship is as important an outcome as productivity.
  • Working with stories, shared perspectives, diverse identities, and multiple skills in the same process builds connection between people in a system. Solving problems and overcoming adversity together helps individuals become more resilient and connected to each other.
  • Any process hoping to survive over time needs to have explicit attention paid to the connections between the parts in the system.

A resilient system demonstrates experimentation and learning

  • The very first inquiry of the Art of Hosting community was something like “What if learning together was the new form of leadership we need now?” A good marker of a resilient team or organization is its ability to fail, recover, and learn. Many organizations say they do this. but few actually pull it off.
  • Create work in which individuals enjoy solving problems and take pleasure in getting things wrong.

A resilient system includes diversity, redundancy, and participation

  • A forest without these features is a tree farm. An organization with these features is a machine.
  • Diverse perspectives and lived experiences present opportunities for change and development. They challenge existing ways of doing things and disrupt in helpful ways.
  • Redundancy is a feature of living systems. Never be afraid to have the same conversations twice. Or three times.
  • Aim for full participation in every meeting. If a person is not participating, the group cannot benefit from their knowledge, experience, or curiosity.

These are just my initial musings on Ungar’s work. They validate many of the practices and methods used in the world of participatory leadership and the Art of Hosting. They also challenge us to make braver choices to create spaces that are harder than we might want them to be so that participants can struggle together to build capacity for change. I truly believe that communities, organizations, and people that develop resilience as a by-product of their work together will be best equipped to face increasing levels of uncertainty and emergence.

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