I’m a sucker for principles, because principles help us to design and do what is needed and help us to avoid bringing pre-packaged ideas and one-size-fits-all solutions to every problem. And of course, I’m a sucker for my friend Meg Wheatley. Today, in our Art of Hosting workshop in central Illinois, Tenneson Woolf and Teresa Posakony brought some of Meg’s recent thinking on these principles to a group of 60 community developers working in education, child and family services, and restorative justice. We’re excited to be working nwith these principles in the work we’re doing with Berkana Institute. Here’s what I heard:
1. People support what they create. Where are you NOT co-creating? Even the most participatory process always have an edge of focused control or design. Sometimes that is wise, but more often than not we design, host and harvest without consciousness. Are we engaging with everyone who has a stake in this issue?
2. People act most responsibly when they care. Passion and responsibility is how work gets done. We know this from Open Space – as Peggy Holman is fond of saying, invite people to take responsibility for what they love. What is it you can’t NOT do? Sometime during this week I have heard someone describe an exercise where you strip away everything you are doing and you discover what it is you would ALWAYS do under any circumstances. Are we working on the issues that people really care about?
3. Conversation is the way that humans have always thought together. In conversation we discover shared meaning. It is the primal human organizing tool. Even in the corridors of power, very little real action happens in debate, but rather in the side rooms, the hallways, the lunches, the times away from the ritual spaces of authority and in the the relaxed spaces of being human. In all of our design of meetings, engagement, planning or whatever, if you aren’t building conversation into the process, you will not benefit from the collective power and wisdom of humans thinking together. These are not “soft” processes. This is how wars get started and how wars end. It’s how money is made, lives started, freedom realized. It is the core human organizing competency.
4. To change the conversation, change who is in the conversation. It is a really hard to see our own blind spots. Even with a good intention to shift the conversation, without bringing in new perspectives, new lived experiences and new voices, our shift can become abstract. If you are talking ABOUT youth with youth in the process, you are in the wrong conversation. If you are talking about ending a war and you can’t contemplate sitting down with the enemy, you will not end the war, no matter how much your policy has shifted. Once you shift the composition of the group, you can shift the status and power as well. What if your became the mentors to adults? What if clients directed our services?
5. Expect leadership to come from anywhere. If you expect leadership to come from the same places that it has always come from, you will likely get the same results you have always been getting. That is fine to stabilize what is working, but in communities, leadership can come from anywhere. Who is surprising you with their leadership?
6. Focus on what’s working, ask what’s possible, not what’s wrong. Energy for change in communities comes from working with what is working. When we accelerate and amplify what is working, we can apply those things to the issues in community that drain life and energy. Not everything we have in immediately useful for every issue in a community, but hardly anything truly has to be invented. Instead, find people who are doing things that are close to what you want to do and work with them and others to refine it and bring it to places that are needed. Who is already changing the way services are provided? Which youth organize naturally in community and how can we invite them to organize what is needed? What gives us energy in our work?
7. Wisdom resides within us. I often start Open Space meetings by saying that “no angels will parachute in here to save us. Rather, the angel is all of us together.” Experts can’t do it, folks. They can be helpful but the wisdom for implementation and acting is within us. It has to be.
8. Everything is a failure in the middle, change occurs in cycles. We’re doing new things, and as we try them, many things will “fail.” How do we act when that happens? Are we tyrannized by the belief that everything we do has to move us forward?
9. Learning is the only way we become smarter about what we do. Duh. But how many of us work in environments where we have to guard against failure? Are you allowed to have a project or a meeting go sideways, or is the demand for accountability and effectiveness so overwhelming that we have to scale back expectations or lie about what we are doing.
10. Meaningful work is a powerful human motivator. What is the deepest purpose that calls us to our work and how often do we remember this?
11. Humans can handle anything as long as we’re together. That doesn’t mean we can stop tsunamis, but it means that when we have tended to relationships, we can make it through what comes next. Without relationships our communities die, individuals give up, and possibility evaporates. The time for apologizing for relationship building is over. We need each other, and we need to be with each other well.
12. Generosity, forgiveness and love. These are the most important elements in a community. We need all of our energy to be devoted to our work. If we use our energy to blame, resent or hate, then we deplete our capacity, we give away our power and our effectiveness. This is NOT soft and cuddly work. Adam Kahane has recently written about the complimentarity of love and power, and this principle, more than any other is the one that should draw our attention to that fact. Love and power are connected. One is not possible without the other. Paying attention to this quality of being together is hard, and for many people it is frightening. Many people won’t even have this conversation because the work of the heart makes us vulnerable. But what do we really get for being guarded with one another, for hoarding, blaming and despising?
We could probably do a full three workshop on these principles (and in the circle just now we agreed to!). But as key organizing principles, these are brilliant points of reflection for communities to engage in conversations about what is really going on.
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Jack Ricchiuto on simplifying strategy:
Every organization, and community, I work with on strategy is very relieved when I liberate them from the inane practice of traditional academic language in the process. I refuse to allow them to waste valuable time debating over the distinctions of: goal, objective, strategy, tactic, and night maneuvers. (I throw in the military reference to “night maneuvers” to inject humor into what is usually a very humorless and uninspired process – and it works.)
What do we do instead? We replace these never-agreed-upon jargon with complex words like: where, why, how, and what.
To be strategic, which is to in plain English is to say, proactive, is to talk about 4 things:
- Where do we want to be in 20 years?
- Why does that matter to us?
- How do we want to get there in the next 2 years? and
- What would be wise for us to do in the next 2 quarters (and weeks) to get there?
These simple and powerful questions give people a remarkable kind of alignment, velocity, and traction they are not used to in the process. What can I say? It works.
via jack/zen ” zenext » Blog Archive » Strategy, simplified.
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So far my favourite expression here at the Art of Participatory Leadership is “listen loudly.” People use it to describe a quality of attention where your ears are filled with sound and meaning, even if the person you are listening to is whispering.
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Writing from Tofino, on the west coast of Vancouver Island which is about as far west as you can go without leaving North America. I’m here this week to run an Art of Hosting training with a number of community coordinators for 14 Nuu-Chah-Nulth communities around Clayoquot, Barkley and Kyuquot Sounds. We’re going to be learning together about methods for community engagement and participatory leadership and all of it based very deeply in the concept of Tsawalk (from the Nuu-Chah-Nulth principle of “heshook ish tsawalk” meaning “everything is one.”)
Last night I drove out here across the spine of Vancouver Island, from Departure Bay on the east side, through Port Alberni and along the shore of Sproat Lake, through the pass and down to the west coast. It’s a landscape of high mountains, big trees, big clearcuts and huge beaches. Everything is scaled so big that you can’t help feel small and humbled in this landscape. And to beat it all, last night I chased the sun across the island and it beat me to the open Pacific. By the time I made the turn for Tofino it was pitch dark and the sky was ablaze with stars and the Geminid meteor showers littered the heavens with fireballs and frequent streaks of light.
The first time I ever cam to BC, in 1989, I came here, or more precisely, I stayed a week in Heshquiaht, on the north edge of Clayoquot Sound, visiting with my friend Sennen Charleson and his family. Sennen died a few years ago in a road accident in northern BC, and I can feel his presence here in land from which he spent many years in exile, but which always called him strongly. There is a riotous complexity to the rainforests of the west coast, and a presence unlike anywhere else on earth. Everything is quiet, knowing that you cannot make more noise than a storm from the ocean or the clatter of rain through the canopy. Human noises disappear here, like a the ripples from a pebble tossed into surf.
I’m excited to be designing a three day learning experience here with some apprenticing mates, Norinne Messer and Laura Loucks. We are using the framework of tsawalk for our work together, a concept that is deeply rooted in the Nuu-Cha-Nulth worldview and that influences everything from resource management to spiritual ceremony to the role of community. It is forming the basis of a unique partnership that will produce a marine use plan for Clayoquot and Barkley Sounds, and over the next few days, we will look at how tsawalk informs our work with communities, influences design choices for community engagement and self-development.
One of the processes we will be using is based on the Nuu-Cha-Nulth spiritual practice of “oosumich” which is a form of prayer and self-knowledge that helps us to access knowledge from the interior worlds of spiritual source, individual persoanlity and community. It is a form of investigative methodology that is complimentary to science, which examines and makes sense of the external world. Working together with these methods, we can come to a holistic understanding of the world, a practical expression of tsawalk. Oosumich is a spiritual practice, intended to connect with the spiritual aspects of the world that we can also understand materially. Oosumich itself is a secret and a scared practice, but what we know of it can be used to work in leadership learning and process design.
Some of the basic values that are involved in the expression of tsawalk are aphey (kindness), isaak (respect) and he-xwa (balance). As I sit here designing today, I am thinking very carefully about how these three basic show up in hosting work. Some of my preliminary thoughts are:
aphey
- being helpful for the common good (“hupee-ee-aulth”)
- paying attention to good relations and increasing more of them (an appreciative approach to growing community)
- ask for what you need, offer what you can (PeerSpirit Circle principles that apply to Nuu-Chah-Nulth life from the way in which people help each other with work, food gathering and preparation and ceremony)
isaak
- every voice has it’s place. When we hear a voice of dissent or confusion, it is not out place to judge it, but rather to figure out how it is related to the whole. If tsawalk is the principles, there can be nothing outside of that, and so all voices have a place.
- all creation has common origin and we pay respect to that common origin by acknowledging the relationships that are present in the world.
he-xwa
- balance comes from having a core, which can be a purpose or a solid centre or a ground
- the world is a constant balance between energies that create and those that destroy. Balance is not a static point in time, but a dynamic practice. We have to learn to be sensitive to imbalances both in the external world and in the internal world. Where there is too much red tide, people notice, and they know it means something is out of balance with the marine environment. When there is too much chaos in a meeting, it means that people are confused and more order and clarity has to be found.
All of these ideas form the basis for some teaching, for some play and learning. I’m thrilled to be here.
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A smart observation on the deep architecture of good design:
One conclusion so far is that the possibility space for change opens up when we connect different people who can begin resonating together around shared stories, opportunities, and dreams. It’s a process of liberating people from the confines of clusters of sameness and ideological colonialism so they can move toward more diverse connections and pragmatic alignments.
As it turns out, the fusion of difference and resonance is a powerful approach because in that space, people move away from trying to change each other, which opens the space for the possibilities of creating innovative and scalable changes together. Resonant listening to one another’s differences allows us to join in both-and innovations that could never be possible in an either-or constrained world.
via jack/zen.