
Lots of good stuff coming through the pipe lately. Here are some links for your attention:
AI is running our lives and we need to find ways to deal with it.
- A conversation with LamDa, an artificial intelligence, and the implications of this transcript. The stuff seems like science fiction, but so much of our lives are starting to be mediated through AI bots. We are heading for a reckoning with our ethics, and I’m not entirely sure that the folks with their hands on the technology levers of power are equipped for the job. Make philosophy and ethics a required part of STEM curricula? Please?
- Perhaps as an antidote, or a vision of what could be, Harold has a nice piece about managing in complexity and the need for what he brilliantly calls “permanent skills.”
- And because Harold is such a must-read much of the time, here’s another piece on how he navigated information wars and expertise during the first two years of the pandemic. Paying attention to signals and having well curated streams for receiving good information is very very difficult, and not something that most of us have the time and experience to do. And so we are preyed upon by single viewpoints that have a lock on our dopamine production, feeding confirmation bias and disconnection. Harold’s writing, as always, seeks to bring the most brilliant human capacity of sensemaking into this work.
Being a better facilitator
- Nadia and Corinne remind us of the power of invitation. I have blogged about this stuff for decades, but I never tire of reading simple,well thought out pieces on this. Share them with your clients and groups you are working with, because they help to spark the conversation that will lead to designing good group process.
- Beth Cougler Blom dusts off her preparation protocol for in person meetings and finds that it needs an upgrade. Useful to me as I have been quite slow to return to in person work, and I’m mostly okay with that. So that means I need to be really conscious when preparing space for in person meetings, and reports from the front line are welcome!
Geek out on some sports and complexity theory
- Some of the most exciting work to me in applied complexity is happening in the sports world. This is a truly OUTSTANDING twitter thread from Phillip O Callaghan charting hours worth of reading on nonlinear pedagogy and constraints led approaches to sport, which has implications for all the ways in which we teach complexity in complex settings. Honestly, this is a course syllabus.
- Here is a really good piece on how the former Australian cricketer Greg Chapelle managed his cognitive load and attention to enable himself to make decisions in a environment that required both hear and wide situational awareness. Fascinating discussion on how we find strategies for managing ourselves in novel cognitive environments, and how so much of the tools we need are already available to us, to be exapted from other parts of our evolutionary journey.
And I leave you with a lovely quote shared by Euan:
[People] go abroad to wonder at the heights of mountains, at the huge waves of the sea, at the long courses of the rivers, at the vast compass of the ocean, at the circular motions of the stars, and they pass by themselves without wondering.
– St. Augustine
That’s probably enough for you to get stuck in for a few weeks.
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Yesterday was spent working with my friend and colleague Ciaran Camman yesterday on a design for a workshop on evaluation in complexity. We had the utter joy of being able to be together, having a high bandwidth human experience, which enabled us to really dive into some interesting existential questions after which we were famished and so we retreated to Kulinarya Filipino Eatery for dinner, feasting on Crispy Binagoongan and Batil Patong.
The food was great and as usual our conversation wandered all over the place and at some point – possibly when we were standing outside a small rehearsal space listening through an open window to a jazz combo swinging nicely inside, the thought came to me: “forget about your theory of change…what is your theory of stability?”
It occurred to us that in the non-profit and philanthropic world, we are constantly asked for a theory of change which is intended to explain how our intervention will change things for the better. There is a trap in this of course, that these theories are often linear and predictive, which is the antithesis of complexity as a theory of change, and in fact, in most cases the only answer to the question “Please describe your theory of change?” should rightly be “complexity.” I even wrote a post about that once which should serve as a companion to this one.
Interestingly however, I have never heard anyone ask “What is your theory of stability?” and that strikes me as a fundamental question to address fs one is to be making change, especially in a complex system. For instance, if you are looking at a set of unhealthy patterns in a system, like racial discrimination or persistent and chronic poverty or disparate health outcomes among different populations, it strikes me as really important that you talk about WHY you think those situations are stable over time. What is your theory about what keeps them in place? This is important because what you believe about how to create stability will affect HOW to design and act to create new stability. And that can be fraught with category errors.
To me this is where the work around constraints really hits home. And so to recap, typically I introduce this work with folks as:
- Connections. Links between agents in a context
- Exchanges. What flow across the connections between agents and how it flows.
- Attractors. The forces in a system that inspire or influence patterns of behaviour
- Boundaries. The forces that create a context or a container for behaviour
When we spot stable patterns in a system, we can look at the constraints that are keeping them in place and try changing one or more to see what kinds of results we get. That is the essence of complexity as a theory of change. But what is the mechanism used to create stability?
Cynefin is helpful here as it describes different types of systems and different kinds of ways to both make change AND to stabilize things. So here is a Cynefin framework with the constraints and action language rephrased to help us think through a theory of stability for a project:

As always, knowing which domain you are working in will help you think about how the problem you are working on is constrained. From there, I think it’s worth asking “How do you think the stability in this situation is functioning?” It is very important to note that if you are indeed working in complexity, you need to avoid taking action to disrupt and stabilize the system as if you are working in the complicated domain. Is that situation really be held together by someone who is controlling things and pulling the strings?
The question is not “What is the root cause of the fentanyl crisis?” but rather “What is maintaining the stability of the fentanyl crisis? And how?” One could be tempted to answer something like “someone is controlling the drug supply, or is actively preventing us from making that supply safer.” In complexity, your theory of stability is as much a hypothesis as your theory of change, and it seems crucially important that we begin change initiatives by also questioning whether we have the stability mechanisms right. In a complex and emergent context it is highly unlikely that the emergent phenomena that we are trying to change are produced by a single actor doing a single thing. And yet, I recognognize the seduction of that thinking, which critically influences the action I will take.
So that’s important for starting, but a theory of stability is alos critical for understanding how any positive work done in the initiative will be sustained. Funding cycles, for example, are powerful periodic attractors for change making meaning that they often dictate the time frame in which a problem needs to be solved and they alos dictate the pace and cadence of the work to solve it. They also dictate the stability strategy.
Many foundations are happy to fund a community group that is aiming to double literacy rates in vulnerable communities and will support a set of interventions to do so. But when the goal is hit, the work doesn’t end, and who is willing to invest in a stability strategy that is also complex? High literacy rates are maintained in some places not because there is a well funded literacy program. Literacy is an emergent outcome of privilege and wealth, among other constraints, that help maintain a stable pattern of high degrees of literacy. There are certainly deeper and less visible constraints that enable concentrations of wealth and privilege including historical policy choices that limit access to housing finances, like redlining certain neighbourhood and people to restrict their access to credit.
So when you find practices that support increased literacy rates, what are the constraints that you can work with to enable the continued emergence of these outcomes? And what happens if, after the intervention funding ends, the needle starts turning downward again?
So I’m just thinking out loud here but the takeaway from this post is this:
- Think about your theory of change
- Think about what domain your work lies in.
- Look at the patterns you are trying to change and ask why they are stable to begin with.
- Test ideas to shift these patterns AND test your ideas about stability.
- Consider changing not only the conditions of the system you are working with, but also changing the ways by which beneficial patterns are stabilized and maintained.
Thoughts?
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I love working with frameworks, of all kinds. Templates, canvases, questions, story spines…all the different kinds of ways of bringing a little form to confusion. As a person who specializes in complex facilitation, using a good framework is the wise application of constraints to a participatory process. It’s hard to get it right – sometimes I offer frameworks that are too tight and don’t allow for any creativity, and sometimes they are too open and don’t help us to focus. But when you are able to offer a group just the right degree of constraint balanced by just the right degree of openness, the magic of self-organization and emergence takes over and groups learn and discover new things together.
Today I was on a coaching call with some clients and they were talking about a long term process that had a lot of technical steps but needed good relationships to be sustainable. It was possible for them just to do the required tasks and kick relationships to the curb, but they also knew that doing so would make the work harder, riskier, and over the long term, less sustainable.
To help out I offered them an old framework that I have been using more frequently with clients. This is based on the integral framework of Ken Wilber. I like it not because I love Integral Theory – I don’t – but because it offers an open frame with just enough container that it allows for focus and still inspires insight into “things we haven’t thought about.” It helps us to see. I wrote about using this one late last year, but here’s a cleaner version of the tool.
Basically the way you use this is in the design process of a gathering. The framework assumes that every conversation, interaction or process will produce outputs and results in all four of these quadrants. If you are not intentional about naming these things, you run the risk of over-focusing on one particular quadrant (usually from the tangible side of the framework). It is entirely possible to do good quality work as a group and destroy group cohesion, trust, and individual commitment. So I have found that supporting a planning team to name outputs in all the quadrants helps them to focus on choosing tools and processes that will be conscious of the effect of their work on the intangibles.
Time after time, using this tool creates interesting conversations about what we want to happen, what is possible and what we need to do differently to get results that are far more holistic and sustainable over time. As you use this tool you will discover questions that work to elicit ideas in each quadrant, and you will build up your eye for spotting where folks are missing a big part of their planning.
Give it a whirl in your process design conversation and see how it changes your practice and your group’s design. Leave a comment to tell me a little about your experience.
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Facilitators are getting inundated with panicky requests to host meetings online. Some of us have the tech know-how to do this, and others don’t. Clients are feeling pressure and urgency to get teams up and running online and folks are hoping the important meeting that they have been working with for months can suddenly go online and get the same kinds of results.
Here is some stuff to help you out.
Slow down. Just because you are not hosting face to face does not mean you are not hosting. Make sure that you do the due diligence in designing and hosting the meeting. You will need to talk to your clients and coach them and give a sense of some of the realities of what is possible and what isn’t, and you are going to need to remind them that this will be clunky and difficult as people learn new ways to work together. Have them invite the group to be patient as everyone learns how to do this.
Work with a tech person and a harvesting person. No matter what platform you are using. hosting online takes a special kind of presence and attention, and it is helpful if you have a small team of people to help you. Notably, if you can have someone managing the tech – including taking participants with technical problems offline – that helps a lot. Also harvesting and documenting as you go is important. As in all processes I run, I try to get folks to co-create the harvest, and when working online you can do that in a Google document where you can set up a template beforehand. If you aren’t able to get everyone to work on the Google document – because people are connecting by phone, for example – then make sure someone is keeping good notes of decisions. At a minimum type these in the chat function, but don’t forget to save the text before exiting the meeting.
Keep it simple. You might be super interested to use all the new tech tools and apps, but bear in mind that your participants are most interested in connecting and getting their work done. Use the easiest mode possible, even if that is a good old fashioned conference call, and taking notes with paper and a pen.
Design together. Let your clients know that it will be helpful to design well. At the very least you should have a conversation with them about the urgent necessity for the meeting and the purpose, the outputs that you are looking for, and the structure and flow of the meeting that will serve that. You can download the Chaordic Stepping Stones tool for a deeper dive into design, or just keep it simple and high level. But let them know that just because you are going online does not mean you can shirk on design time.
Consider the check in. Check ins are really important parts of meetings. It brings people into the meeting space and helps them ground. Invite folks to do these things:
- Shut down all their other apps and programs and clean up their monitor view. This will help people not get lost navigating between windows and will prevent them from getting distracted, and it also conserves bandwidth and makes connections more stable. My friend and colleague Amanda Fenton today shared that it is a kind of aesthetic practice, to create a clean and beautiful workspace for work.
- Give a moment of silence. Just invite a breath, There is a lot going on. Bring a bit of calm into the space.
- Invite people to check in on the google document or in the chatbox. Doing this invites people to immediately participate, by typing and seeing other people working. It helps focus attention on the work at hand and prevents a distraction.
Attend to dynamics:
- Be aware of grief. Everything is shitty right now. People are not coming into work situations in the best mood and some may be experiencing crippling anxiety or grief. If you have an intense meeting coming up with important content, consider offering the check-in as a special gathering an hour or two in advance, just so people can connect with their colleagues and share their emotions. At the very least, remember that in stressful times, people swing wildly in their responses to things. You may need to intervene more often than usual and offer silence and regrounding.
- Be aware of the hum of rush. There is a hum running under everything that is making folks feel rushed. It’s as if the meetings I have hosted or participated in have been running at about 500rpm higher than normal. It’s barely noted consciously, but I’ve noticed that it spins people into intensity. Add to that any technical glitches and frustrations, and it’s difficult to keep it together. So between grief and the hum of rush, pay attention to the emotional tone of the meeting. Focus on the important urgent matters with the right urgency.
- Get ready to let go of your design. That should go without saying in any facilitation, especially if you are facilitating in turbulent and complex situations, but it’s even more true now. Take time to design, but as my friend and colleague Ciaran Camman remarked today, “really be ready to let things go, to find out what the need is again, and respond to that.”
- And this one from Amanda Fenton: “Everything takes a little bit longer. If you ask a question, wait twice as long as you would when hosting face-to-face. People are working harder to sense cues from each other on who might be ready to speak or be fumbling for their un-mute button. If you use break-out rooms, give a minute of informal reintegration before transitioning. Welcome those little pauses.” Good advice.
And finally, attend to your practice. Remember when we used to facilitate face to face meetings? You are still that person, and you still have that practice. Take some time in the next few days to sit down and remind yourself of that. Just because we are doing things in a different way doesn’t mean that we aren’t needed in the same way.
Please share more tips and practices below, especially as it relates to the role and practice of hosting and facilitation and less about tools and software.
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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?