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Category Archives "Emergence"

Time and affordances and a deep breath

September 13, 2023 By Chris Corrigan Being, Complexity, Culture, Emergence, Evaluation, Featured, Leadership, Learning

I asked DALL-E to make this image, because I can’t find the great photo i took of streams converging on a beach.

This is one of the things I love about my daily RSS feed. The first thing I see today on my NetNewsReaders list is this blog post from my fiend Mark McKergow in Edinburgh who shares his framework of time, which he has articulated in the Uers Guide to the Future. I like this conception of time, because of the big hole in the which he calls “Ant Country”. Ant Country is that time when the context you are in is important. Mark describes it as the “least useful zone” for planning, becasue it is too far away to predict wat will happen there, but not far enough away that it provides the somewhat reassuring clarity of a vision or a destination. It’s where anything can happen, where life is going to self-organize around your efforts in unpredictable ways, knocking you off course or delivering the resources you need right when you least expect them. “Planning” is rarely helpful here – think about the five year plans we all made in 2019 – but you can and should be prepared for this zone.

Here’s the framework:

User’s Guide to the Future Framework, originally published in McKergow and Bailey, Host, 2014.

I am working with a couple of clients right now looking at their future and it strikes me that there is always an oscillation between that far future and the immediate here and now, and many people can’t actually distinguish between the two, or worse set, they see them as closely connected. Here it is useful to distinguish once again between ordered systems and unordered systems, which helps us distinguish between knowable future and unknowable ones. In his article, Mark talks about ascending Everest, and also uses the metaphor of taxi drivers getting passengers to knowable destiations. These are “knowables” even if the route from here to there is yet to be discovered.

In many ways the near future zones and the far future zones are equally easy to identify. What is right in front of you is yours to do, and you can see what you’re doing when you take a step forward. For the far future it is easy to identify where you want to go, whether that is a knowable and fixed place like a peak or an address, or a hoped for dynamic state, like a generally productive and meaningful work culture, one which might look very different from where we are today. The more knowable and fixed the future state is, the more you can concentrate on backcasting, using experts perhaps who can advise you how to get there (like a map or a cabbie with The Knowledge), or who can help you deal with the technical challenges (like a Sherpa). Linear planning can be very helpful in these cases, as the act of moving into that future is a process of discovering knowable information. Much of that information might already be available, and if it isn’t there are probably people around who can help you find it in a good and accurate way. That doesn’t take the influence of context out of the Ant Country stage, but staying true to the line you have marked through that country will give you a strong sense of direction and a robust plan to get where you are going. One must be careful to pay attention to the vagaries of Ant Country, but in general fidelity to a well put together plan is what you need.

But in the case where you are trying to shift a culture or engage in other highly emergent kinds of work, two things come into play that will help you through Ant Country. The first is knowing that your present state does indeed matter. A lot. Even though you might still be making adjustments and evaluating your immediate need, the history of the system you are in and then nature of the current state actually liit what is possible if you intend to make a move from a current place (overwork, poor morale, a sense of purposelessness) to a more desired state (ease, support and connection, meaningful work). Identifying that far off horizon is important because it orients you in a direction of travel. Instead of worrying about what needs to be in place before getting over the horizon, essentially everything from here to there is ant country. What I typically advise then is to look for patterns in our surrent state of being that provide us with information about what is more possible. That could ean looking for examples or patterns where small hints of our desired future are present. If what you want already exists somewhere in the system, it might be easier to try to grow more of that than to start fresh. This is what we call “affordances.” And it also means looking at the reason why these things never seem to take off, because that gives us some sense of things that we might try in the here and now and the near future. When we are heading in a direction with an unknowable future state, playing with emergence is the goal.

This means that we need to drive directly into Ant Country. We can start doing some things and then open ourselves up to the influences of context and the swirls of randomness that alter our course. Ant Country suddenly becomes the source of creativity and outside knowledge that helps break us out of the patterns that have hindered us and starts giving us options for new ways to get to the better place we have been aiming at. Instead of our plans, especially when we are trying to discover new things and break old habits, we need to get good at participatory leadership and iterative Adaptive Action…what? so what? now what?…probe, sense, respond…observe, orient, decide, act…all the little heuristics that help guide us in this zone are about making sense of the present moment and holding on to the desired future. And then comes the Deep Breath Moment.

Mark’s piece talks about the Deep Breath Moment:

This dynamic steering and adjustment is fine… until, sometimes, a more fundamental adjustment is called for. I call this a ‘deep breath moment’. It’s the time when the far future is re-examined, hopes and aspirations are revised, and a new direction is set.

I’ve experienced this several times in my life and work. What surprises me is that it can creep up without being noticed and appear suddenly, a realisation that something needs to change. Other times it can be a dawning realisation, something that starts as a quiet idea, keeps coming back and seems to get louder and louder until it’s inescapable. But when you do a re-set, a revision of hopes and set a new direction, the effect can be dramatic. Often previously stuck things start to move quite quickly – like pushing on the (push) door when you’ve been fruitlessly pulling and getting nowhere. Things fall into place in different ways. New connections get made. New possibilities arrive. And what was a frustrating stuckness becomes once again a moving and flowing process.

The first thing to say is that this is not a sign of bad planning. On the contrary; it’s a sign that the User’s Guide to the Future is being used well. One of the wonders of viewing the world as emergent is to acknowledge that the unexpected will sometimes happen, and that’s just how it is. The key thing is not to totally prevent the unexpected (which would be futile) but to respond to it well and to use it constructively.

In complex work, I recognize this deep breath moment as one of two things happening. First, it may be that I have found myself in a productive channel flowing towards that desired future. That is a sweet place to be in, but it means, like all affordances, that other options are now closed off to me. I am clearly committed to this path. Deep breath. “We all choose our regrets” as Christopher Hitchens was reported to have once said. Even in the service of the good and right thing that you wanted, possibilities are now forever gone. I find this an important moment of threshold crossing: especially the older I get. It’s poignant. I want my kids to grow up and be strong, but that means there will be that one moment when I picked them up and held them in my arms for the last time. Sigh.

The other deep breath moment I have experienced is the one where I have reached a dead end and I have to move out of the deep channel I am in and make the trek up and over a ridge to a better valley. In our lives perhaps we experience that with relationships that don’t work out businesses that fail, ideas that never take off. We put a ton of time and energy into them and they are over. Sometimes we double down, engaging in sunk cost redemption until someone takes a hold of us in the wilderness of Ant Country and says: “buddy, you’re done. Use your lats amount of energy to get up here and we’ll carry on.”

Working with clients, there is always a temptation to reassure them that the path from here to there is knowable, if we just study things are little more and make a good choice. But remember, the moment of a decision is a madness. Entering Ant Country is inevitable, and it’s going to require a deep breath, some keen awareness of where you are and where you have come from and some solid personal practice to stay in it.

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Containers of meaning

July 3, 2023 By Chris Corrigan Being, Bowen, Containers, Emergence, Featured 2 Comments

Funeral urn by Charles LaFond.

My friend Charles LaFond is a potter. He is also a man who understands how to make space sacred, whether it is the space inside of which life unfolds or a space between two people deepening into friendship and ever-generative mutual blessing. He is also cheeky while being earnest, and his work plays constantly with the dance of the sacred and the profane. His funeral urns, for example, come with his own cookie recipe, and he encourages you to use them as cookie jars until you expire, after which your body, which by that time will be composed of the most amazing cookies, can be stored within.

Today I was in a local gallery here on Bowen Island talking to one our local artists, Kathleen Ainscough whose work explores liminality, and especially the space where the natural world encounters the built environment. We dove deep into the subject of containers. I brought up Charles because we discussed how containers impart meaning to the things they contain. This is true of both the physical world and the social world. Kathleen noted that we carry french fries in disposable containers, making our meal meaningless. It’s a different story if you were to eat those same french fries out of your own funeral urn!

The point here, of course, is that life is enriched by meaningful experiences, and those experiences can often be induced with the emergence of a powerful and thoughtful container and a set of practices that helps us move from one world to another. Even in the example of eating french fries, there is something different, if only marginally, in eating fish and chips from a container made from one’s own local newspaper, than it is eating one from a piece of waxed paper with a fake newspaper printed on it. The same meal becomes a little different, a little bit more meaningful.

Containers induce meaning. If we meet in disposable settings, the contents of those meetings are likely to be just as disposable. If we don’t have time to build a thoughtful social container at work, then we can’t expect thoughtful responses to important challenges. No, you cannot do the same quality of work in a one-hour meeting as you can in a four-hour meeting. The emergence of rich social containers does not happen in a short stand-up meeting. Similarly, if our conversations happen on meaning-depleted social media pages, they are likely to be thin on relationality and thoughtfulness. Many of us prefer the slower conversations that happen in places like this blog, or in physical life, than on the endlessly scrolling field of social media sites.

The container itself is intimately connected to the meaningfulness of what happens within. Even in the play of sacred and profane, it is about the attention we give to what surrounds things and experiences that builds the importance of what takes (its) place within.

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Connections as constraints

June 23, 2023 By Chris Corrigan Complexity, Containers, Emergence, Featured 11 Comments

Me and Anthony White this week. Anthony is a professional soccer player who plays for Vancouver FC and is a former player for the team I co-own, TSS Rovers. He helped us win a championship last season. On Wednesday, he came to watch his brother play against us, and we had a long conversation about his career starting to take off. We didn’t pay attention to much else for about ten minutes!

Mark McKergow is a friend and colleague in the field of both complexity and hosting (and whisky and jazz!). What I like about Mark’s work is the way he writes about Host Leadership without being enmeshed in the Art of the Hosting world. He has also written a book on hosting generative dialogic containers from the dialogic OD world, which I like a lot. His writing is rooted in theory and research and he shares his ideas in practical ways.

Today he has made available a new paper called “Lead as a Connecter, not a Constrainer,” and it triggered for me an important clarification in how I write about and talk about constraints.

In the paper, Mark advocates for choosing connection over constraining because connection generates possibilities and participation. He alludes to constraining behaviours as those that make it all about oneself and not a mutual, exchanging relationship.

It is common to think about “constraints” as a negative limitation on freedom and relationship. No one likes being constrained. This becomes tricky when teaching about complexity and constraints because in a complex system, emergence and self-organizations proceed from constraints, which include connection.

Constraints in complexity work hand in hand with affordances, like yang and yin. When one makes a connection of any kind, one immediately limits the possible states that the system can take going forward. Connection is already a constraint and it enables an affordance, that, if stabilized, I would name as a container.

If I meet you at a conference, we might greet each other and I might ask you how you are and what you are working on. in that moment, the way I connect with you and what we exchange will create certain probabilities. For example, it is more likely in that moment we will talk about you rather than me. If the conversation goes deep off the start, because I have followed Mark’s advice and asked about YOU and showed and interest in you, it is probably less likely that we will allow ourselves to be interrupted by someone we don’t know. Starting with a mutual interest in each other creates an affordance towards depth in the relationship, and for the time we are together, we might even form a powerful and stable little container. We may find ourselves locked in a deep conversation, unaware of time passing, or other factors outside our immediate awareness. Our focus narrows. We might form a tighter boundary around our little two-person system, and that will enable our friendship to deepen, but it will also prevent us from connecting easily with others. In this sense, the container that we create becomes an emergent phenomenon that arises out of the way we constrain the situation through a simple connection.

Alicia Juarrerro has just published her long-awaited latest book on constraints, and I’m starting to dive in. A lot of what I am writing about in the relationship between constraints, affordances and containers comes from her work and its influence on Snowden’s work. She has been writing about these ideas for a long time and I’m relishing the clarity and ease with which she outlines the key philosophical foundations of anthro-complexity.

And I appreciate Mark’s work too! Don’t be afraid of working with constraints. Without them, we live in a world of unhelpful chaos. All life and life-giving context proceeds from constraints.

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Theory and a case study: constraints at play in an emergent container

June 15, 2023 By Chris Corrigan Art of Hosting, Complexity, Containers, Conversation, Culture, Emergence, Facilitation, Featured, Invitation, Leadership, Organization, Power, Stories

The three-domain version of Cynefin, originally published on Dave Snowden’s blog.

I’m trying to organize my thoughts on containers, complexity and constraints that span a couple of decades of work and grounded theory. In this post, I want to lay out how I see these phenomena in the context of anthro-complexity, largely articulated by Dave Snowden, with implications for complex facilitation, or what we in the Art of Hosting community call “hosting.”

I’ll lay out some theory first that I’m working on, link it to facilitation and then share a case study of a recent meeting I hosted to demonstrate how this plays out. You can let me know if you think there is a good basis for a paper here, and please feel free to ask questions and to poke and prod at these ideas.

Some definitions

  • “Constraints”: Constraints in complex systems limit the behaviours of system components but also enable certain patterns or paths to emerge.
  • “Containers”: In the context of complexity, a container is often considered as an environment or space (conceptual, physical, or social) that influences the interactions and dynamics of system components.
  • “Enabling constraints” and “Governing constraints” are part of Dave Snowden’s Cynefin Framework. Enabling constraints allow certain patterns to emerge and adapt in a complex system while governing constraints are applied to assure specific outcomes in more ordered systems.
  • “Emergence”: Refers to the idea that new properties, behaviours, or patterns can arise from the interactions among system components, which aren’t predictable from the properties of individual components.
  • “Chaos”: In complexity science, chaos refers to a state of a system where it’s difficult to predict the system’s behaviour even in the short term.

Some basic theory

Constraints form the foundation of what we call “containers” in dialogue and facilitation practice. A container is a stable environment in which actions and thought processes occur. In a complex situation, enabling constraints yield containers which exhibit dynamic stability, such as a dissipative structure, where the emergence of thoughts and actions takes place. The container shapes these thoughts and actions.

Containers that endure over time solidify into stable contexts and ultimately evolve into cultures.

Much of the existing literature on containers merely identifies this phenomenon without comprehending how these containers come into being and therefore, how they can be disrupted, stabilized or managed. However, the literature on constraints and complexity science provides useful insights for understanding and working with containers.

When operating in the realm of complexity, you need at least one effective constraint in place. Without any effective constraints, you’re dealing with chaos – an unbounded, essentially random state. Seen through the lens of Cynefin, Chaos is a state that is approached either from the liminal space of Complexity or from the catastrophic failure of highly ordered systems.

With the establishment of a manageable constraint, you can start creating a stable container with affordances to pursue a preferred outcome or direction. The more stable the container, the more predictable the outcome. When we cross through the liminal space between Complex and Ordered states, we move into governing constraints, and we employ constraints to ensure a specific outcome. Maintaining governing constraints requires power, resources, and control to suppress the emergence typically characteristic of living systems. Even ordered containers can be vulnerable to the emergence and unexpected events. Thus, they are often strictly bound, and the agents within the system are heavily constrained. The connections in these systems are controlled, managed, and monitored for any deviations. In situations where certainty is crucial, maintaining a governing container can be costly, but the benefits are significant, leading to safety, order, and control – key aspects of an ordered system.

Using anthro-complexity to understand containers in complexity

Containers can materialize in a multitude of ways. It may be beneficial to interpret containers through the prism of the three principal Cynefin domains: Chaos, Complexity, and Order.

In an ordered system, or an ordered container, the container can be pre-designed, often drawing upon good or best practices and demonstrating robust stability that actively resists change. Such containers may take physical forms, like buildings, pots, cars, and furnaces. However, they can also be social containers where interactions among individuals must be rigorously regulated and controlled. These could pertain to situations necessitating safety or for regulatory purposes, such as in accounting or law.

In Chaos, facilitation, such as it is, is all about applying constraints – sometimes draconian constraints  – in an effort to create some stability or safety and buy some time to find options for action. In this domain, the container can be experienced as being strapped to a stretcher, ordered to remain in place, or, in trauma responses, held in a way that enables self-regulation.

The development of containers within the complex domain progresses through a process of probing, sensing, and responding. In the complex domain, containers, often experienced as a combination of phenomena rather than strictly physical tangible objects, are shaped by the constraints at play. They emerge as phenomena due to these constraints.  Constraints at play can stimulate the emergence of this type of container, fostering patterns of behaviour and establishing a felt sense of stability. Within this stability, connections, exchanges, attractors, and boundaries will seem to have a more or less consistent presence over time. and give rise to the feeling or experience of being “in a container.”

When working with patterns in a container we can map or examine the container’s constraints that enable certain patterns to emerge over others.  Until a constraint stabilizes in a complex system, it serves merely as a catalyst, as described by Dave Snowden, stimulating a specific pattern of behaviour. If this pattern of behaviour is coherent with a “preferred direction of travel”, it will aid in establishing the felt sense of a container in a complex system that contributes towards useful dialogue, activity and other beneficial activities.

If however, the stability of the container produces emergent patterns of behaviour that are not desired, we can attempt to change the container by shifting constraints in order to stimulate different interactions.  While the facilitator plays a particular role in this situation, but the shift in the nature of a container can come from anywhere.

Complex facilitation, therefore, is the craft of catalyzing the emergence of patterns within a container which aligns beneficially with the preferred direction of travel shared by a group or a leader. In this craft, one employs constraints as catalysts and closely observe the nature of the emerging container through the system’s pattern stability. If unproductive patterns emerge, one can attempt to disrupt the container by modifying a constraint. If useful patterns appear, one can aim to stabilize that container to ensure continuity. Thus, the facilitator’s role primarily involves monitoring the situation, assessing the quality of the container, and occasionally using their influence to help stabilize and manage the emerging container in the service of the preferred direction. This is largely achieved by “creating space” for the group to engage in beneficial activities.

In a complex situation, the ideal is generally to utilize enabling constraints to facilitate emergence rather than governing constraints to control it. This requires awareness of the inclination to control interactions, possibly to reduce unhelpful conflict or balance power disparities. It should be obvious that the practice of doing this is fraught with ethical traps (more on this in later posts), and so undertaking this work without considering the values that underlie the ethical use of situational power is perilous. Rather than controlling interpersonal interactions, the focus should be on adjusting the conditions and constraints of the entire container to enable the emergence of different behavioural patterns.

A case study

Recently, I facilitated a meeting with a small group from an organization confronting an existential question. Should the organization continue in its current form, should it be wrapped up, or was there something in between?

Through interviews with board members and staff prior to the meeting, it was evident that the current situation was untenable. The organization had weathered turbulent times, with new board members and supporters who endorsed the founder’s vision. This vision, however, had been pared down significantly, resulting in an unclear purpose and direction for the organization.

On the day of the meeting, two critical conversations needed to occur. First, because many were new to the organization, we needed to discuss the organization’s current state and its projects, with a particular focus on the founder’s intentions. The second conversation had to address the next steps for the organization, providing clarity on a potential partnership that would determine their level of commitment.

I prepared an agenda featuring different ways to facilitate these conversations. The most facilitator-intensive way was to host a scenario-based process, where a small group of eight people would consider three different scenarios based on my interviews with almost all the attendees. The aim was to answer practical questions about implementation and examine implications for the organization, its projects, and its partners.

We began the meeting informally, with a light breakfast and casual conversations. After settling in, I introduced the meeting’s intentions. My decision was to guide us through a check-in part of the meeting, hear from the founder, then take a break and assess where we stood.

Building a relational container was a critical move since the group had never been together before. A well-designed check-in, with a question that elicited stories, was a good way to begin and allowed everyone to understand why they were part of this meeting and this work.

After the check-in, which took about an hour, the group had a more profound understanding of each other. It was clear to us the range of skills, talents, and interests present in the room.

The second part of the meeting involved the founder’s future intentions. It became apparent during the pre-meeting interviews that he had a significant influence on the organization’s course. His connections, desires, and investments were the organization’s driving force. As such, it was crucial to accommodate his interests, needs, and commitments.

Perhaps entrained on the pattern of the check-in, the meeting evolved into a rich storytelling session, where the founder recounted his career and the organization’s lifespan. This story-sharing segment was especially beneficial for new board members with questions about their roles and the organization’s work. This was a helpful direction for the day and kept the work and the inquiry open.

Once the founder finished his tale, a conversation unfolded, touching on the core mission and purpose of the organization and bringing forth existential questions about its future. Again this “natural” flow was likely partially entrained by the pre-meeting interviews, which gave participants a chance to think openly about the existential questions facing the organization.

After lunch, the group reconvened and began discussing different questions about the projects in which the organization was involved. It was evident that everyone had varying levels of information about these projects, which resulted in different levels of participation in addressing the organization’s existential issues. This is not a bad thing at all, as diverse experience meant that naive expertise – the ability to ask “dumb” questions – had a role in pushing the group to consider proposals that were outside of what was possible or desirable. In so doing, boundaries for the organization’s future work came into view.

This was an important moment because a well-defined boundary elicits authentic and informed commitment. Toward the end of the meeting, we discussed practical steps aligned with people’s commitments. It became clear that the next steps were focused on the sustainability of an essential project of the organization, not the organization itself.

The final discussion involved everyone indicating their level of commitment and role over the next 18 months and committing to spend some time formulating a plan and organizing work with simple project management tools.

In sum, this case illustrates how a facilitator can work with constraints to help an emergent container evolve for group work. The essence lies in understanding the connections, exchanges, attractors, and boundaries within the group and using these elements to guide the conversation constructively. The facilitator must negotiate the boundaries and the flow of power, work with strong attractors, and manage the dynamics of exchanges to achieve the desired outcomes.

Constraints at play

It should be noted that it is impossible to fully map all of the constraints that are working together to create a container, nor is it always clear which kind of constraint something is. An exchange can become an attractor, and a connection can become a boundary. The important thing is to carry an easily portable framework into a dynamic situation in order to better see and respond to emerging and changing constraints,

While there are many ways to analyze the constraints at play in the container of this meeting, In my own work, I use Snowden’s typology of Connecting Constraints (Connections and Exchanges) and Containing Constraints (Attractors and Boundaries) and here are examples of my observations and reflections. Dave uses “connecting and containing” as a spectrum. In my practice, these four types of constraints serve as heuristics to help guide my observation and decision-making while facilitating complex situations.

Connections:

  • Each board member shared a strong connection with the founder and had different connections with everyone else. The depth of their connection to the organization’s work varied greatly. For some, it constituted a significant portion of their focus, while others had little knowledge of the projects. For the founder, the organization’s work was all-encompassing.
  • Board members brought various connections with the stakeholders and the organization’s implementers to the meeting. These connections became crucial when participants realized they could leverage their networks to explore alternative ways to sustain the organization’s work.

Exchanges:

  • A critical exchange involved the transfer of information and power between the founder and the board. Over the years, this exchange had turned toxic. The board, in both its and the founder’s view, was focused on the wrong objective: the organization’s sustainability rather than its work.
  • After a wave of resignations during the pandemic, a new board was assembled. This board consisted of people the founder knew and trusted to prioritize the organization’s work, helping avoid the toxic relationships that had developed previously.
  • During the meeting, the exchanges were mostly linked to the founder’s vision and his commitment to the organization. The remaining participants related their commitments to his. This scenario can be described as a “broadcast flow” of exchanges: from one central person to many, with weak exchanges among the many. However, as we delved into the scenario planning exercise, stronger exchanges developed between participants. Still, the organization was not ready for people to work independently of the founder.
  • It became clear during the meeting that more power was being transferred from the founder to the board, along with greater responsibility for outcomes. By the meeting’s end, the participants had a strong sense of personal commitment to the work at hand, which was absent at the meeting’s beginning.

Attractors:

  • The founder was the key attractor around which the container emerged. From pre-meeting interviews with the staff and founder, it was evident that the founder’s thoughts and intentions would significantly influence the organization’s future. Sometimes a powerful attractor can distort the container’s work, making it impossible to explore possibilities or escape entrenched responses to the founder’s vision. We acknowledged the founder’s influence and occasionally disrupted this pattern using a lightly facilitated circle process, allowing other ideas and questions to surface and clarity to arise.
  • The room’s physical setup emphasized the two key attractors: the founder at one end of a long table and me at the other. The founder, being the closest to the work, naturally dominated past meetings. My role was to provide a counterbalance, interrupting when necessary to check the group’s clarity and occasionally asking naive questions.
  • Another strong attractor was the dual focus on the organization’s sustainability and the work’s sustainability. The board’s past focus on the organization’s sustainability had led to numerous conflicts and a toxic environment as the founder and board clashed over differing intentions. The crucial task for this meeting was to shift the focus onto the organization’s work and the potential for its sustainability without the core organizational structure.

Boundaries:

  • There were clear boundaries at play in the meeting. We had a six-hour time limit. We had a small group around a long table with the option to use breakout rooms if needed. As a facilitator, my responsibility was to enforce time boundaries, especially around the meeting’s end. With an event scheduled for the evening, I had to shift the group’s attention from open, free-flowing conversation to more concrete matters during the meeting’s final hour.
  • Initially, I requested the founder to give a “state of the union” type address based on several board members’ pre-interview requests. They needed to understand what they were contributing to. Setting some boundaries or enabling constraints around the work was essential to creating an invitation barrier, which Peter Block suggests, is key to eliciting authentic commitment to the work at hand. Clear statements from the founder about his willingness and unwillingness provided a framework for the board members to develop a plan that was both focused on the organization’s current needs and compatible with their commitments. It remains to be seen whether one or two of the members present will commit to continuing. However, the clarity evoked should aid their decision-making process.

I hope this gives a good overview of my current thinking and process around working with constraints, containers and complexity. I am continuing to unpack the ideas in this post in more detail and put them into both practical and theoretical contexts. Responses, questions and curiosities are welcome.

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Using constraints in facilitation

June 8, 2023 By Chris Corrigan Art of Hosting, Complexity, Containers, Design, Emergence, Facilitation, Featured, Leadership, Organization 4 Comments

Someone asked me the other day about how to use constraints in facilitation and I thought I’d jot some quick thoughts down here.

Let’s start using terms from Cynefin. Group work falls on a scale between ordered tasks and unordered tasks (or complicated and complex). The first question I ask myself in designing a container for facilitation is, “how much emergence is desired in this field?” In most of my work, I’m working in highly emergent situations, but for folks working around issues like safety or legal issues, there may be a prescribed outcome that the group needs to work towards. And of course, there is a mix along the way, and a lot of work happens in the liminal spaces between these two kinds of work.

If the purpose of the gathering is emergence, then you use enabling constraints to create the conditions for emergent outcomes. If the purpose of the gathering is a fixed goal or target, then you use governing constraints to discourage emergence.

All group work is constrained. In other words it is not possible for “anything” to happen in a group, and every choice we make with the power we have has hosts/facilitatiors or leaders in a situation constrains the work. It behooves us to make ethical decisions about the constraints we use to structure group work. NOT thinking about these constraints, or not thinking enough about them, can result in a fatal lack of awareness. We can end up over-or under-structuring a meeting such that unintended consequences become quickly catastrophic to the purpose of the gathering.

What do constraints look like? Here’s a short set of lists of the thing facilitators typically make choices about when they are setting the conditions for a container.

Connections

  • Who are the people in the room and how do we connect them together? How do we break or lessen connections? How can we diversify connections?
  • What information, resources or artifacts are important to connect to people and the purpose of the work? What do folks need to know to participate well?
  • How much should folks in the gathering be connected to the outside world? How deeply do they need to be connected inside the gathering?

Exchanges

  • What are the ways in which we will share information in the gathering? Stories, data, opinions, interests, facts, dreams, experiences?
  • How does power work in this space? Who has it and who does not? What do we need to do to work with it well?
  • What is the nature of exchanges in the system? Collaborative, learning, debate, confrontation and conflict, appreciative, critical, supportive, dismissive?
  • Which media will enable exchanges in the space? Writing, drawing, body movement, song, play, reflection…

Attractors

  • What purpose is at the centre of the work?
  • What questions will we use to guide conversations? How open or close are those questions?
  • Do we need a single focus for the meeting or the conversation, or is this a space for multiple foci? How will we enable those conversations to happen?
  • What hidden attractors are in the room that may cause the group to self-organize in unhelpful ways? These are things like status, privilege, history and so on that form powerful centres around which people will make choices about their participation. Left unspoken, these attractors are powerful dark constraints in the system that can produce surprising results.

Boundaries

  • What are the time and space requirements that limit our work, for the meeting as a whole and for specific parts of it?
  • Who is in and who is out, and how do we make that determination?
  • What are the barriers to participation, and how are they helpful or hindering?
  • What topics are allowed or not allowed to be raised?
  • What personal and social boundaries need to be created or maintained or dissolved?
  • What safety needs have to be met for physical, emotional and psychological safety? How do we create the conditions for resilience in the container if people are required to stretch themselves away from their comfort zone or into a space that starts to feel challenging to them?

Where there are degrees of complexity or emergence in the container in which you are working (which is a lot of the time for most of us), your initial design choices will inevitably adopt and evolve over the course of the meeting. Each of these constraints is emergent and while we can start with choices, changes to those choices come fast and think. Sometimes you need to tighten a constraint by, for example, shortening the amount of time needed for an activity. Other times you need to break up groups that are falling into premature convergence together and perhaps getting “too cliquey” for the work at hand. In other cases, what looks like a “clique” is actually a group taking responsibility for its own safety, and in fact, you shouldn’t break it up.

There is so much more to say on all of this, but by way of tying the notion of my four kinds of constraints to facilitation, does that provide some clarity?

About HOW to do that? Consult my post on some of the basic competencies one needs to develop to work with complex facilitation. It ain’t easy.

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