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Category Archives "Evaluation"

Working with data in complexity

September 22, 2020 By Chris Corrigan Art of Hosting, Being, Community, Complexity, Emergence, Evaluation, Facilitation, Featured, Learning, Stories No Comments

James Gleick, the author of the classic book “Chaos: Making a New Science” has written a terrific review of Jill Lepore’s new book “If Then: How the Simulmatics Corporation Invented the Future.”The book covers the origin of data science as applied to democracy, and comes as conversations about social media, algorithms, and electoral manipulation are in full swing due to the US election and the release of The Social Dilemma.

Gleick’s review is worth a read. He covers some basic complexity theory when working with data. He provides a good history of the discovery of how the principles of “work at fine granularity” helps to see patterns that aren’t otherwise there. He also shows how the data companies – Facebook, Google, Amazon – has mastered the principle of “data precedes the framework” that lies at the heart of good sensemaking. For me, both of these principles learned from anthro-complexity, are essential in defining my complexity practice.

Working at fine granularity means that, if you are looking for patterns, you need lots of data points before seeing what those patterns are. You cannot simply stake the temperature in one location and make a general conclusion about what the weather is. You need not only many sites, but many kinds of data, including air pressure, wind speed and direction, humidity and so on – in order to draw a weather map that can then be used to predict what MIGHT happen. The more data you have, the more models you can run, and the closer you can come to a probable prediction of the future state. The data companies are able to work at such a fine level of granularity that they can not only reliably predict the behaviour of individuals, but they can also serve information in a way that results in probable changes to behaviour. AS a result, social media is destroying democracy, as it segments and divides people for the purpose of marketing, but also dividing them into camps that are so disconnected from one another that Facebook has already been responsible for one genocide, in Myanmar.

Data preceding the framework means that you don’t start with a framework and try to fit data to that matrix, but rather, you let the data reveal patterns that can then be used to generate activity. Once you have a ton of data, and you start querying it, you will see stable patterns. If you turn these into a framework for action, you can sometimes catalyze new behaviours or actions. This is useful if you are trying to shift dynamics in a toxic culture. But in the dystopian use of this principle, Facebook for example notices the kinds of behaviours that you demonstrate and then serves you information to get you to buy things in a pattern that is similar to others who share a particular set of connections and experiences and behaviours. Cambridge Analytica used this power in many elections, including the 2016 US election and the Brexit referendum as well as elections in Trinidad and Tobago and other places to create divisions that resulted in a particular result being achieved. You can see that story in The Great Hack. Algorithms that were designed to sell products was quickly repurposed to sell ideas, and the result has been the most perilous threat to democracy since the system was invented.

Complex systems are fundamentally unpredictable but using data you can learn about probabilities. If you have a lot of data you gain an advantage over your competitors. If you have all the data you gain an advantage over your customers, turning them from the customer to the product. “If you’re not paying, you are the product” is the adage that signals that customers are now more valuable products to companies that the stuff they are trying to sell to them.

Putting these principles to use for good.

I work with complexity, and that means that I also work with these same principles in helping organizations and communities confront the complex nature of their work. Unlike Facebook though )he says polemically) I try to operate from a moral and ethical standpoint. At any rate, the data we are able to work within our complexity work is pretty fine-grained but not fine-grained enough to provide accurate pictures of what can be manipulated. We work with small pieces of narrative data, collecting them using a variety of methods and using different tools to look for patterns. Tools include NarraFirma, Sensmaker and Spryng, all of which do this work. We work with our clients and their people to look for patterns in these stories and then generate what are called “actionable insights” using methods of complex facilitation and dialogic practice. These insights give us the inspiration to try things and see what happens. When things work, we do more and when they don’t we stop and try something else.

It’s a simple approach derived from a variety of approaches and toolsets. It allows us to sift through hundreds of stories and use them to generate new ideas and actions. It is getting to the point that all my strategic work now is actually just about making sense of data, but doing it in a human way. We don’t use algorithms to generate actions. We use the natural tools of human sensemaking to do it. But instead of starting with a blank slate and a vision statement that is disconnected from reality, we start with a picture of the stories that matter and we ask ourselves, what can we start, stop, stabilize or create to take us where we want to go.

In a world that is becoming increasingly dystopian and where our human facilities are being used against us, it’s immensely satisfying to use the ancient human capacities of telling stories and listening for patterns to create action together. I think in some ways doing work this way is an essential antidote to the way the machines are beginning to determine our next moves. You can use complexity tools like this to look at things like your own patterns of social media use and try to make some small changes to see what happens. Delete the apps from your phone, visit sites incognito, actively seek out warm connections with real humans in your community and look for people that get served very different ads and YouTube videos and recommended search results. Talk to them. They are being made to be very different from you, but away from the digital world, in the slower, warmer world of actual unmediated human interaction, they are not so different.


Postscript

Over the past few years, my work has taken shape from the following bodies of work:

  • Dave Snowden’s theories of anthro-complexity, which forms the basis of my understanding of complexity theory and some of the tools for addressing it, including facilitation tools and Sensemaker.
  • Cynthia Kurtz’s Participatory Narrative Inquiry, which is a developmental evaluation approach that uses stories and methods of sensemaking that she partly developed with Dave and then subsequently. I use her software, NarraFirma, for most of our narrative work now.
  • Glenda Eoyang’s Human System Dynamics is a set of tools and methods for working with complex adaptive systems.
  • The facilitation and leadership practices from the Art of Hosting which help us to develop the personal capacity to work dialogically with complexity.

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Developmental Evaluation for beginners

June 15, 2020 By Chris Corrigan Evaluation, Featured, Uncategorized 2 Comments

It is “Juneuary” on the west coast of British Columbia, a time of year when low-pressure systems of cold air break off the jet stream and drift down the coast providing unstable weather, rain, and cloudy days. It’s like a return to winter.

It reminds me that walking in the mountains in the winter, or indeed during these wet and unpredictable weeks, can result in getting lost in fog. When that happens, your response to the situation becomes very important if you are to make choices that don’t endanger lives.

My colleague Ciaran Camman was presenting on a webinar with a client today and used a lovely metaphor to describe developmental evaluation relating to being lost in a fog. I’m always looking at ways of describing this approach to evaluation with people because it is so different from the kinds of evaluation we are used to, where someone external to a process judges you on how well you did what you said you were going to do. Having said that, I like to introduce people to “developmental evaluation” by telling them it is actually just a fancy way of talking about what people do to make everyday decisions in changing and unfamiliar contexts. In some ways, you could call it “natural evaluation.”

Ciaran used the example of navigating in a fog. When the cloud descends on you, you best slow down for a minute and think about your next step. You have a sense of your destination – a nice warm house and a cup of tea – but suddenly what you thought you knew about the world has disappeared.

You can manage for a short time based on the last picture you had of your surroundings, but after a few meters of walking, you will be in a very different place, and you need to carefully probe your way forward. As you find the path again, you can move with a bit more confidence, as as the trail fades, you will adjust and slow down to sense more carefully.

Developmental evaluation is indistinguishable from adaptive action. The two sets of processes form an interdependent pair: you simply can’t do one without the other. How you choose to developmentally evaluate – including what you consider to be important, your axiology – is critical to how you will gather information and what decision you will take to adjust your action. Walking in fog towards a warm cup of tea is fairly straightforward. Creating new forms of community safety in a world dominated by racism and social and economic injustice is rather more difficult.

How do you explain this to folks?

When you are lost

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A framework for planning a harvest

May 6, 2020 By Chris Corrigan Art of Harvesting, Chaordic design, Collaboration, Complexity, Design, Evaluation, Facilitation, Featured 4 Comments

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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Sense-making in real time

March 18, 2020 By Chris Corrigan Complexity, Evaluation, Facilitation, Featured 4 Comments

I put a call out on twitter yesterday, inviting topics for blog posts that could be helpful. I’m happy to take requests! Today my friend Trilby Smith, the brilliant Director of Evaluation at the Vancouver Foundation, replied with this:

Sense making in real time. Like what are the practices we can use to make sense of what is happening to us as it happens? And how can those of us who work in orgs support our colleagues to do this work?— Trilby Smith (@TrilbySmith) March 17, 2020

The last few days have been full of information. It comes streaming through twitter, facebook, texts, emails. And the way the COVID-19 crisis is moving and changing means that we have to look at stuff coming in, sift through it and make some decisions.

This is true in any fast-moving, data-rich situation, but COVID-19 gives us a chance to practice in real-time. So what are some simple tools? Here are a few, rooted in, and derived from, Participatory Narrative Inquiry and Human Systems Dynamics.

Observe the situation. Just watch things for a bit. Whatever the situation, see if you can gather a bunch of data points about it. If this is a meeting, have people bring in a bunch of notes about the situation. These notes should be observations, relatively free of interpretation. Fine-grained data objects, like stories, tweets, news items, reports, stats are all good. Anything that helps describe what you’re all seeing. And having everyone do this ensures that you get a diversity of perspectives. Have everyone come to a meeting with 10 data objects. Or start your meeting by having people sit around and tell some little stories and share observations about the situation, placing each data point on a post-it note. It should only take you less than 20 minutes to generate dozens of data points if you work in pairs. This, by the way, is what we call “situational awareness.”

Look for patterns. In complexity, you’re trying to work with patterns. My go to is to have the group sort through the data and find things that are similar. Cluster these together. These start to look like patterns. From there do a couple of things…

Inquire. I sometimes think that looking at data is a bit like nosing whisky, or appreciating the scent of a wine or a coffee. You begin with overall impressions and then you use specific techniques to get the most out of the experience. Same with data. When you are sifting through data with a group start by recording what people notice in general. Overall first impressions are useful. Keep it open.

After that you can drill down with a little more discipline and rigour, Royce Holliday offers these questions, from her piece on pattern spotting:

  • Generalizations: “In general, I notice…
  • Exceptions: “In general I notice…but…
  • Contradictions: “On the one hand I notice…but on the other hand…”
  • Surprises: “I am really surprised that…”
  • Curiosity: “I wonder if…”

These questions help you to find differences in the patterns and differences are what give you the potential to act.

Look at what is keeping these patterns in place. If a problem is complex, you will probably start to notice patterns that are stable and hard to change. Alternatively, you might notice a lot of turbulence and wonder what you can stabilize. Looking at what is keeping patterns in place is fairly straightforward. A system or a set of problems is made of connected agents interacting with a space defined by attractors and boundaries.:

  • Attractors hold things together coherently. Think of these as the things that grab your attention or the rhythms that dictate your work.
  • Boundaries separate things. These can be tight or loose or permeable or hard.
  • Connections in a system describe how agents are connected to one another. Think of a murder mystery where the detective is always trying to figure out how things are related in a meaningful way.
  • Exchanges are what flows over connections including information, power and resources.
  • Identities come into play and can skew a system with power dynamics, expertise or the diminishment of voice and ideas.

Once you can find a few of these constraints that are at play, you can list things that are in your control and make adjustments. In general, to stabilize a system, you tighten constraints. To break up a system, in order to break patterns or learn new things, you have to loosen constraints. The art is in deciding how much and in monitoring and adjusting as you go. Choose constraints that matter that you have some degree of control over, and you will be able to shift things more easily.

I reckon you could do this quickly in 1:45 or so if you had to generate data objects to start with, less time if people are collecting data objects before the meeting. A sample flow might look like this:

  1. Check in and framing (15 minutes)
  2. Break into small groups to generate data objects (20 minutes)
  3. Randomize the data objects and cluster them into themes (15 minutes)
  4. Ask each person to look at the patterns and answer the inquiry questions individually (10 minutes)
  5. Small groups to compare notes and find commonalities and differences (10 minutes)
  6. Finding ABCEI constraints in small groups (use this template) (10 minutes)
  7. In small groups decide on a small action to shift things. (use this template) (5 minutes)
  8. Compare these actions across the group and wrap up (20 minutes)

In the comments, I would be interested to hear if this is helpful and what kinds of specific situations folks are needing to make sense of.

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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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