A detail from a surf board on display at the Nazare Surf Museum, Nazare, Portugal.
If you have been working with me over the past five years or so you will have heard me reference and use the work of Cynthia Kurtz in the work we are doing. Among other things Cynthia is the originator of NarraFirma, the software I most often use for narrative work on complex topics. She is the author of one of my favourite papers on Cynefin, The New Dynamics of Strategy which she wrote with Dave Snowden back in 2003. She wrote her own books on Working With Stories and Confluence a brilliant book about her own approach to working with complexity. Last month she posted some news about her current work and life. She is in the process of downloading her work into four different versions of Working with Stories, and thinking deeply about a transition in her life and work. I encourage to read her post.
Cynthia has been a key mentor in my own life and work, especially as the pandemic changed our approach from in person to online. Last year I took her practicum course on PNI which deepened my appreciation for the depth of these tools that she shares. NarraFirma in particular has been a godsend as a tool for me to work with my clients. Because it is open source and Cynthia and her husband Paul have their hands on the code, any updates or bugs I have experienced with the software get corrected right away.
So I thought I would take a moment to offer folks an introduction to her work and point you to the resources that she has shared. Cynthia is an incredibly deep and generous thinker and has made it her life’s work to provide accessible tools to people struggling with complex challenges because at the core of human community should be the delight in the way we work with our stories.
Her work on complexity
Cynthia began her work in the world as a biologist studying social behaviour in animals until an injury in the field prompted a career change. Already pre-disposed to curiosity about complexity and with some skills as a programmer, she teamed up with her husband Paul Fernout to write environmental simulation software to help people learn more about the natural world. Later, seeking more security, Paul took a contract job at IBM and showed Cynthia a job posting relating to organizational storytelling and she applied. Her skills as a researcher, and knowledge of social dynamics through her science background quickly became the foundation of her work.
Cynthia worked at IBM as the company was discovering complexity and the role of storytelling and her ideas found a rich ground alongside many other researchers and thinkers who were helping to explore and develop the field. The paper she wrote with Dave Snowden from this time, The New Dynamics of Strategy, starts with a deep dive into theory and why complexity challenges conventional forms of decision making. It then goes on to describe the Cynefin framework in detail and discusses how to use it with a series of practices and applications. Together this represents a pretty comprehensive foundation for understanding the role of Cynefin and the methods for using it when it comes to strategy and decision making. The paper itself contains Cynthia’s ideas on control and connection which are key aspects of her own sense making framework
Although her work is deeply informed by theory, it wasn’t until 2021 that she finally published a book that describes her approach to understanding complexity, or more precisely, the relations between self-organization and intentional organization. The book is called Confluence and it describes a set of tools and approaches for thinking about the intersection of organizational planning in a self-organizing world. True to form, it is not just a theory book, but a book of well-documented thinking tools illustrated by stories and knowledge gleaned from a wide swath of human experience. It’s a delicious and lingering read. It cuts close to the bone. The last section addressing conspiracy theories might be one of those things that saves democracy. (It also helpfully addresses jargon and complexity theory in an incredibly thought provoking way!)
While it took her a long time write Confluence, she has been a productive and generous blogger for decades and her thoughts, ideas, ramblings and clear gems of wisdom are collected at her blog, Story Colored Glasses.
Working with stories
Cynthia’s focus in the world has been consistently on the role of stories and narrative and so her work has been driven towards the deeply practical. She has created, co-created or piloted dozens of methods for working with stories in groups, many of which are standard practice in our field now. Her magnum opus is Working with Stories in your community or organization and is a comprehensive introduction to her own research method, Participatory Narrative Inquiry (PNI). Working With Stories (WWS) has a whole website devoted to this book and some of her latest iterations, which include a simplified version and an advanced version, a collection of story forms and will soon also include the fourth edition, which she is currently preparing.
WWS is a constant companion on my desk and there is a lifetime of learning in this book. I’m astounded at Cynthia’s capacity to document her own process and her knowledge and present it in accessible ways. That isn’t to say that the material isn’t dense and rich. This approach is not simple to understand or work with until you have unschooled yourself a bit in research methods, epistemology and facilitation. But as a body of work it is immensely transformative for research, engagement and strategy.
WWS is a worthy investment of time and money and is a useful guide to anybody seriously working with story, social patterns and change making in complex settings.
Software for working with stories
Cynthia’s interest in uncovering patterns and connection in stories along with her training in statistics and her experience in programming led her to create the early programming behind Sensemaker Explorer while she was at Cognitive Edge. Later she and Paul Fernout created their own software for gathering stories and discovering patterns. Eventually their efforts became NarraFirma, an open source software package that is really a project management tool. NarraFirma includes hundreds of screens and tools to plan and carry out a PNI project, including the ability to create story gathering surveys, perform catalysis on the results, prepare materials for sense making sessions, and reflect on and report on projects. One of the best features of NarraFirma is the context specific help screens that enable users to not only navigate the software but learn about the practice as they are doing so. I’ve never seen anything quite like NarraFirma.
Although the software is free to use and requires only a WordPress site to install as a plug in (my preferred option) it takes several days to really learn how to use properly and years of experience to use well. When you use NarraFirma you are not just building a survey tool for story collection, but you are immersing yourself in Participatory Narrative Inquiry. I have done probably thirty or more projects, from one time story collections for strategic planning or engagement around complex issues like opioid use and crisis response to a four year long inquiry into changing workplace culture. Every time I dive in I learn more about how to work with this approach. The software not only helps me run my project, it makes me a better practitioner as I’m doing so.
I’m immensely grateful to Cynthia for putting her work out in the world and I highly recommend anyone interested in this field explore her thinking, offering and tools.
I was in a call with a colleague yesterday and we were discussing Founder’s Syndrome. Over the years, it’s one of the more persistent patterns I have seen in non-profits and social enterprises. There are a lot of similar aspects to this pattern, and it generally unfolds like this:
A person or small group of people start something. Usually, they come from the front line and have experience working directly with people, delivering services, restoring landscapes, organizing campaigns, etc. With a little bit of success, these folks start thinking about growing their operations and stabilizing them over time. This means bringing in staff, board members, and funders who believe in them and want to support the vision. Some staff may be the same kind of front-line folks that the founder was. Still, many will be experts in another aspect of growing and operating an organization: managers, board members, marketers, finance people and so on. While these folks are all crucial to running an organization well, they don’t always share the founder’s experience with grassroots or front-line work.
Often, as the organization grows, the founder realizes that their role can no longer be directly involved in the front-line operations of the organization. They retreat to a more visionary role, and, as the holder of the core story and vision of the organization, they become an ambassador for the work, obtaining funding and support and good board members who can oversee the organization. This sounds good, but it can often generate many issues, especially as the founder begins to sense the end of their involvement with their organization.
At this stage a number of inevitable patterns begin to emerge. They don’t always work like this, but these are common enough that I see them over and over in organizations that have been around for a couple of decades, sometimes less.
The founder begins to feel irrelevant and starts getting nosy. If your whole life has been spent creating programs for vulnerable youth, you might not find yourself relishing leading an organization set up to do this. Founders often have a hard time removing themselves from the day-to-day operations because their heart lies with the activism and the work of change-making, not organizational sustaining. Sometimes founders will involve themselves too much in the front-line work, micro-managing and being unaware of their power and influence. This can lead to trust issues, where newer hires don’t feel like they can learn and grow in their jobs. The antidote to this is to establish good governance structures and good roles and for the founder to transition into a new role through learning and cultivating leadership.
Hardly anyone thinks of succession until it’s too late. This controlling dynamic affects the ability of a founder to plan well for succession. Very few founders give much thought to their own disappearance from their life’s work, especially when building and growing an organization which relies so heavily on them. If an organization successfully survives over the long term, there will always come a time when the founder will step back. I have talked with founders who occupy all points of the spectrum that range from “I can’t leave because the organization will collapse without me” to “if the organization dies when I’m gone, I’m okay with that.” Once you’ve created a structure and moved into a leadership role, it is time to think ahead about how you will get out of it. Even if that is 20 years ahead, it shapes your approach to mentorship and shared leadership. Building shared leadership early will help folks move into roles and create mutual support relationships that allow people in the organization to grow into these roles, increasing organizational resiliency over time.
Resisting change. Organizations that grow their stability also become less able to change. Board members appointed to support the founder’s vision often govern to a rigid version of what that looks like, and Boards like this are always more risk-averse than a swashbuckling social entrepreneur. Funders can enforce a kind of rigidity of approach too as funding grants can bend an organization’s operations to the funder’s theory of change rather than create the ongoing ability of social enterprises to grow and adapt. Stability is a polarity, and from the beginning, organizations need to develop resiliency rather than robustness. They must survive by being changed rather than stand as a bulwark against change. This is hard when you deliver services because clients require a continuity of care, and there are no easy answers to these questions. Managing this polarity is crucial for overcoming a founder’s syndrome, where the governance and funding are tied to an original vision and are not allowed to grow beyond the founder.
Splits between board and staff. In the early days of an organization, everyone is moving in the same direction, doing the same things and pitching in wherever they need to. However, as organizations become larger and more stable, roles become highly differentiated. Board members are often chosen more because of their connections to funding and power than to the front-line work. Staff are learning and adapting at the coal face of the work. The two groups often develop a distance between them, making it hard for them to be mutually supportive. When organizations ask me to help them with strategic planning, I always ask them to do it jointly with the board and staff and even clients and other stakeholders. Organizations that set their mandates and future plans through closed board sessions tend to suffer from a deep lack of situational awareness about the organization’s context. This can exacerbate founder’s syndrome even after the founder has left, as they will often invoke the founder’s intentions in their role as stewards and guardians of that vision. Ignoring the needs, concerns, creativity and awareness of staff and partners is a good way to dig a hole of irrelevancy for an organization.
This is just a bit of the ground I covered with my colleague yesterday. What patterns and responses do you notice?
One of the things I love about sport is the real life that happens out there. Nothing is predictable, nothing is a given. Competitors try themselves against each other, supporters follow and cheer them on and time is marked by transcdent moments on and off the field of play. The game is the setting for stories that are singular in occurrence or narrative arcs that span generations.
While most of the world of sport has its attention turned to the Olympic games, my own attention yesterday was fully devoted to a critical match for the men’s team of the soccer club I co-own, TSS Rovers FC. TSS Rovers are a club with a men’s and a women’s team owned by three majority shareholders and 440 community owners. I’m one of the Trustees for the Spirit of the Rovers Supporters Trust that represents our ownership group on the club board. Yesterday was the Championship Final of the League 1 BC playoffs and having already won the league, our men were poised to take to the field against our rival from North Vancouver, Altitude FC. Because we play at Swangard Stadium in Burnaby, and Altitude plays across Burrard Inlet in North Vancouver, our rivalry is called the Ironworkers Derby, named for the Ironworkers Memorial Second Narrows Bridge, which connects the two cities.
Over the three years our league has existed, this has been a tightly contested derby, and we have had the upper hand in general. Altitude’s men’s team has had two tough seasons, but this year, they finished second in the league and beat the Vancouver Whitecaps Academy to make it to the final. They chased us all the way and if it hadn’t been for a tough 1-0 victory against them, they might have won the League title.
For our part, we have had a historic season. We won our first league title a few weeks ago with a game to spare. Three of us travelled to Kamloops to witness the historic occasion. After two years of more heartbreak and diabolical situations than I could ever describe, and two second-place finishes, we finally won, which meant we qualified for the third year in a row for the Canadian Championship, Canada’s FA Cup competition. Representing League 1 BC, we have the distinction of being the only semi-professional side to knock a professional club out of that tournament when we beat Vaklour FC of Winnipeg 3-1 on April 18 last year.
Our path to the two-round playoff final for League 1 was straightforward enough. We beat Harbourside FC last weekend 4-1 and prepared to face our rival at Swangard Stadium, our home and also the neutral venue chosen by the League for the finals day.
It was not a beautiful game of football.
We went ahead seven seconds into the game with a set piece that came off perfectly from the kickoff and got another goal in the first half from our towering centre-back, Nik White. In the second half, Altitude came back with relentless attacking energy and got a goal back on the hour mark but went down to 10 meant at the 76th minute. It didn’t seem to matter, as they threw everything at us and finally got some reward from their havoc by tying it up on an 84th-minute penalty. Three minutes later, we were awarded a penalty taken by a long time club veteran, Erik Edwardson. In a crazy game in which there was no certainty, Erik’s penalty was the closest thing to a safe bet.
Needing to defend our 3-2 lead, we bunkered down a bit, and Altitude got at us, resulting in a corner off of which ANOTHER penalty was awarded in the 90th minute. In a moment of utter heartbreak from our rivals, the penalty taker skied the kick, and we were able to kill off the six minutes of added time to win our second playoff championship and our first double trophy season.
A million storylines are woven into this match. We started the season with a team stocked with veterans and former professional players who joined us for another chance to play in the Canadian Championship. We took Pacific FC deep into injury time with a 1-0 lead before the professionals scored on the game’s last attempt and then beat us on penalties. Many of our veterans got injured or retired during the season, and players who have been with us for many of the six seasons we have been in existence stepped away from the game. Professional clubs picked up a few, including two of our more prolific strikers, Devon O’Hea and Gurman Sangha. We needed to play kids, literally, with players like 17-year-old midfielder Tristan Otoumagie staking a regular role for themselves on the side. Our coach, Brendan Teeling, had to manage a team going through a generational transition over twelve games in our short and intense season. We held the top spot in the table for most of the season, being pipped only by Altitude and the Whitecaps Academy during a week in which we had games in hand on them. We battled through curses, heartbreak, and a seemingly systemic inability to finish games dating back a couple of seasons. We got a lot of monkeys off our backs last night and saw our team pick themselves up from disappointment and refuse to give in.
And yesterday, we won our second trophy of 2024 and celebrated with many players who have been with us for many years and many who probably played their last games for us yesterday. At the celebration party last night, it was bittersweet thanking and saying goodbye to these players, and exciting to see the young ones clutching their winners’ medals and watching wide-eyed as the veterans of the team heard their songs for the last time and heard some of the stories of what it means to play for this club, Canada’s only supporter owned team, with one of Canada’s most vocal and creative lower-league supporters groups.
When you own a team and are involved in creating the culture and the conditions for people to shine and thrive, whether on or off the pitch, these moments of success are important markers of meaning. They catch and encapsulate the heart of what it means to co-create something, and they mark collective progress in the long development journey. As Colin Elmes, one of our founders, said, “We’re in the relationship business – the soccer just comes along for the ride.“
What we are doing is community.
Trophies aren’t everything, and there are dozens of stories from this season that make me proud to be involved in this club, whether it’s watching our players turn professional or seeing some of our former players like Julia Grosso, Jordyn Huitema and Joel Waterman playing for Canada’s National teams. It could just be getting to witness the inimitable Maddy Mah, a player whose college career was derailed with a concussion before she got to play and who spent three years recovering before finding her mojo again with us last year, board a plane to Toronto to finally start at university and play for the U of T Blues. And it’s about honouring players like Erik Edwardson and Kyle Jones, Ivan Mejia and Gabe Escobar and Justyn Sandhu and Danylo Smychenko, who have been with our team for three years or more, finally savouring the fruits of their work.
These relationships and moments will last a lifetime for all of us, whether we are players, supporters, owners or staff and they give us all a tangible memory of what it means to create community and why it’s important to do so.
I finally managed to update all the broken links and misplaced resources on my Open Space Technology resources and planning pages.
If you now visit the Open Space Planning page and the Open Space Resources page, all the links should be working.
Anything you can’t find there is likely to be found at the Open Space World home including a library of books and papers from Harrison Owen.
Thanks for everyone who kept poking at me to get this done.
A graph showing cetacean sightings in Átl’ka7tsem/Howe Sound from 2001-2018
Here in Átl’ka7tsem/Howe Sound, the return of cetaceans over the past 20 years has been truly incredible. Having been hunted to extirpation from this part of the world in the early 1900s, a single Humpback Whale made a stunning return to our inlet in 2001. Along with the Humpbacks came hope of a renewed and recovered inlet, washed free of the massive pollution problems caused by a century of logging, wood processing and mining.
The explosion happened in earnest in 2010 when Pacific Whitesided Dolphins returned to Howe Sound by the hundreds. The number of sightings in the above graph doesn’t catch the number of dolphins. There were pods numbering in the hundreds at times swimming in unison around the Sound, riding the bow waves of water taxis and ferries. They were here becasue the herring had returned to the inlet, and anchovies had joined them having moved north from California due to warmer waters.
The dolphins didn’t last long becasue hot on the heels of them came irruptions of sea lions and seal populations and that attracted the Biggs Killer Whales, transient Orcas that eat marine mammals. They are here to stay and in recent years have been joined by occasional visits from the Northern Resident Killer Whales who have forayed south in search of fish to eat.
Since 2018 when this graph ends, the humpback population has exploded and there are now upwards of 60 calves and 400 adults that make their summer feeding homes in the Salish Sea, some spending lots of their time in and around Howe Sound. These numbers are especially encouraging because calves that are raised in a place tend to stay there and later breed. The Humpbacks have returned. It will be amazing the tallies for the last six years.
It is getting to the point where every time I’m on the ferry I take my binoculars and scan for whales. I see whales probably 10-15% of the time, and in every month. Spomtimes the presence of whale watching boats gives them away, other times I just scan the sea and catch a blow or a fin. Just the other day I set up a hammock on the south shore of our island and spent the afternoon reading and watching a pod of four orcas travel below the bluffs.
It’s hard to describe the effect that the return of the whales has had on our Island and on the communities of Howe Sound. Multiple Facebook groups have popped up to share sights and Ocean Wise has set up a ground-based Whale Blitz which concludes tomorrow. Folks are being encouraged to get out and look for whales, contribute to the science and learn how to identify different species and how to keep them safe.
The whales have been the central figures in the story of how we established the Átl’?a7tsem / Howe Sound Biosphere Region in 2021 and they will continue to hold us accountable as we both resist and shape the industrial, commercial and development forces that are at work next to Canada’s third biggest urban area.