I want to draw your attention to this incredible post by Zhen Goh, a fellow Cognitive Edge practitioner, exploring what is happening to the formerly-named “Disorder” domain in Cynefin, now called “Confusion.” In renaming the domain Confusion, Dave has also divided it into two types of confusion: Aproretic and Confused. I have taken to describing these, respectively, this way:
Aporetic means “at a loss” and indicates an unresolved confusion, or a paradox, which is just fine. Sometimes things need to remain a little murky for a while. “Confused” refers to the state of mind where you just aren’t getting it, and you don’t understand the problem. It’s often the result of a failure to see past one’s own biases, habits, and entrained patterns of solving things.
I have started thinking of this domain as the most important Cynefin domain because really, everything starts there. When you are confused, you can go to Cynefin to help you make sense of the routes available to you for action. This is the subject of some of Dave’s recent thinking, and also the meaning of the above graphic that he has produced. There is probably a lot more coming on this.
At any rate, that brings me to Zhen’s great post, which has been rattling around in my consciousness the last couple of weeks, largely because of this line, which is Jacques Derrida ultimately quoting Søren Kirkegaard:
“The moment of decision as such… must always remain a finite moment of urgency and precipitation; it must not be the consequence or the effect of theoretical or historical knowledge, reflection or deliberation, since the decision always marks the interruption of the juridico-, ethico-, or politico-cognitive deliberation that precedes it, that must precede it. The instant of a decision is a madness.” (‘Dialanguages’ in Points: Interviews 1974–1994 (Stanford, Stanford University Press, 1995), 147–8.)
Isn’t that the truth? We only ever need to make a decision in the absence of actually knowing what is the right thing to do.
Speaking personally, it is one of my personal leadership challenges, making a decision in the absence of certainty. I find myself paralyzed at times, unable to make a choice. As Dave Snowden said on a webinar last week “there is really no right decision, but there ARE wrong ones.” Making a tough decision often feels like a kind of madness, dangling above an abyss full of projected and imagined monsters and very real pitfalls.
But making decisions in radical uncertainty is what is happening to all of us right now. We are all in radical Aporia, confronting paradoxes and situations that have no resolution, no precedent and no right way forward. We have to rely on human instincts now, ethics, values, morality. Moments like this reveal true character, and we are seeing the leaders who are truly built for these times, like Leo Varadhkar who has taken up his doctor’s license again. Also, our own Dr. Bonnie Henry in BC, who I can’t stop writing about. These are people who recognize, as Zhen puts it, that “Aporia allows for humanity:”
Aporia is part of ontological reality when facing crisis – but the burden of leadership is to communicate with clarity and authenticity. At once providing direction, demonstrating action, but acknowledging where there is uncertainty. Acknowledgment of this uncertainty is where the invitation for collective action can take place.
These folks are merely the most visible archetypes of human leadership in times of unresolvable confusion. In every home and every family, there are many millions more who are discovering what high-risk decision making is all about. May you all persevere in this time in being a leader who confronts the reality of Aporia and works diligently against mere confusion.
I live on an island, literally. It is a small community located near Vancouver, home to 3750 people in the winter and perhaps 5000 or so in the summer. Living on an island attunes one to the realities of working with bounded spaces. There is really only one way in our out of here, through the ferry, so it is a good chance to explore and learn about self-organizing systems. And as anyone who has visited an island knows, every one has its own unique culture and character, developed through decades of living in tightly connected, tightly bounded community.
During the pandemic, all I can see are islands within islands within islands, as each of us retreats into heavily bounded spaces, contained within other heavily bounded spaces and so on. Holonic containers repeating at fractal scales. Our word is organizing itself to defeat a virus that can permeate all but the most impermeable boundaries, and for a complexity worker, it is fascinating.
Complex adaptive systems consist of agents operating within bounded spaces. The five main factors that influence self-organization in complex systems are:
- Connections between agents in the system and the Exchange between those agents.
- The Identities that those agents have, in any given context.
- The Attractors and Boundaries that form the spaces in which agents interact. These contain and constrain the behaviour of the agents in the system.
The world is fractal at the moment meaning that these systems are nested within one another; the whole of one system becomes a part of a higher level space. Levels look like this:
- As a person, I try to keep the virus from entering my body
- I am in a relationship with two other people in my home and we are trying to keep the virus from entering our home. Our Chief Public Health Officer calls these “bubbles,” defined right now by people you can touch.
- Our bubble lives in a community and we must be very careful to keep at least two meters away from other bubbles so that we can keep the virus from entering our bubble. “Don’t connect the bubbles” is the heuristic here.
- Our community is very highly contained, being an island, and we have to do everything we can to limit the connections and exchanges we have to other communities.
- All of us together are living in a province that is itself contained and has limited connection with other provinces in our country. As a result, differences are appearing in how each province is handling the crises. and so far ours is doing fairly well.
- Our country is also bounded and contained, with very little international travel, and so we are also starting to see differences in how different countries are handling the pandemic, even close neighbours like Canada and the US. Anyone arriving in our country to stay must self-quarantine for 14 days and that is an order that is enforceable.
- And then of course, here we are on earth, perhaps yearning for an escape to a cleaner place, but no such place exists.
So it is clear that the two main factors influencing the pandemic are boundaries and connections at this point. Managing these is what we are doing now. Public health is about influencing behaviour, and as behaviour is an emergent property of people interacting within systems, it can only be influenced by changing the conditions for self-organization. Health authorities are applying tight constraints on Boundaries and Connections in order to influence behaviour and within each of the various levels, in the hopes that behaviours will change and we will ‘flatten the curve.” The challenge, as always, is that you cannot predict what will work and what won’t, so you need to try things and see what happens and adjust. Lots of adjustment has been going on and we can see a gradual tightening of Boundaries and narrowing of connections. Just as you are supposed to wash your hands and not touch your face, people in communities are expected to keep physically distant from one another and stay at home as much as possible.
Application in practice
By all accounts, this is working in British Columbia, where I live. All of our nested holons are engaged in the same project so that even with outliers who are disobeying the public health orders and recommendations, we are generally operating at the moment within the capacity of our health care system. Of course, things can change very quickly and so our daily reports have contained a mix of the carrot and the stick: praise at the efforts that are paying off, and a dire warning that we have not yet reached our peak and that the choices we make now will determine how many people literally live or die in the next few weeks and months.
Our only metric that matters is the curve. Exceeding the capacity of our health care system to provide care will trigger a massive escalation in this crisis meaning even tighter constraints. Currently, we are managing well, and we haven’t had any major tightening of constraints since March 18 for the general population.
As a case study, the way the British Columbia government has handled the pandemic is an excellent example of managing in complexity. I put this down to our Chief Public Health Officer, Dr. Bonnie Henry. Dr. Henry is trained in public health and preventative medicine, which is itself a complexity field. She was the operational lead in Toronto during the SARS epidemic in 2003 and she subsequently worked on the ebola and H1N1 outbreaks. She knows her stuff.
Her advice to British Columbians has been a mixture of heuristics – wash your hands, don’t touch your face, practice physical distancing – and orders that make it illegal to gather in groups larger than 50, and by law officers have been empowered locally to enforce physical distancing orders around much smaller groups in public places. This shows excellent use of what we try to teach with Cynefin: the proper application of the right use of constraints and practices for the type of situation at hand, with sophisticated monitoring, openness to change, and decisive action. My confidence in her is unparalleled. This is what a top rate complexity-informed leader looks like. Her actions and her influence have been widely praised and as a result of her leadership at this moment, people in our province generally feel safe.
What I worry about now
From a complexity perspective, the worry is what might happen to the connections and boundaries that are currently the most important constraints at play. In general, the tighter you make a constraint, the more catastrophically it fails and so there is a fine art to finding just the right balance to manage the disease and not provoke widespread social unrest. Even though we would all be 100% safe if we were locked in our houses and forced at gunpoint to stay there, this would probably provoke a massive social reaction that would defy that order en masse, creating the perfect conditions for 100% of the population to contract the virus. Likewise, a too lackadaisical attitude will not be effective in keeping people separate. There are already concerns that the March 18th order needs to be tightened to groups of less than 50. At this point, I think everyone would agree with that. The major boundary violations have been happening in house parties which is very dangerous as one infected person at a party will almost certainly infect everyone else who will take the virus home to their own generally tightly constrained bubble. Within bubbles, we don;t have boundaries, so the virus spreads by jumping across a boundary at one scale and finding it’s way into a bubble at a lower scale.
This has massive implications especially for people whose ability to adhere to orders and practice good heuristics is compromised by poverty, disability, or disempowerment. A general population health approach allows for flexibility in the system so that in principles, those who cannot adhere to the highest standard can nevertheless do their best. Our federal government emergency benefit, which looked initially like a $2000 a month income supplement for any who need it, now appears to be excluding up to a third of workers in our country. This is NOT the time to exclude people who would otherwise need to go out into the community to find work. The simplest solution would be to make that benefit available to all, to protect renters and homeowners from losing their homes during this period and housing homeless people properly in empty hotels instead of on uncomfortable cots in conventions centres and hockey rinks. Our society’s unequal in-bred distrust of the poor and disabled will have massive consequences if we don’t get this right.
At the best of times our system lets hundreds of thousands of people fall through the cracks. These days what will also certainly fall through the cracks is the virus we are trying to contain, simply because we don’t trust poor people.
On our island, we have asked that no one come and visit us, as we try to limit the connections with the outside world. This is because within the bubble of our island we have self-organized practices and systems that are working to care for our community. We are a small island, tightly connected, and our community crisis infrastructure is very small. People coming to live in the summer homes, or coming to visit for the day don’t know the protocols that have developed here and many small communities are reporting that visitors are more cavalier than residents are. Indeed this article names the problem of uncontrolled connections between bubbles as a major issue for small towns. (The lede phrase “wealth is the vector” is a powerful statement of the truth). Small communities are fragile social ecosystems. An outbreak of COVID-19 on our island, for example resulting from a visiting infected boater who doesn’t understand or follow our social practices, could ravage our General Store staff and would have a catastrophic consequence. We would quickly run out of food options and have no choice but to make more frequent trips to the mainland, thus increasing the exposure and overall exchange bandwidth for the virus to move.
Other constraints are also playing into this. Our island is an interesting Attractor for people who have been cooped up in their homes for months and the weather is changing. It will be very hard to stop people visiting on the ferry or on boats and so our ferry company has begun making serious discouraging announcements about visitors to small islands and our tourism association has been ramping up the message. With a sunny long weekend coming up, I believe that we need to make ourselves less interesting as a catalyst. I imagine the provincial government will be driving home that message too. Already ferry runs between the mainland and Vancouver Island have been massively reduced, with several reserved only for cargo. Entire routes have been shuttered.
Identities too become an important aspect to play with. We see our provincial government and health officer praising British Columbians and reminding us that we are all in this together. they are trying hard to get everyone to belong to the same team, and showing the results is a good way to reinforce that identity. Using wartime metaphors, while not especially helpful, nevertheless have the effect of getting folks into a serious mode of action. Our health officer sprinkles her messages with calls to be diligent over one’s own role, and have kindness and compassion for others. She refuses to condemn people for momentary or temporary violations of physical distancing practices (she says “you don’t have the full picture of what your neighbour is up to, so don’t be quick to judge”) but has no qualms using her authority to enforce orders against house parties and large outdoor gatherings.
It’s interesting times to be sure, but it has been a living and breathing example of how complexity thinking is providing the best way through the pandemic. I hope you are currently living in a jurisdiction where your decision-makers understand this, and I know many people are not. To you, my friends, all I can say is make sure YOU take a complexity-informed view of the situation and keep your bubble as tight as a little rocky island.
From the time my daughter was born in 1997, my partner and I went hard on studying learning theory to understand how kids learn, what’s good for them and how to support their growth. These little beings don’t come with instruction books. It’s hard enough to learn how to feed and maintain them, let alone figure out how to help their brains and hearts grow.
We studied for a lot of years and gradually landed on the work of John Holt, an educational psychologist who, in the 1960s and 1970s, studied how children fail in the Boston school system. Motivated by that work, he later wrote a book called “How Children Learn” which was a seminal text in what became the movement of “unschooling” or “life learning.” This is, to some, a radical approach to homeschooling children.
In the early 2000s, along with a few other families on Bowen Island, Canada where we live, we created a publically-funded homelearning support community called Island Discovery Learning Community. There, our children could come together with other kids and adults, with teachers and resources, and even with curriculum and assignments, to engage in self-directed learning in the community.
Unschooling is a serious commitment and we did this with our children until they were 13 and 10 respectively, following their leads, and guiding them until they chose to go to school. At that point, we treated their choice as another step in their learning journey and at the end of every year, checked in with them about whether they wanted to keep doing that. They said yes, and have both since made their way into university – our daughter first as a jazz musician and now studying psychology and criminology, and our son going part time to explore subjects that might interest him, currently focusing on economics.
I share with you this history so you know that I have some experience in what many of you are facing right now. Kids at home, not feeling like you are qualified to teach them anything, not knowing what to do and maybe even afraid that without school they will be set up for failure in life. It’s all real.
SO to give you some hope, I want to share a few key principles and practices that work when you are homeschooling kids. Your mileage may vary.
First, relax. Even if your kid took a whole year off school, it is not going to lasting damage to them. You are not falling behind, and your kids isn’t losing an advantage by spending a tremendous amount of time away from a classroom. Things will be fine. Trust me.K
Don’t replicate “school” at home. This is a recipe for failure. Your home is not a school and probably the last thing your kid wants is a full scale conversion of their living and playing space into a school run by a nervous parent who is trying to replicate a mass education institution with no good grounding in theory or practice. Your home needs to be a home, especially now, and it needs to be a place of safety and security and love for your kids. Try to avoid doing things that place pressure on your relationship and that cause the child to become angry, resentful, or distant. If your school district is giving your child work, make sure it doesn’t take up the whole day. Remember that they need time to goof off and let off steam. So do you, probably.
Notice that you are all learning all the time. Leaning always happens best in context. Your kids will have ample opportunity to practice reading, math, epidemiology, art, music, video editing, writing, research, cooking, animal care, mutual aid and support, ideation, design, technical skills acquisition, and life skills right now. Just like they do every day. Just like you do every day. Learning doesn’t stop, especially in a context that is always challenging and offering up new experiences. What you can do is take time to notice what they are learning, collect examples of their work and build a portfolio together. Homeschooling families do this all the time because if you never go to school, this is how universities court you to attend their programs. On your body of work.
Kids learn at different speeds. For busy parents who are not intimately involved in their kids’ education, it might come as a surprise to realize that your kids all learn things at different speeds. Our son taught himself to read at 4 years old. Our daughter didn’t start reading until she was 10. They both learned to read in a couple of weeks when they were ready to. If you are getting homework from the school and it seems to be taking your kid ages to grasp a concept that is because it takes them ages to grasp a concept. They might not even be ready to grasp it. They are not broken. There is not something wrong and they are not “losing.” You might need to put aside that concept and do something else. Don’t forget there is nothing essential for them to learn right now in this moment. You could spend months trying to teach a kid something when they aren’t ready to learn and find out that a year or two later, they get it right away. Don’t force it.
Adopt this simple pedagogy: STREWING AND CONVERSATION. Seriously, these two practices took us through a decade and a half of support our children’s learning. Strewing means that you flood you environment with interesting things – books, websites, podcasts, videos, games, challenges, work, interesting people – and you watch to see what they attach to. When they show some interest in something, engage them in conversation with genuine curiosity. Ask them questions so that they can teach YOU about the topic. Don’t quiz them or judge where their attention goes. Even if they spend hours playing Fortnight, get in there with them and understand what they are doing. Ask them questions about how they make decisions, come up with a strategy and work together. I daresay that you will learn something from having them teach you about situational awareness, rapid-cycle strategic iteration, and real-time collaboration.
Love them above all else. Can I just bluntly say, that being a parent right now is fucking hard. You’re not failing if you’re feeling that. Your kids are anxious, worried, and carrying a lot as they move through this disruption in their lives. They can’t see their friends and they are possibly even beginning to hear stories of people they love who are getting sick. If they can’t focus on schoolwork, don’t force them to. These are traumatizing times. What they need right now is probably a good hug and a cry. I’m not sure that is an age-dependent need, actually. The most important thing of all is to love them and care for them right now. Make them as happy as possible right now, because that is what will help them stay resilient, and that is the most important thing.
Every year, to celebrate St’ David’s Day, Dave Snowden has shared a series of posts on the evolution of the Cynefin framework. This year he introduced the newest version. The framework changes, because as we use it, it has an evolutionary journey towards “better” and more coherent. Not every branch in its evolution has had helpful components, but I find the current iteration to be very useful because it is both simple to use, easy to introduce, and yet has quite a bit of depth.
During the pandemic, I’ve been using this version of it to help people think about what to do and this is how I propose to tour you around it as well.
First, it’s helpful to orient people to the framework. To begin with, it has five domains: the one in the middle, plus four others. It’s helpful to think of the domains as a slope, starting high in the bottom right and tapering counterclockwise around to the bottom left. The domain in the middle is the most important for me, and the most underappreciated. It is the domain of Confusion (it used to be called Disorder). The domains on the right side are “ordered” meaning that stuff there is largely knowable and predictable, and problems are solveable. These Clear or Complicated domains are, distinguished by the number of interactions going on – the more parts in the system, the more Complicated it is – and the level of expertise required to know what the answer to a problem should be.
The domains on the left side are “unordered” meaning that situations are unknowable and unpredictable. This is the world of Complexity and Chaos. These are distinguished by the way the system changes, self-organizes, and creates emergent phenomena. Complex systems exhibit emergence and self-organization, and Chaos exhibits the lack of any meaningful constraints a sense of randomness and crises.
The further you go counterclockwise, the more unordered and unstable the system is. If you go clockwise, you introduce stability and order to the system. Stability lies clockwise of where you are now and instability lies counterclockwise. It is important to note that this is true until you get to the boundary between Clear and Chaos. That is like a cliff. One falls off of the Clear domain into chaos and it is difficult – if not impossible – to recover and clamber back up to the well-ordered world with Clear answers.
Most helpful for understanding strategy and the use of the framework is understanding how constraints work. From Clear to Chaos, one can move through the framework using constraints: Clear systems have fixed constraints that can break catastrophically and can be repaired easily f you know what you are doing. Think of a water leak. If you know how to repair it, it is a simple matter to do so. If you don’t, you fall off that cliff into Chaos quite quickly, and it takes a lot of time to get back to normal.
Complicated systems allow for a little more latitude in practice and so have governing constraints, such as laws and procedures. Break them at your peril, but also discuss them to make sure they govern activity in the system well.
Complex systems are characterized by enabling constraints which give rise to all manner of creativity, emergence and self-organization, but which can also be immutable. Think of the laws of physics or principles of evolutionary biology that seem to generate a huge variety of systems and living beings. But we don’t have a creature that can breathe by oxidizing neon, because neon doesn’t oxidize.
Constraints in complexity can be quite tight and still contribute to emergence and creative action. Think of the way the rules of the haiku form don’t tell you what to write, but instead offer guidance on the number of syllables and lines to use: three lines of five, seven, and five syllables. These simple constraints give rise to tremendous creativity and inspiration as you work to create beauty within a distilled form.
In Chaos the absence of constraints means that nothing makes much sense, and all you can do is choose a place to act, apply constraints and quickly sense what comes next. This is what first responders do. They stabilize the situation and then figure out whether a technical expert is needed (to operate the jaws of life) or whether the situation needs to be studied a bit more (so we know how a pandemic actually occurs and the different ways a new virus operates in the human body).
That’s the basic orientation to the framework. There are additional features above that are helpful to note, including the green zones of liminality and the division of the Confusion domain into A and C, standing for Aporetic and Confused. Aporetic means “at a loss” and indicates an unresolved confusion, or a paradox, which is just fine. Sometimes things need to remain a little murky for a while. “Confused” refers to the state of mind where you just aren’t getting it, and you don’t understand the problem. It’s often the result of a failure to see past one’s own biases, habits, and entrained patterns of solving things.
Contextualizing your problem
One meaning of the Welsh word “Cynefin” is “places or habitats of multiple belonging.” The name of the framework references the fact that in any situation of confusion, you are likely to have all five types of problems or systems at play. So when you are working on trying to understand a situation, start by assuming you are in Confusion. As much as it is tempting to look at all situations related to COVID-19 right now as Chaos, they aren’t. In fact, the desire to do see them that way is actually a key indicator that you are in Confusion. When I am teaching this framework, I sometimes label this domain “WTF?” because that is precisely what is happening here. We don’t know what’s going on, we’re confused, and we’ve never been here before. Any data you collect about a problem should all go into the Confused domain first.
From there you can ask yourself where things belong. This is called a Cynefin contextualization and is a core Cognitive Edge method for working with Cynefin. It works like this: you literally put as many aspects of your situation on individual post-it notes as you can, put them in the middle of a table and sort data into basic categories according to these criteria:
- If the aspect is clear and obvious and things are tightly connected and there is a best practice, place it bottom right.
- If the aspect has a knowable answer or a solution, has an endpoint, but requires an expert to solve it for you, put it top right.
- If the aspect has many different possible approaches, and you can’t be sure what is going to work and no one really has an answer, put it top left.
- If the aspect is a total crisis, and you are overwhelmed by it, put it bottom left.
- If you can’t figure out which domain to put the aspect in, leave it in the middle for now. NOT EVERY POST IT NOTE NEEDS TO GO IN THE FOUR OUTER DOMAINS.
Now you have a table with five clusters of post-it notes. You can do lots of things with your data now, but for me, the next step is to have a look at the stuff on the right side. Make a boundary between the stuff you can do right now (Clear) and the stuff you need an expert to help you with (Complicated). You can cluster similar pieces of data together and suddenly you have little projects taking shape.
In the top left corner (Complex), make a distinction between things that are more tightly constrained and things that are less tightly constrained. Think of this domain as a spectrum from closed to open. For example, moving my work online is constrained by needing a laptop and some software, and a place to work and some hours in the day to minimize interruptions. Those are fairly tight constraints, even though I know that I’m not going to get it right the first time around and no expert will solve it for me. I have to make it work for my context. Figuring out how to manage a team of eight people from home is much less constrained, and even comes close to chaotic. So that gives you a sense of the variety possible as you move from the boundary between Complicated and Complex and the boundary between Complex and Chaos. And you can see now why the liminal spaces exist there too. It’s not always clear cut.
Anything else on the left side that is overwhelming is in Chaos, so leave it down at the bottom left. If it is an actual crisis, you probably should take care of it right now and then come back to your framework later!
Stuff that is still confusing stays in the middle and you might want to take a crack at sorting things into Aporetic and Confused. An example of Aporetic might be trying to figure out whether you have the virus or not without being able to get tested. Because you can’t know for sure, you have to hold that knowledge in suspension and let your actions be guided by the idea that you might have it, but you might not too. But you might. You just can’t know right now.
So now you have options:
- For Clear aspects, just do them. Don’t put them off either, because failing to do so will drop you into chaos. WASH YOUR HANDS OFTEN FOR 20 SECONDS WITH SOAP. That’s an order. Orders work well here.
- For Complicated aspects make a plan. You might be able to find someone to help you learn the technical aspects of setting up a zoom meeting. You’ll definitely find videos and technical documentation to help you do it. You can learn that skill or find someone who knows it. This is what is meant by Sense-Analyse-Respond. Do a literature search, listen to the experts, and execute.
- For Complex problems, get a sense of possibilities and then try something and watch what happens. Figuring out how to be at home with your kids is pure complexity: you can get advice from others, talk about with friends and strangers, read blog posts and tweets, but the bottom line is that you need to get to work and learn as you go, engaging in a rapid iterative cycle and see if helpful patterns emerge. As you learn things, document practices and principles that help guide you in making decisions. If rules are too tight, loosen them. If the kids need more structure, apply it. Finding those sweet spots requires adaptive action, and learning as you go. Here we talk about Probe-Sense-Respond. Don’t worry about collecting tons of information before acting: it won’t help you past a certain point. Act on a hunch first and monitor the results as you go.
- Liminal complexity means that you are choosing to enter into proximity to either Complicated or Chaos. if you apply constraints (like enforcing rules on the kids) you are moving complexity towards the ordered domains. That might work, but too much rigidity will create problems. On the other hand, if your constraints are too rigid you may find yourself unwittingly creating patterns that make it hard to flow with the changing times. And so you release the constraints until you can discover something new and helpful, and then apply constraints again to help you manage in complex times. An example might be adopting the assumption that you are a carrier of the virus and letting that assumption guide your behaviours. That helps you to make choices that will probably benefit you and the people around you. (And here are some heuristics to practice with if you have kids at home during the pandemic)
- For chaos, you are going to need to apply constraints quickly and maintain them until the situation stabilizes. That might mean self-quarantine if you are infected and sharing a house with others. It might mean relying on emergency services to impose those constraints for you.
- For confusion, think of this as the top of the fountain and as new data enters your system, add it there until it trickles into the right domain. I like to revisit things that are in this domain from time to time, because as I get to work on stuff, sometimes my confusion about other things disappears, or sometimes I find a true paradox that can never be resolved and those are delightful in themselves.
So, to conclude
In summary:
- Cynefin is a five (expanding to seven) domain framework. Whatever you are doing probably has aspects of all the domains at play at any given time.
- If you need to learn something, or discover new things, loosen constraints. If you need to stabilize a situation, tighten constraints.
- In the Ordered domains, rules, laws, and experts are helpful and should be obeyed. In the unordered domains, principles and heuristics should be adopted that are coherent with goodness, safety, and care, to guide behaviour and learn new things.
- In chaos, stabilizing the situation is most important. Act now to restrict your actions and once things are stable, make the next move.
Be careful, be aware, be connected, learn and share as you go. None of us have been here before, so offer grace and support. Try to look at what is happening and suspend your judgement. Don’t spread information unless you know it is reliable, and help each other out.
Facilitators are getting inundated with panicky requests to host meetings online. Some of us have the tech know-how to do this, and others don’t. Clients are feeling pressure and urgency to get teams up and running online and folks are hoping the important meeting that they have been working with for months can suddenly go online and get the same kinds of results.
Here is some stuff to help you out.
Slow down. Just because you are not hosting face to face does not mean you are not hosting. Make sure that you do the due diligence in designing and hosting the meeting. You will need to talk to your clients and coach them and give a sense of some of the realities of what is possible and what isn’t, and you are going to need to remind them that this will be clunky and difficult as people learn new ways to work together. Have them invite the group to be patient as everyone learns how to do this.
Work with a tech person and a harvesting person. No matter what platform you are using. hosting online takes a special kind of presence and attention, and it is helpful if you have a small team of people to help you. Notably, if you can have someone managing the tech – including taking participants with technical problems offline – that helps a lot. Also harvesting and documenting as you go is important. As in all processes I run, I try to get folks to co-create the harvest, and when working online you can do that in a Google document where you can set up a template beforehand. If you aren’t able to get everyone to work on the Google document – because people are connecting by phone, for example – then make sure someone is keeping good notes of decisions. At a minimum type these in the chat function, but don’t forget to save the text before exiting the meeting.
Keep it simple. You might be super interested to use all the new tech tools and apps, but bear in mind that your participants are most interested in connecting and getting their work done. Use the easiest mode possible, even if that is a good old fashioned conference call, and taking notes with paper and a pen.
Design together. Let your clients know that it will be helpful to design well. At the very least you should have a conversation with them about the urgent necessity for the meeting and the purpose, the outputs that you are looking for, and the structure and flow of the meeting that will serve that. You can download the Chaordic Stepping Stones tool for a deeper dive into design, or just keep it simple and high level. But let them know that just because you are going online does not mean you can shirk on design time.
Consider the check in. Check ins are really important parts of meetings. It brings people into the meeting space and helps them ground. Invite folks to do these things:
- Shut down all their other apps and programs and clean up their monitor view. This will help people not get lost navigating between windows and will prevent them from getting distracted, and it also conserves bandwidth and makes connections more stable. My friend and colleague Amanda Fenton today shared that it is a kind of aesthetic practice, to create a clean and beautiful workspace for work.
- Give a moment of silence. Just invite a breath, There is a lot going on. Bring a bit of calm into the space.
- Invite people to check in on the google document or in the chatbox. Doing this invites people to immediately participate, by typing and seeing other people working. It helps focus attention on the work at hand and prevents a distraction.
Attend to dynamics:
- Be aware of grief. Everything is shitty right now. People are not coming into work situations in the best mood and some may be experiencing crippling anxiety or grief. If you have an intense meeting coming up with important content, consider offering the check-in as a special gathering an hour or two in advance, just so people can connect with their colleagues and share their emotions. At the very least, remember that in stressful times, people swing wildly in their responses to things. You may need to intervene more often than usual and offer silence and regrounding.
- Be aware of the hum of rush. There is a hum running under everything that is making folks feel rushed. It’s as if the meetings I have hosted or participated in have been running at about 500rpm higher than normal. It’s barely noted consciously, but I’ve noticed that it spins people into intensity. Add to that any technical glitches and frustrations, and it’s difficult to keep it together. So between grief and the hum of rush, pay attention to the emotional tone of the meeting. Focus on the important urgent matters with the right urgency.
- Get ready to let go of your design. That should go without saying in any facilitation, especially if you are facilitating in turbulent and complex situations, but it’s even more true now. Take time to design, but as my friend and colleague Ciaran Camman remarked today, “really be ready to let things go, to find out what the need is again, and respond to that.”
- And this one from Amanda Fenton: “Everything takes a little bit longer. If you ask a question, wait twice as long as you would when hosting face-to-face. People are working harder to sense cues from each other on who might be ready to speak or be fumbling for their un-mute button. If you use break-out rooms, give a minute of informal reintegration before transitioning. Welcome those little pauses.” Good advice.
And finally, attend to your practice. Remember when we used to facilitate face to face meetings? You are still that person, and you still have that practice. Take some time in the next few days to sit down and remind yourself of that. Just because we are doing things in a different way doesn’t mean that we aren’t needed in the same way.
Please share more tips and practices below, especially as it relates to the role and practice of hosting and facilitation and less about tools and software.