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Category Archives "Featured"

Retrospective coherence and the road not taken

September 14, 2015 By Chris Corrigan Complexity, Emergence, Featured, Leadership

One of my favourite concepts from the complexity world is the fallacy of thinking that comes from the truth of retrospective coherence.  The mistake is that, because we can look back in time to understand causes of our current condition, we can therefore see forward in time and affect the causes of a future condition.  Complex systems are emergent, so we can never be sure what the future holds, regardless of how well we can trace how we got here.

Despite the fact that it is illegal to sell an investment instrument without the warning that “past performance does not guarantee future results” falling for the trap that retrospective coherence gives you a reliable path forward is basically a feature of doing any strategic work at all.  It leads to planning that puts out a future preferred state and then backcasts a set of steps that, if we follow them, will take us there or nearly there.

So there are all kinds of issues with this, and the Cynefin framework’s greatest gift is that it helps us create strategy to avoid to pitfall of retrospective coherence.

Today though, a surprise in my morning reading.  A lovely article on Robert Frost’s “The Road Not Taken.”  We all think we know what that poem is about: about the adventure that will ensue if we just take the less beaten path.  But you might be surprised to learn that the poem is actually about retrospective coherence and not adventures strategic planning (emphasis mine):

 

Most readers consider “The Road Not Taken” to be a paean to triumphant self-assertion (“I took the one less traveled by”), but the literal meaning of the poem’s own lines seems completely at odds with this interpretation. The poem’s speaker tells us he “shall be telling,” at some point in the future, of how he took the road less traveled by, yet he has already admitted that the two paths “equally lay / In leaves” and “the passing there / Had worn them really about the same.” So the road he will later call less traveled is actually the road equally traveled. The two roads are interchangeable.According to this reading, then, the speaker will be claiming “ages and ages hence” that his decision made “all the difference” only because this is the kind of claim we make when we want to comfort or blame ourselves by assuming that our current position is the product of our own choices (as opposed to what was chosen for us or allotted to us by chance). The poem isn’t a salute to can-do individualism; it’s a commentary on the self-deception we practice when constructing the story of our own lives. “The Road Not Taken” may be, as the critic Frank Lentricchia memorably put it, “the best example in all of American poetry of a wolf in sheep’s clothing.” But we could go further: It may be the best example in all of American culture of a wolf in sheep’s clothing.

Brilliant.

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Returning to the Basics

August 31, 2015 By Chris Corrigan Art of Hosting, Design, Facilitation, Featured, Leadership, Learning

“We shall not cease from exploration, and the end of all our exploring will be to arrive where we started and know the place for the first time.”

— TS Eliot

Our Beyond the Basics team is about to host our last gathering of the current cycle of offers, back in North America.  Over the past five Beyond the Basics offerings I have learned more than I feel like I’ve shared. I can feel that my practice has changed as a result of doing this work, and I’ve become interested in the way our team’s ideas and lessons from working at scale have begun to outline a form and practice of leadership that is needed in much of our work now.

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Sense-making in a World Cafe

April 14, 2015 By Chris Corrigan Art of Harvesting, Complexity, Conversation, Facilitation, Featured, Stories, World Cafe 3 Comments

I was back at St. Aidan’s United Church in Victoria yesterday, hosting another conversation in their continued evolution into their next shape.  Last December we worked together to explore four possible scenarios that were being proposed for the congregation. In the past few months they have been working on implementing one of these scenarios – the one which featured a plan to develop a Spiritual Learning Centre.  Yesterday was a short strategic conversation called to explore the shape of what that Centre could be and how it will change life at the church.

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Why rules can’t solve everything

March 31, 2015 By Chris Corrigan Complexity, Emergence, Evaluation, Featured, Leadership, Youth 6 Comments

Recently in BC, we have a had a child die in the care of the state.  This does happen from time to time, and when it does a process is triggered whereby the Representative for Children and Youth lanuches an investigation and makes recommendations which usually result in more rules and procedures to govern the child welfare system with the express purpose of never having it happen again.

I work closely with child protection social workers in BC and there is not a single one I know of whose heart does not break when something like this happens.  Everyone wears the failure.  Social work is difficult not because of the kinds of predictable situations that can be mitigated but because of the ones no one saw coming.  The Ministry of Children and Family Development operates under a massive set of procedures and standards about social work practice.  But no amount of rules will prevent every case of child death.  Just like no amount of rules will eliminate every case of discrimination, every war, every instance of every bad thing that happens to humans.

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Understanding where you are, not where you think you are: some tips and a process

March 25, 2015 By Chris Corrigan Art of Harvesting, Art of Hosting, Collaboration, Complexity, Design, Emergence, Evaluation, Facilitation, Featured, Learning, Organization, Stories 3 Comments

A couple of good blog posts in my feed this morning that provoked some thinking.  These quotes reminded me how much evaluation and planning is directed towards goals, targets and patterns that cause us to look for data that supports what we want to see rather than learning what the data is telling us about what’s really going on.  These helped me to reflect on a conversation I had with a client yesterday, where we designed a process for dealing with this.

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