
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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One of my mantras that helps keep me focused when I’m designing a process is “I’m not planning a meeting, I’m planning a harvest.” This helps me focus on need and purpose and helps me choose or create processes that make good use of our time together.
Facilitators can be guilty of the sin of falling in love with their methods and tools. Especially when we learn a new thing, we are desperate to try it out, sharing our zeal for this fresh thing we’ve discovered. In my own experience, many times that results in the meeting being about my needs and not the needs of the group. If I design a session based solely on the method – even if it is ostensibly in services of outcomes – I can find myself suffering from intentional unawareness and missing what the group wants or needs.
Because I am a process geek and love my tools and methods, I have found it necessary to disrupt the tendency to suggest a structure before fully fleshing out what is needed. This is why I organized the planning tool I use, the chaordic stepping stones, in a way that saves final decisions about structure until the very end of the planning process.
While it is essential to start the design with need and purpose, equally important is having a strong sense of the outputs, or the harvest of a process. In participatory work, outputs are not merely the tangible record and artifacts of the meeting. They are also intangible. Another design principle I use is “leave more community than you found” which demands that whatever we are doing, we build relationships and social connections in a group as much as possible and at the very least do no harm to social relationships. Building relationships is essential if the outputs of group work are to be sustained after the meeting is over.
Keeping these principles straight is aided by this handy framework I helped develop years ago, inspired by Ken Wilber’s integral theory. It recognizes that every meeting produces outputs that are both tangible and intangible, as well as individual and collective.

Harvesting and Collective Sensemaking
Tangible collective outputs include meeting artifacts, such as data, reports, visible shared purpose, decisions action plans, structure and organization, and records of the event. Intangible collective outputs include social relationships, collective learning, and social cohesion.
Tangible individual outputs can be skills, personal takeaways, a clear personal workplan, or a knowledge of one’s role and responsibilities. Intangible individual outputs can include belonging, encouragement, clarity of purpose, enjoyment, and a sense of purpose.
All facilitators spend time working on the tangible collective outputs of a meeting, but sometimes we give the other three quadrants short shrift. If we don’t pay attention to these things, especially the intangible outputs, we can often create good artifacts but at the expense of relationships or trust. How many times have you been a part of the process where the facilitator delivered on the work, but everyone felt worse afterwards? Harvesting needs to be reciprocal, not extractive.
I use this framework by asking my clients to choose two or three desired outputs in each quadrant. These are things we want to happen as a result of the meeting and they become constraints for choosing our tools and designing a flow for the process.
Recently I helped design a meeting process for the First Nations Technology Council to invite First Nations social development managers to come together and work on an investment strategy to improve the use of technology in their work of providing income assistance to individuals in their communities. It would be easy to make this an extractive consultation, but my client was clear that we needed to build community between these people, encourage learning and peer coaching and ensure that going forward the work was supported and stewarded by the participants themselves..
When I came on to the project, we had a good draft agenda that was tailored towards getting information from the participants to include in an investment strategy being prepared for the federal government. But in checking against the intended intangible outputs, we realized that the process was too dependant on the facilitator and presentations from the front of the room. We made some significant changes to build more community, more peer support, and more ownership of the work. These included:
- Changing an environmental scan to a world cafe in which participants shared their stories about their work and the way they were able to provide services in spite of the technological challenges they faced.
- Moving from a sterile user profile process to a peer process in which participants interviewed each other on the steps that each manager goes through in meeting, processing and reporting on income assistance. We made a process timeline and participants coded their work to show where they used technology, where frustration existed in the system and where the process was bottlenecked. These became key points for the investment strategy.
- Instead of the FNTC writing the strategy themselves, each of the five consultations will appoint two participants to be a part of a sense-making group whose job is to review the work of the entire process and design the investment strategy alongside the Technology Council. This group of ten will convene to produce the final product, and hopefully deliver it to Ottawa, preserving the voice of participants in the work.
The meeting took participants by surprise and many were thrilled to be engaged in a participatory way and have their knowledge honoured. Because these people don’t often get a chance to meeting others in the same job, they were hungry for network building and sharing solutions with each other. Supporting this community will be an important part of the work going forward.
Focusing on the harvest in all of its aspects helps to create a set of enabling constraints that helps me to be a better process designer and provide a better overall experience for participants. Give the tool a try and let me know how it changes your practice.
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A couple of years ago, my friend Pauline LeBel and I were discussing ways to increase learning about indigenous peoples amongst our neighbours on Bowen Island where we live. We live squarely in the traditional territories of the Squamish Nation, and in thinking about how as settlers we should all orient ourselves to our indigenous hosts, the phrase “knowing our place” came up. Pauline employed it as the title for a series of readings and events that she has curated for a number of years now on Bowen Island. I use it as a kind of heuristic to answer the question of what is the role of settlers in supporting the struggles and aspirations of the First Nations within whose territories we live and work.
When I first arrived in Vancouver in 1994 I was working for the BC Association of Aboriginal Friendship Centres. I attended a meeting at the Vancouver Aboriginal Friendship Centre at which Leonard George, then chief of Tsleil-Waututh, opened with his father’s well known prayer song. He introduced the song as “the Coast Salish National Anthem” and told the story of how his father, Chief Dan George, has gifted the song to the Chiefs of the various Salish-speaking Nations around the Salish Sea, where we live. It made a huge impact on me, and I instantly understood what it meant to be living here. A few years later, when I asked if it was a song I could sing for others, to help them understand in whose country we are really standing, his eyes lit up and he said “of course!”
Leonard was an incredible singer and anyone who heard him sing this song before his voice changed due to cancer will attest to how it made the hairs on your arms stand up and sent a shiver through the spine. It is an incredible song, and in Leonard’s hands, it was a profound spiritual experience. Here he is singing it to open the International AIDS Conference in Vancouver in 1996:
From time to time, I get to sing this song for others and it is almost always the case that they have never heard it, no matter how long they have lived in these territories. On Friday I was asked to come to Rivendell Retreat Centre (where I am on the board) to sing it for a group of refugee families that were having a Thanksgiving weekend retreat. There were six families from Eritrea and two from Syria and they had all been in Canada for less than two years.
About two thirds of the group were children, mostly elementary school and younger. When I pulled out my drum to sing the song, several of the Eritrean kids cam running over and started singing what sounded like this song. When I played a verse of the song and asked if that was what they were singing they said yes. Apparently they had been taught the song in school and they all knew it.
So yesterday was the first time I ever sang Chief Dan George’s prayer song – the Coast Salish National Anthem – for Vancouver area residents accompanied by people that knew it off by heart: eight refugee kids from Eritrea who sang with great gusto and enthusiasm and pride. They knew where they were and they knew why we were singing that song.
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Part seven of a seven part series on the seven little helpers for dialogue and action
- Part 1: Presence
- Part 2: Have a good question
- Part 3: Use a talking piece
- Part 4: Harvest
- Part 5: Make a wise decision
- Part 6; Act
7. Stay together.
Our final little helper in this series is maybe the most important and it perhaps brings us back to the beginning again. Quite simply, if you have taken the time to do good work, the best way to ensure that it is sustainable over time is to stay together. Important work requires a strong relationship between people that can hold the work as it moves, grows, changes, and sometimes fails. As my colleague Tuesday Ryan-Hart says, “relationship is the result.” Good work done in the absence of good relationship rarely fulfills its potential.
I remember watching an American sports broadcast of the FIFA World Cup in 2010, with German legend Jürgen Klinsmann reporting as a correspondant for ESPN from the French team’s training camp. The French team imploded that summer, a team that had squeaked into the Finals on a poor refereeing decision to begin with. The team scored only one goal in the group stages and lost all three of its games. The players revolted and brawled with coaches and administrators. It was horrible.
When asked why the team was performing so badly on the pitch by the American sports anchors, Klinsmann stared incredulously into the camera and said “because they don’t like each other; they are not friends.” The Americans blinked dumbfoundedly at an answer that seemed to come from a kindergarten teacher. But to anyone that has played a game like football, (or hockey or basketball and other “flow” sports) you will know EXACTLY what Klinsmann was saying: without good relationships, it is impossible for talent to perform at its potential. Staying together is everything.
So here are a few principles to keep that going.
Give equal attention to action and relationship. Relationship is sustainability. Developing and practicing good working relationships is essential. The fruits of good relations are borne when times get tough and if you haven’t been actively practicing as you go, it will be too late to draw on those resources when you’re in a hole. Find ways, in all of your strategic work, to also do the work of maintaining trust, respect, generosity, and honesty. Have string enough relationships that there is no fear to call each other to account, because you all know that it is for the greater good. Every planning session, every update meeting, every community consultation is a chance to generate good results and good relationship. Make sure you build in co-responsibility to care for the quality of relationship as well as the quality of results.
Check in with one another to maintain healthy relationship last based on openness, trust and support. There is a personal aspect to this, and team members should be doing their work to create productive and healthy relationships. Take time to celebrate and to socialize. Build in depth to your relationships. The best teams I have ever been on are with people who become trusted friends, and even if our work goes sideways or our working relationships crumble, we can walk away still holding each other in high esteem. It isn’t easy and that is what makes it worthy.
Whenever possible create and work with conditions for reciprocity, gifting and mutual support. The biggest lessons I have learned from healthy indigenous communities and organizations focus on this. Reciprocity, gifting, and mutual support are practically essential features of every indigenous group I have ever worked with. You simply cannot show up in these spaces self-centred, single-mindedly focused on transactional work, or unwilling to offer mutuality and support. Organizations and communities who hold a high ethic around these issues tend to be resilient and generative over time. So accept the invitation to decolonize your approach to relationships, especially when you walk into a place holding power and privilege.
I hope this series has been useful and inspiring. It’s been fun reading the comments and the additional insights. If you have more to add later but find the comments closed, please contact me and let me know.
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Part three of a seven part series on the Seven little helpers for dialogue and action.
3. Use a talking piece
Think about any conversation you have ever had. If it ws a good conversation, there was a purpose or a question or a topic that was compelling and interesting to the people taking part. You may have found yourself “leaning in” and listening with curiosity, offering your own stories and perspectives, finding commonalities and exploring difference. In our natural setting as human beings, conversation sis easy and a wholly natural way of exploring ideas and making sense of the world. If so you have found yourself in a dialogic container, a social structure with a centre and a boundary and all kinds of things happening inside.
So much of organizational life though runs counter to our instincts, and even when there is an important need for a conversation we can find ourselves resistant to it. The timing doesn’t work naturally, or the conditions aren’t conducive to the natural flow and participation of a good conversation. There are many times when we need to stop what we are doing and enter into a space where we can pay attention to each other. Good dialogue practice helps us to do that by creating a container which encourages speaking, listening, sense making and decision. in times of conflict or stress, a thoughtful method that allows everyone to speak and be heard is essential.
A simple method for every facilitator is using a talking piece: some item that can be passed around a room and allow the person holding it to speak while others listen. The talking piece, and its rules and rituals, structures the process and creates the container. Every facilitation tool, agenda, or set of guidelines and principles functions to structure process. Every facilitator decision functions like a talking piece. When Toke added this one to his list of “little helpers” it was with the caveat that such a tool needed to be chosen and used with great care and consciousness about how it would affect the group. As a facilitator you wield a lot of power and it’s quite difficult to strike the right balance between too much freedom, which doesn’t provide creative constraints, and too much control, that throws people into apathy. Learning how to strike the balance is a practice, which means that you get better at it the more you do it and reflect on it. There is no answer for how to strike the right balance, but here are a few principles that might be helpful.
Host the process in a way that allows the group to do the work themselves. As much as possible, stick to creating the conditions for people to do their own work. Don’t tell people what to do or what they will feel. Try not to be the person interpreting the words of participants or the overall insights of a group. Instead create good process that allows people to make contributions, listen and learn and mitigate their personal impact on a collective conversation.
When things go awry, pause and go back to the simple question: “what’s happening?” Conflict is inevitable. Things go off the rails. People get angry and hurt. The facilitator makes mistakes. Remember that when these things happen, you are not alone. You are allowed to reset, to take a breath and move to a higher level conversation about what’s happening. Early in my facilitation career I hosted a meeting which felt like pulling teeth. No one was participating, there was very little creativity and it was stifling. I made the mistake of believing that it was my job alone to fix the situation and the more I tried, the more desperate the situation became. Finally, I realized that I was not alone in the room. There were thirty other people there I could ask for help. I stopped and asked the question “what is going on?”
To my relief one of the participants said “This is not the conversation we want to have right now. You keep asking us to do work that no one is interested in.”
“What should we be working on, then?” I asked. The participants all shouted out the topic they were expecting to be discussing. And so I pivoted the conversation there and said “okay, let’s talk about that then!” and away we went. As a facilitator, you don’t have to have all the answers. If the process you have designed isn’t right, ask folks to help you get it right.
Create a container for conversation using ABIDE. A few years ago I published a paper on using Dave Snowden’s ABIDE framework to design and host dialogic containers. I have since grown to really appreciate this framework and have altered it a little to blend in some of the work from Glenda Eoyang’s CDE model from Human Systems Dynamics. I now have an acronym that neither of them created, but which is insanely useful.
ABIDE points to five things you can change in the structure of a container that will change the interactions of the participants. I would say that every good facilitator and leader working in complexity knows this. Learning this helps you to be able to shift patterns without dictating the outcomes and is an essential step for facilitator development to move beyond simply using tools. I’ll write a longer piece about this later, but here is my current version of these five important characteristics that constrain group behaviour.
- ATTRACTORS. These are things around which patterns are organized in a system: a story, a question, a powerful person, even the physical focus of attention in the room.
- BOUNDARIES: These are things that constrain a system, including physical space, time, money, and mandate Basically these are lines within which a meeting operates.
- IDENTITY: Identities are deep patterns that shape behaviour, and we often wear them unconsciously. They can be formal roles (leader, manager, administrator), archetypes (bully, victim, hero, elder, child), or social constructions rooted in norms around race, gender, class, and other distinctions.
- DIFFERENCES: Difference and sameness can flavour a conversation radically. Too much of one or the other can sap the energy from a container. Homogeniety can create massive spots of unawareness, and complete diversity can become a Tower of Babel.
- EXCHANGES: These are things that flow in a system, be it money, power, ideas, information, or knowledge.
When conversations are stuck it’s often because one of these things is creating a pattern that is unhelpful. Shifting one of these things can shift the whole process.
Be mindful of how you use constraints. Decolonize constraints as much as possible. A container in one context is an enclosure in another. This is an important consideration. In the literature on dialogue, much has been written about “containers” and it has become a technical term in the field. All human process happens within constraints, but different peoples have different experiences of what it is like to be constrained, especially by others. It is very easy to use the term “container” and have it become a colonizing concept. In Indigenous communities, containers can be conflated with the reservation system. In Ireland, the word can evoke the pain of enclosure, the legal process whereby the land was privatized and colonized by the British Crown. And yet in both these contexts, containers for life giving conversation are well understood using terms like “nest” and “hearth.” As with all tools, be mindful of where you are and how you are using it, and how your words will land.