A box of donuts that Joanna Vervoza-Dolezal, the starting centre back for TSS Rovers, brought for the Swanguardians on the last game of the season. Reciprocity in support.
Yesterday I had an informal call with a person who is leading up customer relationships for a large local company. The company is both a profit-making venture but also is a community institution and has a profile and responsibility beyond just the bottom line. We were talking about how the organization was stuck and the different approaches that the organization was taking towards customer relations when we stumbled onto an untapped area that may help to get the organization unstuck.
For organizations with double or triple bottom lines, the moment your focus moves beyond a financial return on investment, your customers and clients stop becoming ATMs and start becoming friends. Yes. Friends. The lines between your organizational life and the community become blurred. Social license becomes a reality, and that means that customers suddenly make decisions out of love and loyalty to the bigger vision which they can help co-create. They become non-material investors and shareholders in what you are doing. Your sustainability does not solely rely on making a profit. It relies on how those people that buy your services AND how they help shape and co-create your mission.
Where we got to in this conversation was that the organization needed to find ways to allow customers and clients to offer something back. Rather than going out and catering to their needs constantly and trying traditional marketing methods of giving the illusion of being a part of something, customers and clients of the organization need to have a chance to be meaningfully involved. In fact there are probably at present lots of people who are trying to give back and be involved but haven’t been seen because the organization has no way to receive their gifts. This is a real shift for how this organization has grown to see its customers. As the connection to social license fades away, customers increasingly get seen as people to be catered to, responded to and served. On the surface that seems a noble customer relations strategy, but when challenges are met, there are very few people with a meaningful investment in the organization to help repair it and set it back on track. Customers can just walk away at any time. And if you have customers who have bought into the social bottom line but you are only chasing the dollar, those ones will feel the lack of reciprocity first. When they leave its hard to get them back.
Why? Because people want to give. They want to be a part of something. They want to do something meaningful with their lives, their time and their money. We love a good product, but we also crave being a part of making it. Witness the way Apple for example has created a Distinguished Educator network. This is a way that educators in schools who love Apple products can help create new applications for these products in their schools. These folks are often cutting edge front-line teachers who are exploring pedagogy and using technology in a way that supports good learning theory. They are no longer customers. They are helping the company grow its brand, for sure, by working with schools but they also helping Apple find new ways to use their technology in service of education and learning.
As the Chair of the Board of Rivendell, a non-profit spiritual retreat centre, we’ve been exploring this angle through fundraising. We are an organization that has been generously supported by a Foundation throughout our whole existence and we have decided that we want to start doing fundraising not because we need financial resources, but because we want to create a different relationship with the community of people who love and support us and for whom our organization has made a deep impact in their lives. None of us on the Board are skilled at fundraising, and for all of us the prospect of doing it is terrifying. So we decided to learn together. We worked with a friend of mine who specializes in fundraising in these kinds of situations and he said his job is not parting people from their money but rather “helping people with money them heal by giving them a way to make meaning.”
Heal from what? Partly from a world that has completely commodified us either as a customer or as a unit of productivity. I think humans have a deep need to give and to be a part of something, but those of us who live in capitalist market-based societies are primarily valued as transactions. Everything we do is tracked for the benefit of dominating our attention and ultimately our wallets. But when I am offered an opportunity to provide a gift of time or money because it enters me into reciprocity and relationship, suddenly my life has the meaning I have been seeking. It is truly healing to give a gift and have that gift received.
To refuse an authentic gift is dehumanizing to both the giver and the receiver. Over time, losing the opportunities to provide gifts causes us to lose touch with what fundamentally makes community.
You cannot build communities around transactions. If your organization has a social bottom line at all and your entire customer relations strategy is transactional, I reckon you will always fail on this score. I think many companies who start out with a social bottom line leave it behind if they can’t figure out how to do it and revert to the single financial bottom line. That is enabled with customer management systems and managers who are trained in this type of work. Through our Art of Participatory Leadership training, we seek to teach leadership practices that enable social sustainability through enabling contribution. I’d love to know if folks are seeing this meaningfully taught in MBA programs or inside other institutional management and business programs.
The sustainability of an enterprise with an implicit or explicit community mandate rests in the ability of the enterprise to create spaces for people to give and co-create. That leads to co-ownership which can be material – like with our TSS Rovers FC community-ownership model – or more intangible, like the feeling of connection people have to helping create a space for spiritual renewal at our Rivendell retreat centre. Our sustainability depends on financial security and community. TSS Rovers FC needs to make a profit to survive, but we cannot do that without a community of people investing their time and talent over the long term to create an organization that is about developing humans, whether on or off the pitch. We encourage folks to offer what they can to the enterprise with two principles:
- Assume your talents are needed and;
- Proceed until apprehended.
The result at Rovers is that we have a happy patchwork of folks who offer expertise, enthusiasm, money and sometimes just an extra body to move things around. We even have a tradition of our players helping to set up the stadium and prepare the supporters section before they begin their warm up routines. We try to provide opportunities for everyone to experience gifting, because that is fundamental to the game of football anyway. Giving, receiving, offering space and time, and enabling your team mates to succeed is what secure victory on a football pitch and so we try to bring that ethos into our lives off the field too. That is how we go from being a successful football club to being a place that makes better humans and builds community whether you come to a match, in cleats, boots, shoes, sandals or bare feet.
Think about that. In the place where you are involved as a formal or informal leader, how are you enabling people to give? How are you receiving and holding the gifts and intentions of those in your orbit who are already giving to you? How are you enabling reciprocity to build community and sustainability?
My friend Marcus Jenal published his latest weekly newsletter in which he muses over a few questions related to complexity, strategy and taking a stance. He doesn’t have a comments section enabled on his blog (hint! hint!) so I’m going to respond a bit to what he wrote here and we can have a conversation in this space.
Too often, I fall into the trap of questioning every new insight I have and asking myself if that insight goes deep enough. Every insight is still biased through my cultural coding, my upbringing, my context, etc. Yet by the very nature of being human we will never reach a place of ‘pure’ unbiased understanding. So we need to strike a balance between self-critical reflection and believing that we found some ground that is solid enough to step on and move forward.
It’s like the metaphor of crossing a river on foot. We make a careful step to check if the next stone is stable enough to step on or not. If it is, we make the step and then check which direction we can go from there. If we get stuck, we move a few steps back. But if we never trust the stability of the next stone, we will not move at all. And yes, sometimes we might fall into the water but that’s ok. We can pick ourselves up and start again.
This is one of the biggest blocks I see with folks who are new to complexity work. There is a tension – a polarity even – between needing to move and needing to know. I think that tension is generated by standard problems solving practices that begin with the Cynefin framework’s Ordered Systems formula of “SENSE – ANALYSE – RESPOND.” You start by gathering information you can about the system, have an expert analyse the data and tell you what to do, chart out a path forward and then execute. That is what most problem solving in business and organizational life looks like and it permeates design thinking and action practice.
When I’m teaching people to work in complexity, it’s good to use tools and metaphors that draw on their own experiences in the rest of their life. I am firmly of the belief that human beings are innate complexity workers but our organizational life squishes those capacities out of us, or relegates them to the sidelines of our non-work lives, to hobbies, games, parenting, gardening, cooking, art, and other activities of daily life. In places where we are safe to fail, we can try all kinds of things at our own pace and comfort. We are not paralysed by the fear that someone will yell at us for getting it wrong, or worse, we will be fired, demoted, or thought less of. So many organizations and leaders I work with are paralysed by fear. Ofet they figure out how to download that fear on to their teams and always have someone else to blame if things go wrong. That’s a lot of the work we do when trying to open up leadership practice.
“Why are we stuck?” ask many leaders. “How do you reward failure?” I ask in return. And thus begins the conversation.
These days I just point people to this EXCELLENT Liz and Mollie cartoon to illustrate this:
So yes. We need to act without information. We take up some, have a sense of where we want to go, and then move and the cycle begins.
That leads to the second part of Marcus’s post:
I am re-watching the two conversations between Nora Bateson and Dave Snowden on ‘When meaning looses its meaning’ (Session 1, Session 2) together with a group of friends who are both interested in Nora’s and Dave’s work. We are having fabulous discussions after watching bits of the conversations. While Nora and Dave try hard to agree with each other, of course they have their differences. And these differences are somehow reflected in my own thinking about how to be and act in the world, which I’m expressing in my weekly emails – particularly the dilemma of if/when/how to act. In very strongly simplified terms, Nora advocates for broad, open, purposeless spaces to make connections and relationships that will then sprout into change in whatever way, while Dave sees the possibility of catalysing certain attractors and shifting certain constraints in a more intentional / purposeful way so that new, more desirable things emerge (he calls this ‘nudging’ the system). While it is more obvious with Dave, both have an idea of how a more desirable world would look like: more people would accept that ecological and complexity thinking are better ways to engage with the world than industrial linear thinking. Both, Nora and Dave, take a stance, which allows them to become thought leaders.
It has been lovely watching Nora and Dave dance together and as Marcus rightly identifies, the differences, held in a generative tension, are the interesting bits. I think the tension about direction of travel that Marcus has seized on here is an important polarity to navigate in complexity work.
Direction of travel matters. Call it a moral compass, call it a shared purpose, a shared vision, or a sense of what is right and good, but INTENTION, as Alicia Juarerro will tell you, matters. It serves as an attractor for action and so if you are planning to move, you better be aware of your intention, especially if you think you are just hanging out in a purposeless space. In complexity, there is no space that is free from context. If I am just hanging around with a soft gaze waiting to explore something, that is not an empty space of thinking. My eyes and ears and heart are conditioned and constrained by my history. And that is why Nora’s ideas of “warm data,” as I understand them, are helpful. It helps to populate the purposeless space with enough diversity and possibility that it can be intentionally purposeless.
I learned that a long time ago when I was thinking about Bohmian dialogue in the context of alos developing my practices of invitation. Bohmian dialogue is intentionally open, and, as Harrison Owen once said, “Whatever happens is the only thing that could have happened.” That is true and it is alos true that there is always intention in the invitation, and whoever comes has arrived there by virtue of the history of connections that led them to discovering and responding the the invitation. Spaces can be open, but they are never unbounded. Awareness of the boundary conditions is helpful for understanding what is possible and why what happened was “the only thing that could have.” Complex systems have history and that history matters.
So I think this difference that Marcus has found presents us with a nice space to manage within when we are working in complex systems. A range of openness of direction of travel from broad to narrow. At a certain point if you treat the direction of travel like a target you have drifted into the complicated domain in Cynefin, which is fine, if that is truly what you are doing. But targets are not the same as vectors and they inspire very different patterns of behaviour.
Oh and on Marcus’ last question…
PS: I’m not 100% sure what the difference is between ‘taking a stance’ and ‘taking a stand’. Even English native speakers could not really explain it to me consistently.
…I answered him by email saying essentially that a “taking a stance” is a position that you take to prepare for action, and you optimize your ability to engage well to whatever is coming. It’s preparing to move. “Taking a stand” is getting ready not to be moved, to dig in and resist whatever is coming. One could even say it’s another way of thinking about the resilient vs. robust form of dealing with change.
Lots of good stuff coming through the pipe lately. Here are some links for your attention:
AI is running our lives and we need to find ways to deal with it.
- A conversation with LamDa, an artificial intelligence, and the implications of this transcript. The stuff seems like science fiction, but so much of our lives are starting to be mediated through AI bots. We are heading for a reckoning with our ethics, and I’m not entirely sure that the folks with their hands on the technology levers of power are equipped for the job. Make philosophy and ethics a required part of STEM curricula? Please?
- Perhaps as an antidote, or a vision of what could be, Harold has a nice piece about managing in complexity and the need for what he brilliantly calls “permanent skills.”
- And because Harold is such a must-read much of the time, here’s another piece on how he navigated information wars and expertise during the first two years of the pandemic. Paying attention to signals and having well curated streams for receiving good information is very very difficult, and not something that most of us have the time and experience to do. And so we are preyed upon by single viewpoints that have a lock on our dopamine production, feeding confirmation bias and disconnection. Harold’s writing, as always, seeks to bring the most brilliant human capacity of sensemaking into this work.
Being a better facilitator
- Nadia and Corinne remind us of the power of invitation. I have blogged about this stuff for decades, but I never tire of reading simple,well thought out pieces on this. Share them with your clients and groups you are working with, because they help to spark the conversation that will lead to designing good group process.
- Beth Cougler Blom dusts off her preparation protocol for in person meetings and finds that it needs an upgrade. Useful to me as I have been quite slow to return to in person work, and I’m mostly okay with that. So that means I need to be really conscious when preparing space for in person meetings, and reports from the front line are welcome!
Geek out on some sports and complexity theory
- Some of the most exciting work to me in applied complexity is happening in the sports world. This is a truly OUTSTANDING twitter thread from Phillip O Callaghan charting hours worth of reading on nonlinear pedagogy and constraints led approaches to sport, which has implications for all the ways in which we teach complexity in complex settings. Honestly, this is a course syllabus.
- Here is a really good piece on how the former Australian cricketer Greg Chapelle managed his cognitive load and attention to enable himself to make decisions in a environment that required both hear and wide situational awareness. Fascinating discussion on how we find strategies for managing ourselves in novel cognitive environments, and how so much of the tools we need are already available to us, to be exapted from other parts of our evolutionary journey.
And I leave you with a lovely quote shared by Euan:
[People] go abroad to wonder at the heights of mountains, at the huge waves of the sea, at the long courses of the rivers, at the vast compass of the ocean, at the circular motions of the stars, and they pass by themselves without wondering.
– St. Augustine
That’s probably enough for you to get stuck in for a few weeks.
I think this quote really captures my own social justice practice and my own spiritual practice. Ilia Delio is perhaps what we would call an evolutionary theologian and what she says here about “becoming something that is not yet known” says volumes to me:
By evolution, I mean simply that change is integral to life. We are becoming something that is not yet known. To live in evolution is to let go of structures that prevent convergence and deepening of consciousness and assume new structures that are consonant with creativity, inspiration, and development.
Evolution requires trust in the process of life itself. There is a power at the heart of life that is divine and lovable. In a sense we are challenged to lean into life’s changing patterns and attend to the new patterns that are emerging in our midst. To live in openness to the future is to live with a sense of creativity and participation, to use our gifts for the sake of the whole by sharing them with others.
— Ilia Delio, The Hours of the Universe: Reflections on God, Science, and the Human Journey (Orbis Books: 2021), 220–221, 223–225.
It is hard to stay open to possibility when we are confronting a choice between the familiar and the new. I have always imagined that a world that addresses climate change, one that properly restores dignity and equality and essential relationships to land and sea and between peoples is one that will deliver a better world than the one we have now. But power and familiarity breed intransigence and unless we can truly let go of what we know and fall forward into the theoretically innumerable realities that are better than this one, we remain trapped in these patterns of behaviour in these ways of relating, in these ways of making a living.
We need moments of disturbance to move into new realities, and the more we refuse to accept the painful truths of the status quo, the less chance we have of actually making something better.
We are emerging from 2020, a year that was terrible in so many ways and one in which we saw many stories of governments mobilized to retool systems to create universal programs of health and economic care; stories of mitigated climate impacts and the support for local economies; stories of massive logistical challenges solved; stories of racial equity and justice being foregrounded and new conversations and actions around changing the coercive structures of power that perpetuate injustice.
We have evidence that we can quickly make massive changes that take us into that “becoming” but we remain trapped in the fear that doing so will cause loss and harm to people (let’s be honest, people who look like me) that benefit from the status quo. It might do, but the status quo is such that we are at a moment in history when we have enough wealth to mitigate those losses and usher people into a better world. There will be contraction. We can manage. Some of us have no idea how much resilience we actually have, because we’ve never been tested.
We can’t know what we are becoming, but we have enough evidence to know that the path we have been on and the vector on which we are travelling is heading towards a world where our gifts are increasingly discarded and our regard for life diminished. Perhaps at some point the fear of the immediate reality will outweigh the fear of choosing something different. I wish it weren’t so, that we have to be motivated by fear over love. And we need not hope for this future – it is the hope that kills – but rather we simply need to act now and trust in one another differently, listen to the voices that are at the margins of our world, at the ecotones between the thriving systems of life and the social clearcuts in which we are immersed. Those voices are bringing us the new patterns, the challenges, and the invitations. Hear them, amplify them, exchange gifts, follow them and let’s journey away from this hellscape.
All facilitation work happens within containers and those containers are separated from the rest of the world by thresholds. When you enter a meeting, you are removing yourself from the world and entering into a space where specific work is being done. It’s no exaggeration to say that this is almost a ritual experience, especially if the work you are doing involves creating intangible outcomes such as team building, good relations, conflict resolution or community.
Good participatory meetings have the characteristics of the Four Fold Practice within them: people are present and hosted with good process. They participate and co-create. In order to do this, participants need to make a conscious step over a threshold into the container.
Thresholds are as old as humanity. The boundary between in and out is ancient. Being welcomed into a home, a family, a structure or a group comes with ritual behaviours to let you know that you have left one world behind and entered into another.
In meetings, these thresholds are multiple and nested. My friend Christie Diamond once said “the conversation begins long before the meeting starts, and continues long after the meeting is over.” That has rung true for the thousands of conversations I have hosted and participated in over my life. And on reflection, I can trace a series of threshold that are crossed as we enter into and leave a conversational space. At each step, my “yes” becomes more solid and my commitment to the work becomes more important and concrete. See if this scheme makes sense:
- Invitation is noticed
- Engage with the call, connect it to my own needs
- Making time and space to engage (committing my resources)
- Physically moving to the space
- Arriving in the field of work
- Entering the physical space
- BEGINNING THE WORK
- PARTICIPATING IN SUB-CONTAINERS WITHIN THE MEETING
- FINISHING THE WORK
- Leaving the space
- Exiting the field of work
- Returning home
- Reorganizing resources to support the change
- Re-engaging with the world
- Working from a changed stance
Each one of these crossings happens whether you are coming into someting as mundane as a staff meeting or something as important as attending your own wedding. Often time facilitators pay attention only to numbers 7-9 and many times 7 and 9 are given short shrift.
I’m curious to hear about your own experiences of crossing thresholds for important meetings.