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Category Archives "Leadership"

The troublesome word “container”

February 9, 2020 By Chris Corrigan Art of Hosting, Chaordic design, Complexity, Conversation, Culture, Design, Emergence, Evaluation, Facilitation, Featured, First Nations, Leadership, Organization, Power 26 Comments

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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Safe to fail requires safety, not just failure

November 6, 2019 By Chris Corrigan Complexity, Design, Facilitation, Featured, Improv, Leadership, Learning, Power No Comments

I travel around many different kinds of organizations. Many of them preach the mantra that goes something like “it’s okay to fail here. Please take risks and try new things!” Unfortunately, when I look around I can’t see much infrastructure in place that allows the work context to be safe enough to fail.

An organization needs to build learning and experimentation into its operations, especially if it is required to respond to changing conditions, improvements in services, or new ideas. And so the idea that “we want people to take risks” is promoted, often alongside an exhortation to do so prudently but really with no further direction than that.

Anyone who has worked in a large organization will know that risk-taking is perilous. There are many ways to be punished for doing something wrong, and the worst punishments are the invisible ones: shaming, exclusion, a tattered reputation, eroded trust, political maneuvering that takes you away from access to power and influence. Not to mention the material punishments of reduced budgets, demotions, poor performance reviews, and limited permission to try new things in the future.

Failure in context

Before going any further, let’s talk about what I mean by failure. Using Cynefin, we can focus on the difference between failure in complicated contexts and failure complex contexts. When we have a complicated failure in a stable and linear and predictable system, the answer is to fix it right away. Ensure you have the right experts on tap, do a good analysis of the situation and apply a solution.

In complex adaptive systems, failure is context-dependent. Here failure is an inevitable part of learning and doing new things. Because complex problems demand us to create emergent solutions, we are likely to get somewhere when we can try many different things and see what works and what doesn’t. Dave Snowden calls this “safe-to-fail” and it means taking a small bet, based on a hunch that what you are doing is coherent with the nature of the system and where you want to go, and acting to see what happens. If it fails, you stop it, and if it works, you support it.

I think I once heard Dave say something like “probes in a system should fail 8 out of 10 times or you aren’t trying to find emergent practice.” That is certainly a rubric I find helpful. This means that in developing new things, you should expect to fail 80% of the time and to do that requires that you put into place a system for supporting failure and learning.

Stuck on a cliff

Imagine you are free rock climbing – no ropes or belyaing – and there is a handhold you are reaching for that requires you to do something you’ve never done before. Your partner says “you’ll never learn to solve this problem if you don’t try something. Don’t be afraid to fail.” Far from being imbued with confidence, you are likely to be frozen with fear, seeing all the ways that things could go wrong. Better to just stick to what you know, and don’t try the move.

If however, you are in this same scenario, but you are roped up and belayed by someone you trust, you can feel safe to try the move knowing that if you fail, you will be caught and you will have a chance to try a different strategy. As you develop mastery in the move, you can use it more and more in your rock climbing life, and you may loosen the safety constraints as you develop more capability

Implications for facilitation and leadership

Safety is about creating good constraints so that your people can take risks and know they will be safe if they get it wrong. The job of leaders is to set the constraints for action in such a way that a safe space is available for work. This can take the form of limited time, money, the scope of action, or other things so that folks know what they can and cannot do. Within that space, leaders need to trust people to do their learning and create feedback loops that share the results of experiments with the bigger system. If you can have people all working separately on the same problem – working in parallel as we would say in Cognitive Edge-speak – then you increase the chances of lots more failures and also of finding lots of different ways to do things. This is called “distributed cognition” in complex facilitation and keeping people from influencing each other increases the creative possibilities within constraints.

The next level of this practice is to honestly incentivize failure. Give a reward to a person or a team that has the best report of their failure, the one that helps us all to learn more. You could easily do this in an innovation meeting by having different groups work on a problem in a fixed amount of time. Watch for the group that fails to get anywhere by the end of the time and ask them to share WHY they failed. Their experience will be a cautionary tale to the whole system.

Almost every organization I work with says that they embrace learning, tolerate failure, and want their employees to take more risks. When I ask to see how they do this, it’s rare to find organizations that have a formal process for doing so. Without that in place, employees will always respond to these kinds of platitudes with a little fear and trembling, and in general, take fewer risks if it clashes with their stated deliverables.

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Principles of resilience for designing and facilitating containers for complex work

October 30, 2019 By Chris Corrigan Art of Hosting, Collaboration, Community, Complexity, Conversation, Culture, Democracy, Design, Emergence, Facilitation, Featured, Leadership, Organization, Power 4 Comments

Last month Caitlin and I worked with our colleague Teresa Posakony bringing an Art of Hosting workshop to a network of social services agencies and government workers working on building resilience in communities across Washington State. To prepare, we shared some research on resilience, and in the course of that literature review, I fell in love with a paper by Michael Ungar of Dalhousie University.

In Systemic resilience: principles and processes for a science of change in contexts of adversity, Ungar uncovers seven principles of resilience that transcend disciplines, systems and domains of action. He writes:

In disciplines as diverse as genetics, psychology, sociology, disaster management, public health, urban development, and environmental science, there is movement away from research on the factors that produce disease and dysfunction to analyses of capacity building, patterns of self-organization, adaption, and in the case of human psychology, underlying protective and promotive processes that contribute to the resilience of complex systems.

The same is true for my own practice and development around complex facilitation. From a resilience standpoint, my inquiry is, what are the facilitation or hosting practices that help create containers that foster resilience and capacity building?

Ungar’s principles are as follows:

  • (1) resilience occurs in contexts of adversity;
  • (2) resilience is a process;
  • (3) there are trade-offs between systems when a system experiences resilience;
  • (4) a resilient system is open, dynamic, and complex;
  • (5) a resilient system promotes connectivity;
  • (6) a resilient system demonstrates experimentation and learning; and
  • (7) a resilient system includes diversity, redundancy, and participation.

I think it’s a moral imperative to build resilience into strategic dialogue and conversations, whether in a short hosted meeting or in a long term participatory process. Participatory work is always a chance to affirm the dignity of human beings. Furthermore, many people come into participatory processes suffering the effects of trauma, much of it hidden from view. While facilitation is not therapy, we cannot practice a “do no harm” approach if we don’t understand patterns of trauma and the way resilience strategies address the effects. Creating “safe enough” space for people to engage in challenging work is itself a resilience strategy. Do it well, and you contribute to long term capacity building in individuals and collectives.

I find these principles inspiring to my complex facilitation practice, because they help me to check designs, and make choices about the kinds of ways I intervene in the system. For example, just off the top of my head, here are some questions and insights we could use to embed our processes with more resilience, related to each principle.

Resilience occurs in contexts of adversity

  • Ensure that a group struggles with its work. Don’t be afraid to overload individuals for short periods of time with cognitive tasks (evidenced by confusion, contorted faces, and fatigue). But don’t let that cognitive overload create toxic stress in the system. Your boundary is somewhere between those two points.
  • Avoid premature convergence (a Dave Snowden and Sam Kaner principle). Create the conditions so that people don’t simply accept the easy answers without going through the struggle of integrating ideas and exploring emergence.

Resilience is a process

  • A resilient system is constantly growing and changing and achieving new levels of capacity, and able to deal with harder and harder stresses. Build-in some adversity to every aspect of organizational life, and you will build capacity building into the organization.
  • There is no “final state” of capacity that is acceptable, and so good leadership and facilitation continue to design processes that work the resilience muscle.
  • Don’t undertake a “capacity-building project.” Instead, make capacity-building a collateral benefit of engaging in a participatory process.

There are trade-offs between systems when a system experiences resilience

  • Watch for the way resilience begins to shift power dynamics and authority in a system. When a group can manage itself well, it requires different support from leadership and different methods of management.
  • If the “operating system” of the organization in which a resilient team doesn’t keep pace with the capacity built in the team, a break can occur. Attend to these connections between the resilient parts of the system (that survive by being changed) and the robust parts of the system (that survive by being unchanged).

A resilient system is open, dynamic, and complex

  • To my point in a previous post on complex facilitation, you have to work in a complex system with a complexity approach. That means eschewing tendencies to control, closed boundaries, fixed approaches and known outcomes.
  • Work with the properties of containers to encourage emergence and self-organization

A resilient system promotes connectivity

  • Many of the dialogic methods we use with the Art of Hosting are premised on the fact that everyone in the system is responsible for participating and that relationship is as important an outcome as productivity.
  • Working with stories, shared perspectives, diverse identities, and multiple skills in the same process builds connection between people in a system. Solving problems and overcoming adversity together helps individuals become more resilient and connected to each other.
  • Any process hoping to survive over time needs to have explicit attention paid to the connections between the parts in the system.

A resilient system demonstrates experimentation and learning

  • The very first inquiry of the Art of Hosting community was something like “What if learning together was the new form of leadership we need now?” A good marker of a resilient team or organization is its ability to fail, recover, and learn. Many organizations say they do this. but few actually pull it off.
  • Create work in which individuals enjoy solving problems and take pleasure in getting things wrong.

A resilient system includes diversity, redundancy, and participation

  • A forest without these features is a tree farm. An organization with these features is a machine.
  • Diverse perspectives and lived experiences present opportunities for change and development. They challenge existing ways of doing things and disrupt in helpful ways.
  • Redundancy is a feature of living systems. Never be afraid to have the same conversations twice. Or three times.
  • Aim for full participation in every meeting. If a person is not participating, the group cannot benefit from their knowledge, experience, or curiosity.

These are just my initial musings on Ungar’s work. They validate many of the practices and methods used in the world of participatory leadership and the Art of Hosting. They also challenge us to make braver choices to create spaces that are harder than we might want them to be so that participants can struggle together to build capacity for change. I truly believe that communities, organizations, and people that develop resilience as a by-product of their work together will be best equipped to face increasing levels of uncertainty and emergence.

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Seven Little Helpers for dialogue and action: Part 7 – Stay together

August 26, 2019 By Chris Corrigan Art of Hosting, Being, Community, Design, Facilitation, Featured, First Nations, Leadership, Practice No Comments

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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Seven Little Helpers for dialogue and action: Part 6 – Act

August 23, 2019 By Chris Corrigan Art of Hosting, Being, Design, Evaluation, Facilitation, Featured, Improv, Leadership, Practice 5 Comments

Part six 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

6. Act

The sixth of our seven little helpers is simple: Act. If you have taken the time to plan, talk, and harvest, you owe it to yourself and your group to honourably act on what you’ve learned.

Now it’s easy to get consumed by the cult of action, and to assume that every encounter needs to have a week defined action plan at the end of it. While that is simply not true – not every water cooler conversation results in action, but many are critically important in organizational life – when action is called for, be sure to act well. For whatever reason I find that many people have trouble with action. Perhaps it relates to the aversion and anxiety associated with decision making, but to act with clarity and commitment is kind. Here are some principles to guide your action. But be warned, these principles can take you down the road of planning to act, so be sure to keep it as simple as possible and get on with it.

Don’t confuse action planning with action. You would be surprised how many people confuse action planning with action. Often when I am contracting with a client and I ask for outputs, they will specify a document or an artifact, all the while emphasizing that they want to see action. Artifacts are pretty straightforward, and that is certainly something your consulting team can produce for you. But if you’re my client, I need you to understand that action is on you. That means thinking through how you are going to support action coming out of the work we do together. Recently I had a client place huge expectations on an off-site retreat. It needed to produce change in the organization’s culture designed over a three day gathering. I asked how the leadership was supporting people to make change (and to fail at it) and the client said “we have a really fear based culture here.” I warned her that without support from those in power to accept and even incentivize failure while people tried to change behaviours, meaningful action would be highly unlikely. She promised to go back to her Vice President for clarity and I never heard back from them. “We’re going in a different direction” is often the response I get from organizations not ready to put their money where their mouths are. That’s fine by me; I never want to be in a place of creating the conditions for merely performative action, when the people or the situations are calling for real change.

Action requires resources of time, money and attention. Don’t over promise commitments to resource action. In chaordic design, I call this work supporting the Architecture of Implementation. It seems to me that anything arising out of a participatory strategic initiative will require specific commitments of time, money, and attention to sustain it. If there is new work coming then new resources need to be in place to support it. I always caution leaders not to promise to “support all good ideas” that come out of a meeting if they can’t back that commitment with commensurate resources. How much time will your staff get to work on issues? What money do they have available to them? Who has the capacity for oversight and connection? If you fail to prepare a good architecture for implementation, you will burn out your people with added demands on their time and energy and no support. That’s cruel, and its a waste of time and resources. If you are committed to change you need to support change.

Distribute action plan and responsibility as much as possible. Use power to support self-organization and agency. It should be obvious, but participatory change should include participatory leadership. Sustained efforts to address sticky problems in organizations will often benefit from having many agents working on the project together. Use good organizational practices like the ones my friend Samantha Slate has shared in her book Going Horizontal to support leadership and action throughout the organization: share accountability, support personal leadership, give people space to work, ensure people have good conditions for collaboration, and practice good principles of equity and care

Be be mindful of PRICE.  Because we love our five letter acronyms, use PRICE to design and check in with your architecture of implementation. Ask:

  • How is POWER operating in this situation? Do we need more? Does is need to be more centralized or more distributed? Where is informal power and influence at work and how can we use it or mitigate it?
  • What are the RESOURCES we need in order to act well? Who is in charge of these resources, and how to we get them onside to support our work early? What do they need to continue sending resources our way?
  • How will we ITERATE our action? AS we try new things, what is the process for failing and trying again and improving as we go? How can we maximize support from those with power to allow for experimentation? Without thinking this through beforehand, people with power in a system are very likely to pull the plug on new initiatives the moment something goes wrong. Iteration is a crucial aspect to make things resilient.
  • What CAPACITY do we need to develop? Where do people in the system need to undertake learning to work with the changes they are facing? What new skills and perspectives do we need to change the way we are working? Building organizational and community capacity is critical to sustaining creative and engaged work.
  • How will we EVALUATE our work? Is our evaluation strategy in line with the kind of work we are doing? If we are working in complexity do we have good developmental evaluation and learning frameworks? If we are working with more predictable systems, do we have the right experts evaluating our work? How will we tell the story of what we are up to and communicate it well to those who need to hear about it? Evaluation is not something done in isolation at the end of a project but something done throughout. It’s how you document and share the story of what’s happening.

Taken together, these five things can support ongoing and sustained action beyond the report from the meeting or the project planning grant charts or the budget. True action needs support.

And then, when you are ready. Act.

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