The landscape dictates what is possible and what is not.
This is the third of a series on facilitation, dialogic containers and context. In it I want to develop a theory of context for facilitators on that explains not only how dialogic work succeeds, but why it sometimes cannot.
Here’s the idea:
- Dialogic containers are the scale at which humans experience the greatest immediate agency, but they exist inside larger contexts that determine whether that agency can produce lasting change.
- The contexts have different scales with increasing stability and increasing time scales over which change happens, and that has implications for what we can do within any given facilitated dialogue.
- Understanding these contexts helps us to design and host containers and processes that bring us the best possible chance of catalyzing bigger changes.
Introduction: Driving down the mountain with Adam Kahane
Back in November 2006 I attended an Art of Hosting gathering in the mountains above Boulder, Colorado which was unique in the hundreds of Art of Hosting events I’ve attended or led before or since. There were some important Art of Hosting stewards there alongside folks from the Authentic Leadership in Action Institute. There were a group of consultants from a new company called “Generon” which later became Reos. One of my fond memories of that event is singing “Me and Julio Down by the Schoolyard” with me on guitar and Adam Kahane giving his all on the choruses!
It was an important event because it brought together people who had many differences about what we felt the role of dialogue is in system change. Adam was working on the Power and Love polarity, and was very interested in the what happens if dialogue just becomes about love and good vibes while failing to address power in the room. Many of us in the Art of Hosting community were really doubling down on the relational and inner work we felt was necessary for change to happen. It was a swirling encounter of folks with a fierce commitment to practice, and a lot of experience, but a nascent understanding of what lay beyond our competencies.
It took my a while to unpack it, but Adam and I drove back to Denver airport together and we had a chance to talk about it with respect to some of the bigger work he was talking on with the Generon group. For Adam, I think everything was about how change can happen at meaningful scales where power keeps things in a certain way. Dialogic containers are lovely because we can create whatever we want inside of them, but Adam was challenging me not be naive about the reality that these experiences are embedded in a bigger context.
The question that haunts me
My work at the time was engaged with some big systemic issues including food systems, youth suicide and Indigenous child and family services, and I was working with people and organizations that had power and reach. The question that haunted me (and still does) was something like “Why can’t we get things to really change?” No one wants youth suicide, children being placed in unsafe care, food systems that poison people and planet. Of course the current set-up benefits people with power and money who are able to profit from it and keep it going. But still. Why was youth suicide not a thing we could change?
I landed on the idea of “community action systems” which was my way of trying to name the context that Adam was also speaking about. I wrote a long post about it. In that post, you can see my early orientation to good work in complexity: starting with what is, working to shift it and seeing what happens.
Twenty years after writing that post, I think the inquiry is still valid. But my study of complexity and my dedication to linking dialogue to change has given me some further insight. And so I offer this third post in a series about theory and facilitation on the ecology of dialogic containers.
Connecting facilitation practice to good theory
Good dialogue feels transformational. In a good and deep conversation, we learn something, we may have our opinions changed, or discover insights together that we have never seen before. We might have a part of identity slip away. We can find healing, beauty, joy, conflict, or coherence. Because the change happens right away, and often within and between, dialogue feels like it is the key to systemic change. “If this encounter can have such a profound affect on me right here,” the thinking goes, “imagine what would happen if we did this at scale?”
I like that thought. I clung to that thought for most of my professional life. I fervently believed that if we could just get the right people in the room and have the right conversations, the right things could happen. Some small victories validated this approach a bit, but like a stone dropped into still water, the ripples can be measured for a while – profoundly beautiful radiating waves of energy – but at some point, the lake absorbs the effort and the far shore never feels the effect.
A couple of decades of reflection and learning about complexity led me to Snowden’s work, where anthro-complexity is an attempt to build a coherent theory of the complexity of human life. Dave introduced me to Alicia Juarrero, whose most recent book, Context Changes Everything, is a critical text in creating a theory of stability, which I feel is critical to any theory of, or attempt to make, change. If you don’t understand how things remain stable and persistent over time, it’s very difficult to know where to affect change, let alone what to do once you are successful.
Through my love of football and my the work of Mark O Sullivan, I was introduced to ecological complexity, which is derived form the work of James Gibson and from which the idea of “affordances” comes. Ecological complexity says that actions are embedded in interconnected contexts and are enabled from the constraints and possibilities that define those contexts. All this is important to understand because if we want to understand why things are hard to change we need to look at the constraint regimes that keep them in place and find ways to discover the affordances for action. That points back to why Dave named one of his frameworks “cynefin”, one meaning of which is “habitat,” specifically a habitat that makes some things possible and not other things.
All of these folks work on this problem and their work is incredibly useful to dialogue practitioners and process designers. But in my world of facilitation I see hardly anyone connecting this body of work with facilitation and dialogue practice.
This matters because dialogic containers are places of the most active and intimate agency in groups of people. In dialogue we have maximum agency for change. We can create, occupy and exchange within dialogic containers at a very rapid place. A mind can change in a moment, a four-hour meeting can create new and powerful relationships through shared experiences. New ideas can be birthed. Creativity bubbles, possibility emerges.
Scales and tempos
No dialogic container is a neutral or a blank space. It is nested inside of and alongside of other contexts that influence it. These contexts exist at different scales and have different tempos. Change happens at a slower pace. There is much less creativity and possibility in a large bureaucratic system than there is in a small team. Communities trying to initiate a new way of delivering services, like harm reduction around drug use, must do so within a cultural framework that says “for example “drugs are bad.” Changing the cultural changes the possibilities for coherent ways of being, but changing a culture is hard.
In an ecological setting, a dialogical container is a lightly resourced structure that can create powerful change that acts upon its participants. This recent post on making beauty together talks about that. Constraints provide a downward causality, which is what Juarerro argues. So what are the contexts, scales and tempos that can influence dialogic containers? A useful list might be:
- Dialogic containers
- Situational settings
- Institutional fields
- Cultural fields
Let’s look at these in more detail.
Dialogic containers
Dialogic containers are the most agile and flexible scales. Spatially, people are directly encountering one another, whether face to face or online, and things happen in an instant. Conversations move along in minutes or hours, and decisions can be made, minds changed, conflicts inflamed or resolved in the blink of an eye. Think about the moment you said yes to a marriage proposal or a job offer or an invitation to something that changed your life. Dialogic containers are places where we practice our own agency, we have maximum freedom to act based on how we have made sense of things, and where change can occur immediately.
However, as the entire field of social psychology and cognitive science tells us, what I call dialogic containers themselves are constituted of context specific constraints which influence behaviour. Physical constraints are the most obvious, and all facilitators know that part of their job is creating space that is conducive to a meeting’s purpose. The nature of the space affects how people can organize, how well they are able to participate and how present they can be to the task at hand. Choices about room layout, light, size, temperature and colour all influence participants’ experiences.
Dialogic containers are also subject to internal constraints that enable the likelihood that some things will emerge and others will not. Facilitators and process designers have some influence in this space both in the moment and in the invitation process that helps bring people into the container. In my own practice of highly participatory work I find that it is very important to identify a shared necessity for participants that links with their intrinsic motivations to be present and contributing. The more we connect the meeting to urgent necessity of the moment, the more deeply participants invest in and participate in the process.
A plenary meeting is not the smallest way a group can of people can organize and engage. When groups break into sub-groups, multiple dialogic containers form, each subjected to the same kind of internal constraints that enable or limit participation. In dialogue facilitation, this technique is used deliberately to break up a field for many reasons. Sometimes we want to increase creativity or diversity for idea generation, or to disrupt unhelpful patterns like groupthink or a conversation that seems to be going around in circles.
Situational settings
Dialogic containers are set within a moment in time and a space that matters. Current events in the organization such as a recent conflict or structural change can influence the way a meeting goes. A strategic planning retreat is very different if the organization is riven with conflict than when everything is going well. Team culture can be influenced with a change in leadership, which is something we see all the time in sports. A group that has been together through struggles and celebrations will have a strong internal coherence that will be very different from a group coming together for the first time in unfamiliar territory. Situational awareness can still be rapidly changing contexts, on the scale of days or months, and they are the context that is most immediately influential to the group. Many times I have engaged in a long planning process that began when the situation was one way but by them time we met together “things had changed.” If one doesn’t adjust the nature of the dialogic container with situational awareness, “fit” become an issue. We will be doing the wrong thing for the wrong reason.
I once ran an Open Space meeting for a group of people who had been preparing to put to use a substantial pit of government funding organize a community health network. It took us a few months to craft the invitation and make sure everyone could come, and to prepare them to participate well in Open Space, including setting up ways that their work on the day could be put to use after the meeting. All was ready to go and people arrived and were excited to get to work on this opportunity. As I stood open to Open Space, the government representative whispered in my ear that the financial commitment had changed, but he didn’t want anyone to know about it. There was to be no money and he thought I should just invite the group to do the work anyway but not to mention that there would be no funding. I asked him to disclose that to the group and his response was “it’s not public yet.”
The fact was, it wasn’t a secret. Some of the participants knew this and others hadn’t and all were sworn to secrecy, so no one felt comfortable raising the issue. As I called for topics to be posted there was silence. Finally one of the group members stood up and said “I think we all need to talk about this and we like to ask our facilitator and government rep to leave the room while we do so.” I was relived and grateful. While my client and I waited outside the meeting room for a few hours we talked about the ethics of what had just happened and how the situation very much had a role to play in why this meeting was not going to go the way he wanted it to.
Dialogic containers do not arise in a vacuum. they are the product of an immediate situation that can change quickly and influence what will emerge in the container.
Institutional fields
Institutional fields represent a broader context in which dialogic containers function. Here we see that behaviours and possibilities are contained by things like policies, laws, decision making authority, incentives, resources and even persistence behavioural patterns like workload and job function. All of these constraints are helpful because they provide stability to institutions. This stability usually takes years to change, especially in established institutional settings like government, education systems, and large corporations. The stability is helpful because it protects the resources and, where applicable, the duty of care that institutions hold. Institutional fields make it very difficult for change to occur and become a deep source of frustration for facilitators who craft dialogic containers for innovation and change, only to see good ideas mire in the stability of the institutional field.
Oftentimes I will hear from leaders that they want highly participatory events that generate good leads but that we have to “manage expectations” in terms of what is possible. I get it because a good dialogic container can generate feelings of excitement and possibility and experiences of change but institutions may have something to say about how much and how fast things can go. This is why my process design conversations include an important check-in about the “architecture of implementation.” In other words, I want everyone to be clear on what we know about how the results of a meeting will be used. The worst leaders are the ones who want the group to feel fully empowered (“oh I want everyone to think freely and come up with great ideas they can champion”) but have no intention of opening up affordance within the organizations to make novel ideas take root.
This interface between dialogic containers in which change is generated, and institutional setting in which stability is maintained is a critical space for understanding change. The bigger results of work done in dialogic containers are subject to the affordances that are in place between that container and the instiututional field, and that often makes it hard for emergent strategy produced in a container to find an easy way into and institutional field. Change is almost always unanticipated and oblique to the established institutional fields.
In a recent Open Space I did with a tribal government, over two days a group of employees began to talk about instituting a four-day work week for the tribal government employees. This issue emerged during the meeting and the tribal CEO watched it happen. When they asked her is this was possible she answered honestly: “I don’t know.” But she alos committed to doing her best o make it happen which meant that she needed to take a well thought out proposal to the tribal council. In order to make it more likely to succeed, she told they group they would need to back their proposal with data and with examples from other tribal governments and anticipate the questions that different tribal council members would have.
Because there was no established affordance for the change, making the change was going to be a high effort endeavour. The institutional field needed to be shaped to make it easier to say yes if the proposal was to succeed. This is familiar to everyone who studies and practices politics and change, but understanding the relationship between the active change landscape of a dialogic containers and the active stability landscape of an institutional field using ecological concepts helps make this work clearer. How can we carve a deep channel that makes it easy for these two contexts to be linked? That what affordances are. If we can find some that are pre-established affordances, that’s helpful. If we need to create some, then it’s unlikely that our change work will be effective until we do, and that should influence the way we initiate work ion teh dialogic container by influencing who we invite, and what we talk about.
Cultural field
Institutional fields may be the most visible contexts in which dialogic containers exist, especially in discreet and well defined organizational settings, but cultural field are alos at play. In organizations “they way we’ve always done things” can be as important a constraint as a law or a policy. So too can professional cultures, social norms, cultural status and personal relationships. These can affect what is considered “knowledge” or “authority” in a cultural setting. A person that shows up to a public local government meeting with a slide show of charts and spreadsheets is trying to establish authority within a managerial culture that values these kinds of artifacts, regardless of of how accurate the knowledge is. A person at the same meeting with a true and personal story might be dismissed as merely anecdotal, even though the story may reveal more about the situation that data that has visualized in a socially acceptable way.
Organizational cultures evolve over years. They are not changed quickly and they are not changed predictably. Even longer are the societal cultures and norms that shape behaviours. Wittgenstein coined the term “form of life” to describe the collected shared background of a human community’s practices, activities and ways of doing things that are long established and context specific for a society or culture. Forms of life have a powerful effect on the way institutions are shaped (and the regulatory environment inside which they are shaped) and they provide an incredibly robust and persistent field that limits what affordances are possible.
In the world of global sport, we can see how forms of life affect how global association football is organized and trained differently in North America and Europe. North American professional sports are organized around closed leagues where there is no incentive NOT to finish last. This is becasue the teams are “franchises” of the league rather than individual organizations who have agreed to play each other in a league. In North American professional soccer, promotion and relegation is extremely are and only recently has emerged in the United Soccer League, a competing professional league to Major League Soccer. MLS will likely never have promotion and relegation because team owners buy their franchises as members of the top tier of soccer and protect their investments by always staying in a league that generates shared revenues across all the clubs.
The biggest scale of these contexts are the civilizational scales that take multiple generations to change. These contexts are the stable and unchanging seas in which all work takes place. A culture that is rooted in liberal economics, featuring capitalist and market-based structures of productivity and distribution will always treat shared ownership and reciprocal gifting as counter cultural, even at the smallest scale.
Implications of contexts for making change
There is a helpful polarity of change work I use, which I initially got from Snowden. A Robust system survives by resisting change and a resilient system survives by being changed. As we look at the different scales of contexts inside of which dialogic work occurs, we can see increasing robustness the wider the context is. The reason why cultural contexts are so enduring is that they a deeply embedded in values that produce structures that guide behaviours and thinking in a particular way. Proponents of the idea that humans have no free will point to these larger constraint regimes to point out that, essentially, no matter how strong you are as a swimmer or how much progress you are able to make against the current, the river will always carry you back downstream.
Importantly, the degree to which a context is robust tells you a lot about how it changes. Robust systems are incredibly resistant to change, but when they do change, it is often catastrophic to the existing order. That means whole scale breakdown of a robust system will often collapse into chaos. If a group of people inside these contexts do not have the resources to manage the chaos (including expertise, connection and resourcefulness) things can become perilous. On the other hand, resilient systems are generally composed of flexible and loosely content structures that change all the time in small ways. Watching a forest change into a marsh through beaver activity is amazing. At no time does the ecosystem suffer a catastrophic loss of life or diversity (as it would if was instantly flooded by a dam break). Instead the system gradually changes over time, with the life being supported largely by what happens at the edges, where different contexts meet. These are called “ecotones” in ecology and they provide fresh resources, refuges, places to incubate new life and diversity. In the natural world the ecotone is where new species and new adaptive capabilities are born. The same is true in human life where the ecotone introduces new ideas, new connections and requisite diversity to the system which can be carried back to the centre of the system to be explored and experimented with.
At the immediate level, making meaning together can help create the local conditions for improved lives and that is why we gather to figure out how to improve organizational life. Occasionally there exists an affordance in a system of contexts like this that allows for the larger contexts to change, sometimes quite rapidly. Thomas Kuhn famously analyzed this in his work on paradigm change in the natural sciences. Science is a special case as a context because it has an in-built mechanism for both preserving its stability and making wholesale change, even when that change can throw the entire careers of established scientists into the bin!
But in general, larger contexts dictate the kinds of things that are more likely to happen than not. These are affordances, and good strategy seeks to find and use these affordances, especially if the change we are trying to make is structural or systemic. Single meetings, or even extended gatherings of powerful dialogue will not succeed in making changes to the larger contexts unless affordances exist to do, or unless the group has the power to overwhelm the constraints of the bigger contexts.
What this means for facilitation
This theory has been important to my facilitation practice. For most of my career I have enlisted to host dialogues with the hope that bigger things might change. If a group does not have access to power and influence and the ability to make changes to the larger context, these gatherings can feel very buoyant and optimistic but the results very quickly hit “the real world.” that is not to say that dialogue has no power. Held with a knowledge of the contexts in mind, dialogic practice can live in the ecotone of a larger system, cultivating the possibility of change, creating new and surprising connections, or developing new collective knowledge that can have and influence and effect on a broader context.
Dialogic containers remain the places where we experience the most agency and the most authority over our actions and our futures. Done well, many participants leave good dialogues with a sense of possibility and connection. Harvested well, and realistically, dialogic work can become the crucible for new ideas and connections that can catalyst change. On its own, dialogue is rarely effective in influencing the broader contexts that keep problems in place. Working to discover affordances and blockages in the context, building an architecture that supports implementation, and developing a theory and strategy for preserving gains made suddenly makes the encounter in the dialogic container important, more high stakes and more effective.
As Juarrero says, context changes everything. Dialogic containers give us a place where agency is immediate and creativity is possible. But the wider contexts in which those containers sit determine whether the results of dialogue can travel beyond the room. The work of the facilitator is therefore not only to host good conversations, but to understand the landscapes of constraint in which those conversations take place.
Phil Rosenthal, being interviewed by Tom Power.
Phil Rosenthal, interviewed last year by Tom Power on Q at CBC talking about what it was like when he stepped into running Everybody Loves Raymond. It’s great interview, but I love the section that begins at 21 minutes. It was his first job as a show runner, and he learned from other bosses he had worked for. He was scared, and he was a rookie. But he established a clear vision and then took care of the connective tissue between his staff. He adopted a persona that was “nice” rather than dictatorial. He wanted people to love coming to work. He focused on the food that people ate, and hired a chef to delight the staff and give them something to connect over. Adopting the principles of “the army travels on its stomach” he knew that food would bring the cast and crew together in a way that abstract hand waving at values could not. The result was that the show created a feeling of family.
A family is not always the best generative image for an organization. Families are complicated, and full of tricky dynamics. But when they work well, they anchor loyalty to one another and create sustaining love and friendship. When people talk about their workplace as “my family” it’s usually because they experience the best of what a family can be. A chosen family. Rosenthal gets that and he gets what it takes to put his optimistic worldview into practice. He says “Food is the great connector and laughter is the cement.” To paraphrase Harrison Owen, who was a devoted observer of high performing teams. trust the people and notice when they are laughing because that is a sign that it’s working.
In the past few years I have seen so many workplaces and organizations that could benefit from this simple wisdom, this gentle approach. It is often the small things that make the difference, that build the connective tissue that keeps a team going through the inevitable ups and downs of organizational life. you have to work on the love part, because people don’t always like each other, or don’t always like the behaviours and actions. If that isn’t attended to, groups of people can reach a social impasse and sometimes the only move left is to leave or come apart. That entails tremendous cost to individuals and to the organization. It is sometimes the only fix, but it won’t always leave you stronger. And even if it does, the work is to repair, to take a new approach and build trust and friendship and commitment to one another back into the work. It’s a long and slow process, because once trust is diminished, it is requires deep commitment to change to re-establish it.
We’re in a world where trust seems very low and self-awareness, responsibility, and a willingness to grow together is at a premium. These are what Harold Jarche calls “permanent skills” and they need training and practice on the regular. They don’t go away and there is no place or time when they are not helpful.
Khelsilem reflects on his most valuable lesson from his first term of a Masters of Public Administration, and he hones in on insights from the Competing Values Framework relating to how good leadership holds tensions :
At the individual level, CVF is quietly demanding. It suggests that many leaders are not under-skilled, but over-specialized. Under pressure, they default to familiar patterns—control, inspiration, competition, or care. Leadership development, through this lens, is about expanding range: being able to support without avoiding accountability, to drive results without burning people out, to innovate without destabilizing the system.
Frameworks that help people hold tensions are useful in complexity. There are many, and here’s a collection of them from Diane Finegood who taught the Semester in Dialogue at Simon Fraser University. They can all be useful depending on context, needs, and intentions.
We are deep in the rainy season here on the west coast of North America. I’ve been reflecting on my year of work and noticing a few patterns that are coming to mind as I think about the kinds of questions that our clients have been confronting this year. I don’t know that these observations are especially novel, but they do represent patterns that I have seen this year. they also represent places where I think our work can be helpful.
Something of the bigger context.
As it always has been. But that bigger context is currently full of austerity, fear and polarization. Much of our work is within the non-profit and public sector, and our clients have all been facing declines in funding, uncertainty about the future, skyrocketing need from their own clients and a deep questions about using their leadership to confront polarity and division in their organizations and communities.
It used to be that we were confronting a “scarcity mindset” where we feel to recognize the wealth of ideas and leadership that we actually have. This leaves leaders and organizations retreating into their own shells as they try hard to shoulder the responsibility of the work. Often in our organizational development work, we could do things that lift our eyes up a bit and help activate the leadership throughout the organization.
These days, on top of that dynamic, I think we’re facing an “austerity mindset” whereby that wealth of talent, attention and money is still present but it is actually locked away and not available to us. It has been concentrated elsewhere and everyone seems to be preparing to simply do without it.
I’m certainly not 100% sure of this shift, but it feels like the issues leaders are confronting are shifting in ways that we continue to explore with them and their teams, and my colleagues as well. What helps at this time is continued connection and sophisticated situational awareness to see and name what is happening and to be honest about what is available to work with. Maybe, dear readers, you are seeing it too. All work happens in a context and being able to name this context is important, without getting lost in it. I wrote about this back in September.
Five year strategic planning is dead.
The Covid-19 experience seemed to finally put to rest the typical five year strategic planning process. Everyone now has practical and tangible experience of how the best laid plans can be knocked sideways. And in the last year or two, as organizations have been recovering from Covid, they have no been hit with massive uncertainty in the world, including cuts to their funding. And it very much seems irrational, arbitrary and determined by bigger dynamics that are outside of the control of the organizations we get to work with.
In response, the kind of planning I have been asked to do more and more this year is about scenario planning and arriving at a set of practice principles that can help organizations lead towards a variety of futures. I do love this kind of work. It has relational benefits of visioning and dreaming together, but is rooted in deep and practical need for on the ground responses. I’m not an expert at operational planning – and there is always a need for that kind of work – but bringing people together to think about futures and develop some shared resourcefulness about responding to what might happen is useful.
Connection is needed but trust is shaky at the centre.
I have had a blog posts sitting in my drafts for a little while that talks about how we can move from centralized planning and control towards a more networked form of leadership. Ever since I ran across Open Space Technology in 1995 I have seen the need for this, because as Harrison Owen (who we lost in 2025) observed, Open Space activates an organizational structure of shared leadership and responsibility that is latent in any group of people. He called it “The High Performance Organization” and it checks a lot of boxes for what leaders want: engaged staff, ideas and responsibility sprouting up all over, connected and self-organizing teams that are working in a common direction, but meeting challenges where they are at.
The problem is that such networks really depend on the ability and willingness of organizational leaders to open up space for that to happen. We spend a lot of time in our longer engagements working with senior leaders to help them sustain their ability to truly trust the folks in their groups to do the work. It is sometimes a hard thing to bootstrap, but once it gets going, these types of networks can be quite powerful. Central leaders and organizations become conveners rather than resource sinks, and work becomes meaningful. It requires leaders to do the work they are uniquely positioned to do but to release to the community work that can be better done at the edges.
In the little supporter-owned soccer club I am a part of we do this but having our core leadership care for the fiduciary and technical responsibilities or the club and the rest of us live by the principles of “Assume your talents are needed, and proceed until apprehended.” In this way we activate community and true ownership over what we are doing.
And speaking of polarities…
This kind of things means that polarities abound: centralized control and distributed responsibility; continuity of tradition and new responses to emerging conditions; maintaining fiduciary obligations while stretching beyond; focus on the core external offering and building interior connections and development. Every planning process I have been involved in this year seems to hang on one or more of these polarities. Often the conversations about need and purpose start with an acknowledgement that both sides of the polarity are needed and the challenge is to lean into the skills and talent we have to do both. As contextual uncertainty has increased, our clients seem more willing to wrestle with these polarities rather than simply seeing their current conditions as a problem to be solved.
As always, we need to be thoughtful about how we think about change.
We are living in a world which seems to be revelling in ignorance about complexity. Every problem now seems to have a simple answer, with predictable and brutal results. We are fed this line in our civic conversations too, organizational realities and personal lives too. Social media algorithms have shaped our ideas about what is happening in the world and what we should do about it. I think complexity literacy is more important than ever. Just being able to think about the different kinds of change out there TOGETHER helps us to make sense of things in a more useful way and in a way that builds more relationships and therefore more resilience. Some of my go to frameworks for helping folks understand how change happens, the Cynefin framework and the Two Loops framework, continue to be extremely useful for helping people describe the spaces they are in, and chaordic planning has stood the test of time for collaboratively designing responses to these kinds of conditions.
AI is helping us delude ourselves into believing that we don’t need craft, or the ability to confront uncertainty with relationality.
It used to be fairly common that a client would discover that I was a facilitator and hand me an agenda and ask me to facilitate it. Its the reason I wrote the chaordic stepping stones guide in the first places, so that we could explore the possibility space together and design something that was fit to needs instead of simply rolling out a best practice. This year was the first time I received agendas generated by ChatGPT and asked to facilitate those. It took me a moment to figure this out, but I think that many people are probably asking their favourite large language model to give them an agenda for a two day strategic planning process. We are witnessing a massive cultural crises stemming from the destruction of craft across all the arts including music, writing, visual arts and process arts. Designing and facilitating participatory work is a craft. the two go hand in hand. One would never give an accomplished artist a paint-by-numbers set and ask them to use their technique to fill it out the way one wanted. Or hand a musician a piece of music to play that has notes in it, but no sense of development, harmony or rhythm.
Artificial intelligence is excellent at giving one the impression that the uncertainty they are confronting is easily solved. The tools that we currently have access to are extremely powerful aids to help with facilitation work, but they simply cannot replace the craft of relationship building and the time it takes to do work that generates meaningful contribution and ownership and sustainability. Facilitators and participatory leaders need to continue to develop the skills to work with groups of people in increasing complexity, within decreased time frames and a climate of austerity, polarization and uncertainty. Our chatbots are incapable of understanding what we know when we enter a space like that, but those of us that fear the ambiguity of these spaces can find ourselves retreating into the comforting certainty of a set of answers that come from what appears to be a divine and omniscient source. We just have to be careful not to lose the ability to sit together and figure something out. Keep watching sports like soccer and hockey. Keep making music with each other. Exercise the feeling and abilities that we have to make and undo things together without knowing where we are going or what might happen next. Move together, slightly slower than you think you should be, and seeking surprise along the way.
Stories and shared work are helpful.
I had a lovely call the other day with Cynthia Kurtz and Ashley Cooper are some folks Ashley is working with around using Participatory Narrative Inquiry to work with stories in communities and organizations. I continue to use that collection of methods for dealing with difficult and complex situations, including future scenario planning, because my experience has been that making sense of grounded stories together is the best way to engage with the uncertainty and opinionated conversation that passes for civic dialogue. I’m interested in methods and processes of civic deliberation and address conflict with process design. How can we bring difference into governance without confusing it with conflict? How can we work with conflict without confusing it with violence? This is not an area I have ever been comfortable in, but I have found that stories and circle are the best way to have a group of people dive in together on shared work that helps differences become resources and helps conflict become co-discovery. In watching the current kinds of conversations we are having in Canada around things like Aboriginal title, it’s clear that folks with opinions not rooted in actual experience have a hard time even beginning to understand issues, let alone seeing ways in which reconciling differences can be the work of a mature politics, and a potentially defining characteristic of the Canadian project.
So these are some of the things I have seen this year and I expect that these are threads that will continue to grow and bloom in the coming year too. I’m really interested what YOU have noticed?
Cedric Jamet and I together at the Art of Hosting Reimagining Education gathering a couple of weeks ago.
The other week we were sitting in the Queen’s University Biological Station in Elgin Ontario, opening our third annual Art of Hosting on Reimagining Education. Cedric Jamet was teaching about the chaordic path, the term we use for the leadership path that works with a dance of chaos and order. The chaordic space is the space of self-organization, where structure and form creates the conditions for otherwise chaotic spaces to produce direction, coherence, energy and engagement without top down control. It is a way of conceptualizing self-organization in groups, which is the kind of facilitation practice I specialize in.
The idea of self-organization, what it is, how it arises, what practices support it is been the single most important organizing question of my professional career. As Cedric put it in Elgin, this is what the world needs, to be hosted so that people can self-organize to improve their conditions, make beautiful and sustainable things and sustain good work with strong relationships. When we create the conditions that enable self-organization, we are creating places of “safe uncertainty” and relational connectivity. We create what I call “dialogic containers” which become places of meaning and sustainable connection. Strong dialogic containers can hold difference and conflict without rendering the relational field. They can provide spaces for meaning and depth and purpose. Sustained over time they can become “life-giving contexts.” As a facilitator and in my work leading and supporting leaders, everything we do points in this direction.
Over the past 20 years this inquiry has led me into two major areas of practice. I have studied and worked deeply with the Art of Hosting and the field of participatory process design and facilitation. Based around the “Four Fold Practice” – presence, participation, hosting contribution, and co-creation – the Art of Hosting is a simple framework for a practice that, as Cedric said, helps us enable self-organization. This is a well-established field of facilitation practice and I work with facilitation methods that are found in the fields of dialogic organizational development, collaborative change management, and anthro-complexity including those contained in the seminal collection of large groups methods, and small scale Liberating Structures, as well as the suite of methods from Participatory Narrative Inquiry.
The other area of practice I have explored is complexity, in an effort to understand the conditions by which self-organization arises. This has led me through the various threads of complexity in human and living systems initially through the work of Senge, Wheatley, Scharmer who came out of the system thinking world with new metaphors, models and understandings about how things worked. From there I dove deep into anthro-complexity, championed primarily by Dave Snowden who work on ontologies is a significant contribution to this field as it helps leaders, facilitators and process designers make good choices about the way they participate and intervene in different situations. I also read deeply and learned with other complexity-focused theorists and process designers like Cynthia Kurtz, whose work on story is especially important, and Glenda Eoyang, whose work on complexity and whose suite of methods and approaches called Human Systems Dynamics is accessible, simple, and extremely effective for the most part in seeing and working with complexity.
The two most significant academic works I’ve published reflected these two streams as I have written about and explored the ideas of dialogic containers as the key structures which enable self-organization and meaning-making. In Hosting and Holding Containers, I talk about the concept of a dialogic container and use the four-fold practice to describe how to work with these phenomena. In “Hosting Dialogic Containers: a key to working in complexity” I talk about containers from a more complexity-informed perspective and discuss the role of constraints in designing and hosting containers. A subsequent paper, published only in Japanese is actually closer to my current thinking on the constraints framework that I use.
This morning I am sitting in an Open Space meeting while all around this place a small team of folks are busy engaging in conversations that are necessary for creating their future. These people are interested in pedagogy and learning design, and I was struck by the fact that Open Space was a new experience for almost every single one of them. But I can hear the snippets of conversation and see the energy and attention in the work that is happening, and I continue to be astonished at how powerful self-organization is, given the right kind of container for it. We have an urgent question that is a deep attractor. We have connections and exchanges that are already strong in the team and made stronger by the visioning conversations we had yesterday. And we have important boundaries, including a threshold that was crossed with a new Director, a beautiful space that is full or opportunity and a timeline for the work that is both bounded and generous. There is urgency but not emergency, still room for excitement creativity and energy.
I have done many hundreds of Open Space events, large and small, and each one has delighted me as I watch groups of people self-organize and take responsibility for the issues that matter to them. I remained astonished by the powerful and generative nature of a life-giving dialogic container that emerges from a few enabling constraints thoughtfully applied and held. And I remain grateful for the immense body of work that underlies this approach to human organizations and communities and all those friends and teachers who guided and taught me along the way.