For many years I have been teaching Cynefin as a foundational framework in complexity and participatory leadership workshops and retreats. For me it’s the best and most accessible way to explain the differences between complex problems and other kinds of problems and why we need to make complexity-based interventions in complex systems. And while there are great ways to start learning about ontology in a lecture format, or using te examples of a children’s birthday party, I’m rather inclined to playing games as a way of understanding different types of systems before we do any teaching at all. Especially when …
Part three of a seven part series on the Seven little helpers for dialogue and action. Part 1: Introduction and Presence Part 2: Have a good question 3. Use a talking piece Think about any conversation you have ever had. If it ws a good conversation, there was a purpose or a question or a topic that was compelling and interesting to the people taking part. You may have found yourself “leaning in” and listening with curiosity, offering your own stories and perspectives, finding commonalities and exploring difference. In our natural setting as human beings, conversation sis easy and a …
On the Art of Hosting list today there has been a very interesting conversation about some of the Japanese words that are used to describe space and container. As I will be working this spring in Japan with these very concepts, I thought it would be interesting to hear from my colleagues Yurie Makihara and Kazuhiko Nakamura about these ideas of “wa,” “ma,” “ba,” and “tokoro.” Yurie shared her thoughts, on some of these words, including noting that the word “ba” is often cited by foreigners as an example of a word describing the quality of dialogic container that exists …
Perhaps I need to curate a series of posts called “The Whatabout Chronicles.” When I’m teaching participatory leadership or sharing complexity tools, folks who are wedded to traditional linear mind and tool sets often raise objections. “Complexity would be nice, but we haven’t got the time. We have to get this problem solved now, and we need a plan to do it.” It’s a hard one because often it’s obvious that the problem is complex and the desire for a linear solution, while urgent-feeling, is just not possible. But if you can’t see it that way, objections get raised. In …
Many times when clients contact me they ask if I can help them come to consensus or alignment on their shared purpose or desired outcomes. They expect facilitation will help them to do this. Sometimes this is a good idea. If we are working in a highly constrained project, like building a new building, getting everyone on the same page is important. But it’s also easy. All you have to do is bring in the experts, design a good implementation plan for a good solution and have project managers keep everyone on track, step by step. Most organizations are good …