Thanks to a rich conversation with artistic researcher Julien Thomas this morning I found this video of Olafur Eliasson at TED in 2009. In this presentation he talks about the responsibility of a person in a physical space, and discusses how his art elicits a reaction beyond simply gazing at a scene. It address one of the fundamental problems in our society for me: that of the distinction between participation and consumption. So much that happens in physical spaces and in our day to day lives has been geared towards gazing and consuming and away from participation and responsibility.
The four of us on the Art of Hosting Beyond the Basics team are all global stewards of the international Art of Hosting community of practice. We have all attended or hosted at least two of the global stewards gatherings and we have been deeply involved in the creation and growth of the Art of Hosting community over the past decade.
As such, the Art of Hosting is our lineage. It’s where we met. It’s the most important community of practice in our lives and it continues to shape our work. And Beyond the Basics is very much rooted in the Art of Hosting.
A couple of weeks ago in Minnesota while we were preparing our teachings I saw clearly how we were extending what we know about the Art of Hosting. It’s not just that Beyond the Basics focuses more on how the practice of participatory leadership extends past meeting facilitation into longer term and broader strategic initiatives. It’s that our work builds upon the Four Fold Practice of the Art of Hosting the simple pattern that lies at the heart of this approach to facilitation, leadership and community work.
The four fold practice was the first pattern that gave rise to the Art of Hosting. It is simply an observation that great conversations happen when people are present, when they participate, when they are hosted well and when they co-create something. Some of the originators of the Art of Hosting, people like Toke Moeller, Monica Nissen and Jan Hein Nielsen began asking the question, what if these patterns became practices? And in that moment the decades long inquiry that is the Art of Hosting was born.
Our Beyond the Basics offering refers to these practices, but only now have I seen what we are doing. Toke has always called the four fold practice “The Basics” and I have no need to creat new basics. But I can see now how deeply rooted we are in extending and deepening them.
Be present. For all hosts, personal practice is essential. Whatever you can do to bring yourself to be present with a group serves the group. In the Beyond the Basics offering, Caitlin is a deep practitioner of The Work of Byron Katie which is a powerful personal practice that we all use to get at what keeps us stuck, to address what we are afraid of, and to help us become resilient and quality hosts of uncertainty, complexity and confusion. The first clarity we need to address is our own, and we do that with the Work.
Participate. It is impossible to be a part of a participatory process without participating. And it is impossible to affect a complex system from the outside. Understanding how systems works helps us to be more effective participants in the strategic work we are called on to lead and host. Using theory from the science and sociology of complex adaptive systems creates a more powerful way to see and understand and leverage people’s participation in their own work. through teaching Cynefin and working with harvesting methods that are sense-making based, we extend the practice of participation to move beyond the acts of listening, speaking and learning and into the realms of sensing, interpreting and decision making.
Be a host, so everyone can make a contribution. Tim’s work with his Collaborative Advantage model extends this practice of hosting beyond the methods that for the core of the Art of Hosting practice. While we are deep practitioners of World Cafe, Circle, Pro-Action Cafe and Open Space, we know these methods alone are not enough to host large scale strategic change work. We need a framework to understand the levels of transformation that need to be hosted and the key design pieces (such as power, results and capacity) that need to be addressed so long term change can continue to be hosted from within systems and organizations.
Co-create. It is one thing to say “just work together” and quite another thing to do it when our communities and organizations are soaked in differences. Where power, privilege, race, economic opportunity and all kinds of other differences are at play we need a set of practices that can bring us to deeply transformative shared work. Tuesday has been developing this framework for many years now and it is taking form in a way that has fundamentally changed my own approach to co-creation. Moving to a place of shared work is taking co-creation beyond the basic level of just doing things together.
In our AoH Beyond the Basics offering we are addressing this extension of our lineage with teachings and reflective practice that help participants to dive more deeply into the four fold practice. You don’t have to have come nto an Art of Hosting to understand or work with what we are sharing, but if this framework makes sense to you, the three days we spend togther will help challenge and deepen your practice in these areas.
We would love to have you join us this July in Leicester, UK or in October in Kingston Ontario.
This afternoon Caitlin and I were in a delightful conversation with new colleagues that ranged across the landscape of the work we are all trying to do in the world, supporting leadership, supporting quality and addressing the ineffable aspects of human experience that pervade our work on leadership.
And in the conversation we found our way to the idea of friendship.
In our Art of Hosting Beyond the Basics offering we are exploring friendship as a key strategic pillar to transforming the nature of engagement, organizational life and community development. And today as we were discussing friendship as the highest form of accountability, I was reminded of my work 15 years ago in the BC Treaty Process.
Back then I was employed as a public consultation advisor for the federal government. It was my job to talk to non-indigenous people about the treaties that governments were negotiating with First Nations. Most of the non-indigenous stakeholders I had to meet with were hostile to the treaty process, to put it mildly. Some of them were just downright furious, driven by the white hot heat of completely irrational racism, uncertainty and disruption to their lives. At their worst, hey shouted at us, threatened us with violence and tried to have us removed from our jobs. these were not folks that I would ordinarily try to meet with, let alone befriend. But I found I had no choice. No amount of rational discourse about rights, law, policy and economics could persuade these people that treaty making was a good idea.
And the truth is that I didn’t have to have them think it was a good idea. But I did need them to understand what was happening and I did need to offer them many many ways to engage with what we were doing, even if they were 100% opposed to it. It was my professional obligation as a person responsible for the mundane daily workings of a democratic government, and it was my moral obligation as a human being who saw a group of people in danger of being dismissed by their government for their opinions, no matter how odious those opinions were to the government of the day, or how opposed those opinions were to government policy.
I realized that the only way we were going to create lasting agreements that gave First Nations the best possible future was to treat the noin-indigenous stakeholders as human beings. And that meant that I quickly abandoned my professional guise of talking to them as experts in their field and instead I adopted a stance of friendship. Instead of asking them questions I was interested in answering, I asked questions about what they were interested in: logging, ranching, fishing, making a living, what they did in their spare time, what was important to their families.
In due course I found myself hanging out with these folks. Having dinner, going on long drives through the British Columbia wilderness to visit clear cuts and mining sites. Joining them on board their fish boats and in their pastures, hanging out in local hockey arenas watching junior teams from Quesnel and Prince George and Powell River ply their trades. I ended up playing music with people, drinking a lot of beer and whisky and meeting up with folks when they were in Vancouver. It became social. We developed friendships.
And in the end I believe it helped to transform the atmosphere in BC from an angry and bitterly divisive climate to one where folks were at least tacitly okay with treaty making, if not outright supportive. My seven colleagues and I and our counterparts in the provincial government worked hard at developing these relationships.
Friendship is not something that we set out to create. It is an emergent property of good relationships and good collaboration. When you do a few things together that end up being – well – fun, then you begin to experience friendship. And in the end when times turn a bit hard, that friendship will see you through, helping to sustain the work you have done.
It is not perfect by any means, but those three years spent in the late 1990s befriending folks all over BC proved to me that no one is above friendship, and that the results of dedeicated and personal relationship building are essential to a humane society.
What passes for “engagement” these days is so professionalized and sterile that I think it threatens the very fabric of the kind of society that we live in. Society by definition is an enterprise that connects everyone together. “Public engagement” that does not also include the capacity for personal connection is a psychotic and sociopathic response to the need to care and be cared for. And when we get into hard places – think Ferguson, Burnaby Mountain and even Ukraine – it is friendships, tenuous and strained, but nevertheless intact, that offer us the way out.
Caitlin Frost, Tim Merry, Tuesday Ryan-Hart and I have been loving offering our Art of Hosting Beyond the Basics workshop over the past nine months.
We’re really pleased to announce that we are coming to Minnesota May 6-8, Staffordshire UK July 8-10 and Ontario this fall. And we’re really happy with the video invitation.
If you have been working with participatory methods and are curious about extending these tools and forms of leadership to systemic challenges, please consider joining us!
I’ve been using the Cynefin framework for many years now. For me, I think I’ve internalized it through practice and it becomes second nature to not only talk about and teach from it but to use the way it was intended to be used: to help make decisions.
Today Dave Snowden posts a very useful set of guidelines for working with complexity that are captured in the framework. This list is useful for us to tuck away as it provides very clear guideposts for moving around the complexity domain:
The essence:
- In any situation, what can we change?
- Out of the things we can change, where can we monitor the impact of that change?
- Out of the things we can change, where we can monitor the impact, where could we amplify success and/or dampen or recover from failure.
What we should avoid:
- Retrospective coherence, we should learn from the past but not assume that what happened will repeat, or that it had linear causality
- Premature convergence, coming to quickly to a single solution (although coming quickly to parallel safe to fail experiments is a good thing) rather than keeping our options open
- Pattern entrainment, assume that the patterns of past success will entrain the inevitability of future failure unless you actively manage to prevent it.
Then the three basic heuristics of complexity management:
- Work with finely grained objects
- Distribute cognition/sense-making within networks
- Disintermediation, putting decision makers in contact with raw data without interpretative layers
Admittedly this is technical language, but I appreciate the clarity.