Some notes from three days of teaching a small cohort of leaders in the art of participatory leadership.
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When we teach the four fold practice of the art of hosting (also the art of participatory leadership) I’ve taken to doing it in a World Cafe. We use Cafe to essentially recreate the conditions that created the insights of the four fold practice 25 or so years ago. We invite people to tell stories of engaging and meaningful conversations they have experienced, look at these stories together for insights about what made them engaging and meaningful and provide and three pieces of advice to aspiring hosts and leaders about how to create engaging and meaningful conversations.
This not only helps a group discover the practice – which we teach only AFTER the World Cafe – but it also shows that the World Cafe is itself a powerful process for sharing stories, collective sensemaking and knowledge creation. In the context of our work this week, with academic researchers , leaders and administrators at a university, this can be a powerful experience as they experience first hand what it feels like to be hosted in what is essentially participatory research.
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Tennesson’s check in questions this morning featured a question that I love. “Who is a person for whom you are here this week?” I love a question like that. It focuses a learner for a moment on the fact that leadership development is not just personal development. It is learning you do to make the world a better place for others.
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Chaos and order and the Chaordic path is an important and basic introduction to complexity. It is the basic teaching that helps folks to see the polarity between ordered and unordered systems and how our work as hosts is essentially determining what move is required to bring a process into more or less order so that good work can be done. Complex facilitation, a term from the Cynefin world, is all about working with constraints, to loosen or tighten, to expand or contract, in order to create the conditions to catalyse actions or behaviours that take us in a preferred direction of travel. Its is about working with constraints to fashion a container that can become a place for emergence and then managing that emergence by harvesting, shaping, grounding or eliminating it.
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Personal work is critical for people working in complexity, or walking the Chaordic path. When confronting uncertainty and emergence, we run into reactions and emotions. Understanding the reactivity cycle and having a tool to create a subject-object shift that can first recognize the connection between the emotion and the situation and then examine that reaction helps to interrupt the cycle of rumination or fixation that can reinforce unhelpful patterns of behaviour which can make a person less resourceful in a space of uncertainty, leading to reactions like controlling, fleeing or tearing it all down.
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Adrenaline does not just create a flight/fight response. It can also induce freeze, appease, control, and comply response. None of these are helpful in leadership situations especially where there are triggering events like conflict, chaos, tough decisions, accountability and other issues on the line. Understanding the reactivity loop is the first step in shifting our responses. Working consciously with our patterns of reaction is how to disrupt those patterns and discover better ones. And it helps us stay more present and aware when we are in situations in which we are more likely to become reactive.
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My father in law Peter Frost, in his book Toxic Emotions at Work, worked from the premise that leadership creates pain. Decisions create lines and boundaries and good leaders make good decisions with an awareness of some of what will NOT happen while being committed to what will happen. This commitment to a core, once a decision is made, can free a leader up to handle the turbulence at the edge of the chosen path. There will always be those who disagree or dissent from a decision. There will sometimes be winners and losers, at subtle political levels as well as more obvious material levels. Taking the time to hear voices and build as much collaboration as possible before hand, and then working at managing the pain afterwards while committing to the decision is a really key skill. It’s never either or. It’s a dance. And the moment of a decision is a kind of madness, but some of the best leaders I have seen in action are able to do it this way.
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A half day spent on Chaordic design. There is nothing more indicative of the intention to create truly participatory meetings than the willingness to make design them collaboratively. As one young person once said to me about Open Space “I love this process because I know that whoever controls the agenda controls the meeting.” Collaborative design is fractal and can happen at all levels of an initiative. It can also be initiated at all levels of an initiative. My hypothesis is that the extent to which people will participate in a meeting is directly related to the extent to which they are connected to the necessity for and purpose of a meeting. Taking time to name these helps ensure high degrees of engagement. Literally, nothing about us without us.
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A good question that came after I taught the Chaordic stepping stones: “This seems like it would work in an egalitarian environment but what about when there are real issues of power?” Mapping the urgent necessity of the moment should surface that reality. Naming the people who need to be involved is an important moment to name who has the power to say “no” and shut this down. In my experience every new initiative has a window of opportunity and a sponsor who will keep it open for a while. Until they don’t. Knowing you have limited time is helpful to focus on what’s really important and WHO is really important to include and HOW.
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How is Open Space a leadership practice? The moment of posting and the hosting a conversation that matters is what does it. A person responds to a call and takes responsibility for something important. For calling a conversation that needs to be called. They write it up and stick it on the wall and then show up to host. In these simple acts are the hallmarks of participatory practice. Post and host. Take responsibility for what’s important.
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One of the features of things like Pro Action Cafe is the way the constraints some times force naive expertise to be present. Having four at every table means sometimes people don’t get their first choice of projects to work on. They might end up a table where they have no idea what’s happening. We always encourage them to participate anyway because these are where the oddball questions, the “dumb questions” and the new ideas come from. Never underestimate naive expertise. If you want some try to explain what you are doing at work to our 16 year old niece. You will instantly learn some new things.
A few months ago, I was immersed in teaching complexity within the framework of the Art of Participatory Leadership program (AoPL). Essentially, AoPL is the application of the Art of Hosting within leadership contexts, extending beyond traditional facilitation and hosting scenarios. With a strong emphasis on personal practice and the use of complexity tools, AoPL encourages a deeper exploration of the connections between the Four Fold Practice, complexity, and dialogic containers – topics I’d previously addressed in my chapter for the book ‘Dialogic Organizational Development‘. My recent revisit to these subjects has sparked fresh insights.
In one of these sessions, a spontaneous thought emerged: “Leadership is all about managing interactions to get results.” This notion, inspired by Dave Snowden’s idea that culture is the product of interactions within a system, made me reflect upon the history of my own fascination with containers.
Throughout my life, I’ve found myself drawn to the concept of containers, primarily, I believe, due to an aversion to controlling interactions between people. This leaning was what initially attracted me to open space technology as an empowering meeting process. It didn’t dictate how people were going to interact, but instead provided conditions conducive to fruitful and creative connections. It left agency with the participants rather than centralizing control with the facilitator – something I’ve always preferred to avoid. Open Space is built on the ideas of self-organization and is therefore a natural method to use in complex environments, to invite groups to organize around important conversations and ideas for which they have the energy and agency to host.
This interest in open space led me to the realm of complexity science and various writings on self-organization, including work on networks, emergence, and community organizing. These concepts strive to vest power in the hands of those actively involved in the work, a principle that resonated deeply with me and steered me towards anthro-complexity and the application of complexity science to human systems.
It was in this field that I discovered William Isaacs’s seminal book on dialogue. Isaacs was among the first to describe the dialogic container in the context of organizational life. This deepened my interest in the topic, leading to my connection with Gervase Bushe in the early 2010s. Our collaboration eventually resulted in an invitation to contribute a chapter to the book he was editing with Bob Marshak, a key text in introducing dialogic organizational development to the world.
Interactions, containers, patterns, and emergent outcomes are all characteristics of complex systems. Both Snowden and Glenda Eoyang offer valuable, and different, insights into how constraints create conditions for emergence. However, the lesson that resonates most with me is the idea that, in complex situations, we can only work with the constraints to increase our chances of creating beneficial patterns.
This approach to working with containers and constraints can be challenging and risks verging into manipulation, especially when massive amounts of power and data are involved, such as in large social media companies. There is an ethical imperative to maintain transparency when working with constraints, a principle fundamental to this work.
In my chapter for Bob and Gervase’s book, I discussed the Four Fold Practice as a guiding framework. It helps leaders focus on four key patterns that make conversations meaningful, while also nurturing an environment that fosters the emergence of these patterns.
This practice grew from the observation that presence, participation, hosting, and co-creation are essential elements of meaningful, productive conversations. Importantly, these patterns should not be imposed but rather fostered through well-crafted containers.
Rather than dictating “be present now!”, we can shape spaces where presence naturally occurs and feels appreciated. Instead of compelling participation, we aim to cultivate processes that promote deep engagement through authentic and impactful invitations.
The same principles apply to hosting and co-creation. We shouldn’t impose facilitation roles onto individuals; instead, we should craft environments in which people comfortably host each other on various scales – from open-space, world café, circle to intimate one-on-one interactions.
Similarly, forcing people into co-creation isn’t the right approach. Instead, we must provide them with the necessary tools, conditions, constraints, and challenges to stimulate collaborative creation and achieve desired outcomes.
I strive to uphold these principles from the Four Fold Practice in every facilitation – to create conditions where the patterns of presence, participation, hosting, and co-creation naturally emerge.
This exploration into the realm of leadership, complexity, and dialogic containers has been a journey of discovery, reflection, and evolution. My fascination with containers and how they impact interactions, outcomes, and ultimately culture within a system continues to grow.
The intersection of complexity and leadership in the context of dialogic containers is a rich tapestry of insights and practices that can greatly enhance our effectiveness as leaders, facilitators, and change-makers. The journey is ongoing, and the learning never stops.
How do these reflections resonate with you? I’m thinking of writing more on the idea of containers, and would welcome your thoughts and questions about the topic.
The Paul Klee Centre in Bern, Switzerland. An amazing room, even though it lacked natural light.
Many of my meetings involve being in both a circle configuration and gathered around small tables. It is possible to move table in and out, but for most meetings (and full day or more workshops) these room requirements will be ideal:
- The formula for an ideal room size is 100 square feet per person or 10 square meters per person. the more square the room the better. This allows us to set up a circle and a cafe space. If we are only doing one process (a world cafe OR an Open Space), then we can go with 75 square feet or 7.5 square meters per person. But more room is always better, especially in pandemic times.
- Good air filtration is important.
- Natural light is ideal. Windows on two sides of the room with empty walls on the other two sides is perfect.
- Room set up is a circle of chairs in one half of the room and a cafe space in the other side. The tables in the cafe space should be ideally 3×3 feet or 1×1 meter with four chairs around them. For a group of 40 people, we need 10 tables. Square tables work best. if squares aren’t available, 6 foot (2 meter) long rectangular tables work well too, and we can get 6 people around them if need be. Round conference tables are not helpful as people are too far apart and it increases the noise in a room.
- It is ideal to be able to tape posters on the wall using painter’s tape.
- Projection optional but useful.
- For groups larger than 40, and depending on the acoustics, a handheld microphone is helpful. I always assume there are folks in the room with hearing issues. 30-40 is the maximum for unamplified sound, and even then some people have very soft voices.
Typical materials we use in workshops and participatory events include these:
- Mr. Sketch markers, one marker per four people.
- Crayola markers, one package of these per 20 people.
- Plain white flip chart paper for the tables so people can write on it. One pad of 50 sheets per 30 people.
- Post it flipchart pads optional (these are expensive and not as useful as plain pads, but we do use them)
- Post-it notes Packages of 3×5 and 6×4 and assorted 2×2 square sizes are useful too. Important that these have the “Super Sticky” symbol on them which means they will stick to walls and hang vertically.
- Basic office supplies: Scissors, painter’s tape, ballpoint pens and name tags.
- Additional decorations for the circle centre, important organizational artifacts, nice fabrics, flowers.
- A portable bluetooth speaker for music.
For local events, I usually bring the markers and post it notes, letter sized paper, tape and bluetooth speaker, and ask the client to bring flip chart pads, office supplies and the organizational artifacts.
Put all that together well and you get a beautiful space with lots of room to move around and lots of materials to work with.
What is your essential list?
My last blog post here was back in March, at the beginning of a colossal few months of travel and work during which I was away from home and working in the Netherlands, Germany, northern Ontario, New York City, Vancouver Island, and several locations in Japan. In the course of my travels I was away from home for 64 days, had two major airline cancellations (one airline went bankrupt, one couldn’t get me home without massively creative re-routing). I probably doubled the number of foods I’ve tasted in my life, just from the 28 day trip to Japan alone, and I’ve come back to find myself taking stock of where I am these days.
Summer is good for that.
In reflecting on my work offerings these days, I find myself doing these kinds of things:
- Helping organizations and communities by facilitating large scale meetings and participatory processes to understand and act in complexity. I do this through meeting design and facilitation. That’s the bread and butter.
- Using technology to support strategic work in complexity. This year I’m working with both Sensemaker and NarraFirma in different projects to help groups collect, analyse, and act from stories. I love this work and it has taken me into the realm of deep developmental evaluation. The software is helping us to be able to generate deeply informed strategic insights with our clients and to create innovative ways to address stuck problems. It’s amazing and powerful participatory research and support for strategy.
- To that end, I have been also been working closely with evaluators in some interesting emerging community projects as well as developing teaching modules to run workshops on participatory methods and evaluation.
That’s the basic strategic work. There is lots of capacity building work I’m doing as well. For me that focuses on teaching, first and foremost:
- Teaching Art of Hosting workshops, including upcoming ones in the next year on Bowen Island, and in the Whitehorse, Montreal, and Calgary.
- Teaching complexity courses. One with Bronagh Gallagher focused on complexity for social activists, and one with Caitlin Frost on complexity basics, using Human Systems Dynamics, Cynefin, The Work and dialogue methods. I’ve taught several one and two day complexity course this past year, and feel like we’ve really got a good introductory course.
- A one day workshop on dialogic containers that I gave to good reviews at Nanzan University in Japan. It is based on two papers I wrote over the past few years on Hosting and Holding Dialogic Containers, and one Dave Snowden’s ABIDE framework (now mooshed with Glenda Eoyang’s CDE framework) as a way of using containers to work with complexity. At Nanzen, Caitlin added a neat little piece on Self as Container as well.
- A course on evaluation, which I first offered online with Beehive Productions this past winter, and then has developed into a two day course offered in New York with Rita Fierro and Dominica McBride. That might morph again and meet the Art of Hosting, so if you’re and evaluator, look out for an offering that joins up those two worlds.
- Leadership 2020, a nine month participatory leadership program for leaders in the Social Services Sector and child and family services ministries in British Columbia. We are coming up on ten years of this work, with a redesigned program so that we can get more leaders through it in a slightly compressed time frame.
- I continue to offer a one-day course at Simon Fraser University on World Cafe and Open Space Technology as part of the certificate in Dialogue and Civic Engagement. You can come to that if you like.
- And I have a few coaching clients as well, folks I spend an hour or so with here and there, thinking through issues in their own practice, working on workshop designs and supporting their confidence to take risk.
As for writing, I have long promised a book on Chaordic Design, and that may still come to pass, but I can see it now being a joint effort with my partner Caitlin Frost. We have been using the Chaordic Stepping Stones tool in every context imaginable and have a ton of stories of application to share. The basic model on my website is due for a revision as well, so perhaps I’l have a chance to do that in the coming few months. When Caitlin and I can find some time to go away and write, we might actually get some stuff on the page.
And here is the blog, my old friend, the place I have recorded thoughts and insights and ideas and events over the past 17 years or so. It needs a bit of attention and it needs to be used, so look for more blog posts more frequently. And they won’t all be well crafted essays – could be just more musings, things that are longer than tweets, and that properly belong free in the world and not locked into the blue prison of facebook. Maybe you’ll even see something of the other passions that are in my life, including my love of soccer, music, and some of the local community projects I’m up to.
Does any of that grab your interest? Is there anything you’d like to hear more about? Can I support your organization or community, or individual practice in any way? Wanna play?
Over the years I’ve noticed a trend in consultative facilitations that goes something like this: a client calls wanting to consult with the community about something. Sometimes this takes the form of a leader wanting to engage employees. The request is usually to design an event where we can hear from people without them being dominated by more powerful voices. At some point the client says something like “we’d like to have our people there as observers or table hosts or mixed in as silent listeners.”
Often this looks like elected officials not wanting to dominate citizen meetings, government or agency staff not wanting to dominate community meetings, or executive teams not wanting to dominate the lower level employees.
My response to this over the years has been to push back hard against that idea, despite how noble it seems. Often it comes from a good place: that those with power want to create space for people without power to speak and have their ideas taken seriously. I get that, and I honour it, but truthfully the best way to do engagement is to, well, engage. It’s entirely possible to design engagement to maximize what you want and minimize what you don;t want all the while not create
Let’s get a few things out of the way
- Groups of people are never free of power and dominating behaviours. It doesn’t matter if you are using a well conducted circle process or a self-organizing process, or placing limits on who can speak and who cannot. It is impossible to build a group process that is free from these behaviours. So the challenge is to mitigate them.
- In truly participatory processes, observers are indeed influential. Have you ever been somewhere and there are people there not participating, just watching from the sides silently and taking notes? Does it feel like this kind of set up lessens power in any way or builds trust?
- If you are consulting because you don’t know the answer to a question, being absent from the conversations does not help you learn. The trickiest challenges we face aren’t solved by listening quietly to someone else in the hopes that they will provide you the answer you are looking for. They are addressed by diving in together and looking for ways to tackle problems in new ways.
If you are facing a truly sticky issue and you have no answers, getting as many people as possible fully engaged in exploring it is critical. So here are a few bits of advice I find myself giving out time after time, in no particular order.
Use a process like Open Space or World Cafe that allows participants to set their own agendas. These processes, and many others, place the onus of discovery, creativity and action on the participants. They operate from the assumptions that the ways forward are there to be discovered together, from the creative spaces between people. Furthermore they are founded on good dialogic principles, which you can point to and practice, such as, speak from your experience, listen to learn and be aware of your impact. Inviting a group into these practices helps them focus on each other as as potential experts.
Use small groups and break them up. I’ve never understood the aversion to small groups, but trust me when I say that you can do very little rapid creative work in groups larger than five. If you want to learn more about my approach to group sizes, here’s a post summing up what I know, and here’s a quick video my friend Nancy White made. Making and breaking up small groups is an important complex facilitation technique that allows for people to create without getting entrained and therefore sinking into domination patterns are or other kinds of bias.
Trust your people. There is an undercurrent to the base worry that clients share with me, and it’s worth addressing with them. I find that when we probe deeper, we discover that often the client has a deeper issue about either trusting their own people to behave well, or trusting a group of “lesser powered” folks to be resilient enough to speak. This is actually easily remedied by designing the session well, but it sometimes helps to have an offline conversation about the way the client feels about participants.
Have truly open questions. If you want your meeting to be truly participatory and engaging, you have to ask a group a questions you are stuck on. The questions need to be open and honest, and the group you assemble needs to be the people best suited to explore the question and create actions around it. Never bring a pre-determined answer to a participatory process, and give people the illusion that they are creating something new together. It’s unethical. Beyond that, truly open questions make it easy to encourage people to listen to one another and they de-centre expertise, meaning that the group itself can truly become the experts. If we can separate those in power from those with answers, we get a truly rich dialogue and learning experience.
Commit to supporting what you start. In my practice of chaordic design, I call this the Architecture of Implementation. You have to know what you are willing to commit to ensure that whatever happens at the meeting will have an effect. This doesn’t always mean money. It could also mean that time, space, power, connections, and many other resources can be put at the behest of the group to move to action. It could also be that you let people know that “nothing will come of this meeting beyond the learning that happens in the meeting itself. It doesn’t matter to me what the architecture is, but it does matter to the group. Being honest helps people to show up in a trusting way, and helps them to know how much time and energy to spend on your initiative.
Invite authentically. If you have designed with all of the above in mind, you can authentically invite the right people to your gathering with very little fear that there will be catastrophic domination. And authentic invitation brings people into the room ready to work on a problem that they are needed for. That is a powerful call.
I’m sure lots of experienced facilitators out there have other wisdom to add about how to address this concern. What have you got to add?