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Making public consultations work

December 8, 2005 By Facilitation One Comment

I was in a meeting yesterday, a policy consultation actually, which went quite well. As expectations are sometimes low for these types of meetings, and ours came off as a pretty good time, I spent some time thinking about how we made it work.

This was a very typical kind of policy consultation. Government creates a policy, in concert many others, and checks back with the “stakeholderss” (a term I loathe) as to where we should go from here. In this particular consultation, history has made relations between the government and the participants particularly rocky. Consultations are often characterized by lots of yelling, demands and disrespectful dynamics at meetings, mutual distrust and unchecked assumptions and misperceptions on all sides. In addition, information is very difficult to communicate and there are often several levels of language and understanding in the room. So all told, very complex, lots of passion, lots of urgency.

Perfect conditions to make something happen.

My client wanted a very standard type of meeting, with presentations of four aspects of the policy and open discussion from the group of 50 or so participants. It was a tight agenda, but we had an hour for each of four or so presentations and feedback. I felt we could work with that, if we got the right questions. We spent time in the pre-meeting getting to the heart of the matter and we recast the consultation as more of an intelligence gathering or learning process. Being open to the possibility that the participants would be interested in helping craft the policy helped to overcome defensiveness. There was nothing to defend. We were simply open, curious and learning and building together.

By and large, that is how it came off: presentations were collegial, feedback was cynical but constructive. Accusatory questions came forward, but we had a container created that allowed us to turn those questions around and seek out the underlying heart of the matter. There were rants and speeches, but we heard people and extracted the heart of what they had to say.

So upon reflection, here are some things we did that made the day flow relatively well:

  1. Be prepared and curious. Come into the meeting room curious. Be curious about the people who are there, about how the day will go. Genuinely want to find out stuff, get interested in the discussions and ask stupid questions. Maintaining a role of respectful curiosity, grounded in good preparation will allow you to be detached enough to see the possibilities as they unfold over the day.
  2. Acknowledge that the heart speaks truth. People that care deeply about an issue will become quite emotional if they see that something bad is going to happen to that issue. They will speak out in emotional ways. It is a true reaction. You can’t lie when that kind of passion arises. So hear the truth, acknowledge that what they care about is real, and that it needs to be heard. It’s important that the client know that there is a real issue at the heart of the intervention.
  3. Reflect what is being said. All those communications courses where you practised active listening and reflected back what you heard felt contrived, right? Well, in practice it isn’t contrived – it actually works. When people say something, especially in a situation where they are “speaking truth to power” the most significant act you can do is to repeat what they said. To feel heard is a powerful salve. To BE heard is the goal of good consultation. So reflect back and ask questions for clarification or to test out a theory that what you have just heard connects to something that someone else said earlier. Then you are really engaged and your interlocutor knows it too.
  4. Build wholeness and sense the emerging story. There is nothing more frustrating than a consultation that is simply a set of speeches. Encourage people to connect their thinking with what has come before. As a facilitator listen for the emerging story and see how people are connecting their comments to that story. At the end of the day it will mean that you have something truly valuable, much more so than a collection of comments that stand alone and make no sense. Wholeness should be the goal. That is what makes consultation useful.
  5. Do not be attached to anything other than the container. Your client might have spent years working on the thing that is being ripped to pieces in front of them, but that is not your concern. If it is out there for feedback, you have to let the feedback come. As a facilitator, pay attention to the container, and ensure that as the piece is being ripped up that it is done so respectfully and constructively. Don’t let people get away with being “terrorists” in a meeting. Passion bounded by responsibility, leading to wholeness is what you are after. If there is anger, ask about what might be done to move forward. If there are dismissive comments, challenge them and invite people to share the alternative. Building and holding a well formed container, one that, as Williams Isaacs says, hold safety, possibility and energy, is your job.
  6. Coach, affirm and soothe. Your client might be raw before, during or after a difficult gathering. Coach them to listen and see what is being said, and help them to understand that it isn’t personal. And if it is personal, and there was a reason, get really honest with the personal behaviour that triggered the attack and help to move forward. Affirm their work, and help them to see that the people who gave time to provide feedback, in whatever form, are committed to what is happening, and as such, they are actually allies. It’s about seeing differently.
  7. Be honest. There is no faster way to get people angry than to lie to them. When bullshit detectors go off, the reaction comes fast and furious. As a facilitator I have ethical standards for working in these kinds of meetings. If something is a done deal and the consultation is just window dressing, I won’t do that job. If a client betrays the confidence or the trust that has been built with a group, in an ongoing process, I will quit the job. Honesty and trust are the only things you need to move past difficult public meetings. It is surprising how many people choose to go the other way, into deceit and mistrust.
  8. Ask real questions. Get really clear on what you want from people and ask them real questions. When folks provide feedback, probe with real questions that are aimed at drawing the conversation forward into something bigger. Real questions are questions with which something is at stake. If you can get your client to say “we really don’t know and your feedback will help us move forward” then you have overcome many of the hurdles that prevent collaborative relationships from evolving. Asking real questions means asking questions that put us all on the same side of something.
  9. Turn around cross examinations. You would be amazed how many people learn conversational techniques from watching courtroom TV. It’s appalling. Whatever benefit the adversarial legal system has for society, its form of debate is toxic. In many meetings people will ask impossible questions about decisions long past, or worse still, will ask a series of questions which can only be answered with “yes” or “no.” These questions are loaded with assumptions, and the good news is it’s a simple matter to turn them around. When someone says “Have you taken into consideration that your building will destroy this forest?” you have a tremendous opening to begin a conversation with that person about values. Ask “So for you it’s important to preserve that forest. How do you see this project negatively impacting the forest? What kinds of ways might we mitigate that impact? What do we need to know about the forest that seems to be missing?”
  10. Debrief the deeper learnings. After the meeting is over, build in time to reflect about the content and the process, but do it in a deeper way. Talk about the story that emerged, the places people were attached to that story and the reasons why heart showed up. Think about what made the meeting work well and get a handle on the strategies that were used. Reflect on improvements for next time.

All ten of strategies got put in play on this project that I worked on yesterday. I don’t like doing these kinds of meetings in general, but when I do, this set of ideas helps to make the most of them. Feel free to add some below.

 

Making Open Space work

December 6, 2005 By Facilitation, Open Space, Practice


Today a post by Peter Buys on the OSLIST caught my eye…

I am fully convinced that Open Space is a marvelous tool to stimulate individual creativity; spontaneous collaboration (for the duration of the Open Space event); and an expression of trust in people by the client (in other words the ones who bought / decided for the Open Space event)…Many if not most Open Spaces are only very short blips (events) in typically much longer processes of change. But the Open Space does not really address that issue nor does it really offer (as far as I know) options on how to proceed beyond the time-bound Open Space event.

I am not a professional facilitator of short term events, in the sense that I only live of assignments for such one time events. Rather I work as a facilitator of long term processes in a specific sector (since 8 years the water sector). When dealing with long term processes of change, as a facilitator, one is obliged (I feel) to think beyond one time events and
rather constantly look for options and ‘most appropriate’ facilitation methods and tools for specific phases or steps in such processes. That means that one time Open Space may seem adequate, another time it can be one of the many other methods, tools, instruments that are at the disposal of a facilitator….

At times, I must admit, I feel ‘professional facilitators’ of one-off events (like an Open Space event) think fairly lightly about what will happen next and what kind of facilitation may be appropriate. It is not in their terms of reference, so why bother. Do I see this correctly?

I agree. Organizations and communities have a life long before an event and a life long after the event. One event does not create change.

As an OST facilitator I spend easily 75% of my time with a client preparing the ground for an Open Space event and getting very clear about how action is to be supported. The process is not magic…what makes it sustainable is the practice before, during and after the event. If a leader can work with participants and members of the organization or community to develop practices that support Open Space, then the results that one experiences in an event such as emergent leadership, passion and responsibility, deep engagement and so on, can be supported moving forward. It is then that the people in the organization become learners of practice and practitioners of their learning.

Open Space is powerful often because it challenges traditional notions of control, management and leadership. People get excited because they see what happens when we do things a little differently. But with no sense of how all of this gets grounded into the life of the organization and community, there is no harvest of the benefits, and no tendency towards change.

Michael Herman and I have called this part of working in Open Space “Grounding” and that represents a whole set of practices that is about supporting action, aligning work with the natural flow of work in the organization, and making it all real – “getting it out of the room with integrity.”

Grounding practices complement the other practices we teach and write about: Opening, Inviting and Holding. Without grounding, the work stays in the ether.

I think this is true, by the way, of any short term intervention aimed at facilitating “change” in the organization. Working with leaders and participants in Open Space needs good coaching and needs facilitation that not only opens and holds space but, in the words of the International Association of Facilitators, teaches new ways of thinking. It is for this reason that I believe we facilitators have to align our use of Open Space as a process with the practices that we also live in our life. If we view OS (or any process) as simply a tool without being in ncomplete alignment with it, then it doesn’t provide the fullest possible potential ground for work.

I am not an advocate of using OST for everything. I am a strong advocate of using OST where leadership is willing to practice opening and invitatation, where they hold and trust people and have a stroing sense of how the work can be grounded. If we have those conditions and we have urgency, passion, complexity and diversity, then we can play marvellously, everytime, with results that last.

National Day of Remembrance and Action on Violence against Women

December 6, 2005 By Uncategorized

In memoriam

Genevi�ve Bergeron – H�l�ne Colgan – Nathalie Croteau – Barbara Daigneault –
Anne-Marie Edward – Maud Haviernick – Barbara Klucznik Widajewicz – Maryse Lagani�re – Maryse Leclair – Anne-Marie Lemay – Sonia Pelletier – Mich�le Richard – Annie St-Arneault – Annie Turcotte


Opening space with youth

December 5, 2005 By Open Space, Youth

Here’s a report on an OST meeting that I did on the weekend for a really interesting project which got youth to monitor violations of the UN Convention on the Rights of the Child in the city of Vancouver.

The project was the brainchild of a number of organizations in the Vancouver, who came together to ask about how the UN convention could be used to draw attention to some of the pressing issues faced by children and youth in Vancouver. These issues included experiences in the child welfare system, poverty, lack of equitably funded education opportunities in poor neighbourhoods, safety and treatment by police, transit security and others in power.

The project lasted over two months during which youth facilitators working with a team at the City of Vancouver set out to hold focus groups to educate youth about the Convention, and to gather information from youth themselves on rights violations. More than that though, the youth were also invited to create visions for the future and for the society that they wanted to see, and these visions were harvested through words and pictures.

All of this work through local neighbourhood organizations culminated this past Friday and Saturday. Thirty-five youth gathered on Friday, to meet one another, build community and most importantly, reflect on their experience in the process and create a performance piece that would express a summary of what the project had learned. The performance itself involved the construction of a mural, some spoken word and rap, music and playback theatre. Parts of the performance were in English, Spanish, Portuguese, Hebrew and Russian.

Saturday morning, leaders from various levels of government and organizations were invited to join the youth in Open Space to figure out where to go forward. The project was officially over on the Saturday, and so we wanted to create a space in which the messages would get sent and an invitation made from the youth to the adults to work together to keep alive the spirit of what was happening. Fifty-five people gathered Saturday morning, and the youth did their performance which kicked off a short and intense Open Space. There was some significant power in the room, including two Members of the Provincial Legislative Assembly one of whom is the the provincial child welfare critic. Topics raised included what to do to help youth live independently and in safe conditions, stopping police harassment of Aboriginal and Latino youth by working with the police, and educating youth and adults on rights. All of the groups were composed of both youth and adults and the feeling in the room was one of possibility and optimism, despite the huge nature of some of the changes that were being discussed. To have provincial politicians sitting in the room with street youth, working together to move forward the learnings from the project was a powerful experience.

Increasingly I am seeing the possibility involved in bringing creative expression into play with youth working in Open Space. I know there have been many conversations about playback theatre in the Open Space community over the years, but, being a little slow on the uptake sometimes, I’m just now beginning to see how it integrates with OST work. The creative pieces, and the process of creating something together, is another practice ground for passion bounded by responsibility, and youth find their voices in many different ways when they are invited to work together to create art which is used as an invitation for action. There are a number of places in which I think this can be a significant combination and I’ll be looking for opportunities like this over the next little while. In the meantime, if you have had experience combining youth, creativity and Open Space together, let me know so I can continue to expand my horizons on this a little bit.

Norwegian music for a cold December day

December 2, 2005 By Music

Drop dead gorgeous Norwegian song, for a day in which the snow is blowing and the fireplace is the most inviting place to be.