Over at Wirearchy Jon is putting together a manifesto of his thinking on what interconnected technology means for the way we are with each other in organizations. Could this be the skelton on which the full fledged book on Wirearchy will hang?
*hint hint*
Quality posts, head and shoulders above alot of his blogging seniors. Dan Oestreich gets my vote as the new blogger most likely to get me thinking with EVERY SINGLE POST. I’m tempted to advise him not to burn himself out so quickly, but then I wouldn’t have all this great stuff to read!
G’wan…get over there and chew on the food he has laid out for us.
Lifting this right from Adam Kahane’s book Solving Tough Problems:
Before I picked up this book, I had been feeling the same way. Sitting with mates in the Art of Hosting learning last month attuned my senses to my facilitation practice such that I was thinking exactly the same things. And some serendipitous connections that have emerged since then with Adam Kahane have strengthened that commitment to openness and receptivity. At some I think, every facilitator hits this realization. It has taken me close to 15 years to really sink into this new reality.
And the journey continues…
If you are a facilitator and you haven’t seen this, take note that a new book is forthcoming from the international Association of Facilitators on facilitation practices. It is edited by Sandy Schumann and features Sam Kaner, Roger Schwarz, Lisa Kimball, Chris Hogan, Marv Weisbord and Sandra Janoff, Reinhard Kuchenmueller, among many many others. It’s out in February at $75 US which is a hefty price, but this might well be the first and last facilitation book you ever buy.
There is a famous quote attributed to Albert Einstein that goes something like this:
AS a facilitator it�s sometimes hard to be in that place � what Sam Kaner calls �the groan zone� � where confusion, frustration and divergence live. The process of assembling patterns of meaning in a group is labourious but it is worth every moment when you see intricate and elegant decisions emerge from the chaos.
The other day in a meeting, one of the participants came up with a metaphor to describe this process. She likened it to solving a jig saw puzzle with out knowing the picture. As you empty the puzzle out on the table, you shift around the pieces, turning them over, noticing their size and the various types of connections. Then you start to build patterns: pieces of border, the all-important corners, big patches of red or blue with the same tone. Soon you have clusters emerging. As if by magic, these clusters meet up with one another. You can stare at a cluster for days wondering how it connects to its neighbours and then suddenly, on your way out the door to go to work, you see it.
And then, most interesting of all, you are finally left with two or three pieces. If for some reason you don�t have those pieces � if they are lost, or if someone has hidden them � you will do almost anything to get them. You will turn the house upside down, interrogate the children, write away to the puzzle company, ANYTHING to get those pieces! What began as 500 small pieces of cardboard with no cohesion has emerged into a quest for wholeness.
So this is how it is solving difficult problems with groups, where all the pieces live in the hearts and brains of the participants. In the beginning, we don�t know which of the hundreds of pieces will ultimately be the one that brings the whole pattern together. As we work through the sorting and meaning making, certain pieces take on greater or lesser importance until finally we see the whole pattern and that taste of the nearly completed puzzle drives our adrenaline as we respond to the natural human attraction towards wholeness.
So it is with difficult problems; so it is working with emergence.
(PS…other jigsaw puzzle metaphors here!)
