Thinking that the facilitator has the answers is one of the biggest problems with the way people are entrained to relate to facilitators. Because you are guiding a process, many people will feel that you are also an authority on what to do. They will often stop and ask questions about how things are going to work. Imagine: you have just done an elegant and energetic Open Space opening and you are ready to hand the process over to the group. You have slowly and clearly explained the instructions. You have showed everyone how the process works. You have restated …
In the last year of applying Cynefin theory to my practice I’v e made a few conclusions about things. One of these is that what Dave Snowdon calls “pattern entrainment” is probably our achilles heel as a species. Pattern entrainment is the idea that once our brains learn something, it is very difficult to break that knowledge. And while we may be able to change our knowledge of facts fairly easily – such as admitting a mistake of a factual nature “you’re right, there is no 7:30 ferry after all!” – changing the way we make sense of facts is …
Every year I am reminded that the work is never done. Geneviève Bergeron (born 1968), civil engineering student Hélène Colgan (born 1966), mechanical engineering student Nathalie Croteau (born 1966), mechanical engineering student Barbara Daigneault (born 1967), mechanical engineering student Anne-Marie Edward (born 1968), chemical engineering student Maud Haviernick (born 1960), materials engineering student Maryse Laganière (born 1964), budget clerk in the École Polytechnique’s finance department Maryse Leclair (born 1966), materials engineering student Anne-Marie Lemay (born 1967), mechanical engineering student Sonia Pelletier (born 1961), mechanical engineering student Michèle Richard (born 1968), materials engineering student Annie St-Arneault (born 1966), mechanical engineering student …
My friend Tim Merry found this gem, from a 1944 CIA manual on how to perfrom acts of simple sabotage. With tongue in cheek, this would make an excellent set of guidelines to reflect on at the start of a meeting. Engaging in any of these behaviours will immediately cause all of us to be suspicious of your motives and employer. More seriously, I’m going to be teaching university students dialogue and hosting methods next week and will share this with them for sure.
in most of our leadership training work and our strategic work with Harvest Moon, we devote at least a half day to working with limiting beleifs using a process developed by Byron Katie called simply The Work. At its simplest, the work is a process of inquiring into limiting beliefs that are unhelpful in our work and lives. Such beliefs often include judgements, ideologies and other beliefs that prevent us from really seeing the reality we are dealing with. Some of these beliefs are so strong that we take them for granted – such as “Richard shouldn’t have punched Eric” …